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Unilever and Palm Oil Ecosystem Services and Business: Unilever and Palm Oil Stefano Pogutz Reference: a.y. 2012/2013/MU/n° 0002 Bocconi Graduate School cases are developed solely as a basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright© 2012/2013 Università Bocconi – Author: Stefano Pogutz No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic, mechanical, photocopying, recording or otherwise – without the permission of Bocconi Graduate School. Ecosystem Services and Business: Reference: a.y. 2012/2013/MU/n° 0002 Unilever and Palm Oil Ecosystem Services and Business: Unilever and Palm Oil According to World Bank estimates, between 1985 and 1997 alone, 60% of the lowland rainforest of Kalimantan and Sumatra was destroyed. Forest Watch Indonesia/Global Forest Watch, 2002 The United Nations Environment Program (UNEP) estimates that 98% of Indonesia’s lowland forest may be destroyed by 2022. Nellemann et al, 2007 Abstract Unilever, one of the world’s leading consumer goods companies, is considered to be one of the most committed firms when it comes to environmental and social responsibility. In November 2010, Unilever launched an ambitious program to address sustainability. Referred to as the Sustainable Living Plan, the program set a target of doubling the company’s revenues while halving its environmental impact by 2020. As Unilever’s business depends on agriculture products and crops, it has introduced a number of initiatives to tackle ecosystem and social challenges related to farming and forest management since 1998, including the establishment of the Sustainable Agricultural Programme for its suppliers. Today, palm oil is the most important vegetable oil both in terms of production and market trading. Unilever buys about the 4% of the palm oil produced every year. The company uses palm oil in a number of different products. Palm oil has an extremely complex environmental and social Copyright ©Bocconi Graduate School, Milan, Italy Ecosystem Services and Business: Reference: a.y. 2012/2013/MU/n° 0002 Unilever and Palm Oil footprint: it is produced only in equatorial regions (Indonesia and Malaysia produce 85% of palm oil), and palm oil plantations are established at the expense of the rainforest. Farmers and producers set fire to sections of the rainforest to plant palm oil trees, which results in the destruction of local vegetation, the release of significant amounts of greenhouse gases, and a notable loss of biodiversity. Consequently, Unilever (and other multinational companies, such as Nestlé) have been targeted by environmental interest groups like Greenpeace and WWF in their campaigns to highlight the environmental impact of the global increase in demand for palm oil. In 2004, Unilever took a leading role in the establishment of the Roundtable on Sustainable Palm Oil (RSPO), an independent multi-stakeholder organization aimed at setting a common standard and developing a certification process for sustainable palm oil production, while guaranteeing the transparency and traceability of the supply chain. Moreover, in 2008, the Anglo-Dutch company introduced an ambitious plan to source 100% certified sustainable palm oil by 2015. However, despite Unilever’s programs, demand for palm oil demand is soaring and rainforest deforestation continues. Moreover, recent scandals related to the RSPO certification process have raised serious doubts about the effectiveness of the organization and its ability to guarantee sustainability in the palm oil supply chain. 1. Unilever Unilever is one of the world’s leading consumer goods companies, with revenue of €51.32 billion (2012), net income of €4.480 billion (2012), and 173,000 employees (2012). The Anglo-Dutch multinational has sales in more than 180 countries and operations in more than 100 countries, and it maintains more than 300 production facilities. The company is ranked 139 in the Fortune Global 500. It has a wide portfolio of products, with 400 brand names spanning 14 categories, including home, personal care, cleaning agents, beverages and food products. Several of these brands, including Axe, Dove, Sunsilk, Surf, Flora, Knorr, Lux, Rexona, Magnum, Calippo, Ben&Jerry’s, and Lipton, produce more than €1 billion in revenue annually. Every day, more than two billion consumers use Unilever products. Figure 1: Unilever’s main brands Source: http://www.unilever.com/ Copyright ©Bocconi Graduate School, Milan, Italy 3 Ecosystem Services and Business: Reference: a.y. 2012/2013/MU/n° 0002 Unilever and Palm Oil Unilever’s largest international competitors are Nestlé, P&G, L’Oreal, Danone, and Colgate. The company also faces competition in local markets. 2. Unilever and sustainability Unilever's corporate vision—“Helping people to look good, feel good and get more out of life”— highlights its aim of creating a better future every day. The company has focused its business on understanding twenty-first-century consumers and their lives, but its values are rooted in an extensive history that touches three centuries. Unilever was formed in 1930 after the merger of two big companies: Lever Brothers of the UK and Margarin Unie of the Netherlands. However, the inspiration for the business arose much earlier when, in the 1890s, William Hesketh Lever, founder of Lever Bros, came up with an idea for a new soap: Sunlight Soap. This revolutionary product was the first example of what would later become Unilever’s Corporate Mission: “To add Vitality to life. To meet everyday needs for nutrition, hygiene and personal care with brands that help people look good, feel good and get more out of life.” Since the late nineteenth century, Unilever has been one of the most responsible companies of its time. It has launched several projects focused on improving its employees’ lives, the nutrition in foods, and hygiene and personal care. It has also launched products with positive social impacts. In 2009, Unilever initiated another significant shift towards sustainability, launching what it called the “Compass Strategy.” This strategy is a long-term plan aiming at doubling the size of the business, while reducing its environmental footprint and increasing its positive social impact. Figure 2 – Unilever’s Compass Strategy and business model Source: http://www.unilever.com/investorrelations/annual_reports/AnnualReportandAccounts2012/our-compass- strategy-and-business-model.aspx This transformation was promoted by Unilever’s CEO, Paul Polman, in a breakthrough interview with the Harvard Business Review entitled “Captain Planet” (2012). Polman stated: “We thought about some of the megatrends in the world, like the shift east in terms of population growth and the growing demand for the world’s resources. And we said, “Why don’t we develop a business model aimed at contributing to society and the environment instead of taking from them?” … Not many companies have yet taken it on. But I believe it’s Copyright ©Bocconi Graduate School, Milan, Italy 4 Ecosystem Services and Business: Reference: a.y. 2012/2013/MU/n° 0002 Unilever and Palm Oil the only viable vision. One that builds on Unilever’s long-term heritage and achievement, while supporting a responsible future.” (HBR, 2012: 112) The Compass Strategy is captured in Unilever Sustainable Living Plan, a document that was issued in November 2010. The Plan sets three major goals for the company to reach by 2020: • Help more than a billion people take action to improve their health and well-being; • Halve the environmental footprint of Unilever’s products (production and use) across the value chain; and • Source 100% of agricultural raw materials sustainably and enhance the livelihoods of hundreds of thousands of people across the company’s value chain. These three goals are underpinned by seven commitments in specific areas of sustainability: health and hygiene, nutrition, greenhouse gases, water, waste, sustainable sourcing, and livelihood. They are also supported by approximately 50 targets that span from social to environmental and economic areas across the value chain. Figure 3 – Unilever’s Sustainable Living Plan: Goals and commitments Source: www.unilever.com The company tackles these challenges by partnering with a number of organizations, including the World Food Programme, the Rainforest Alliance, Greenpeace, and the WWF. The results are demonstrated by the awards and top rankings the company has received over the years (see Table 1). Table 1 – Unilever’s main sustainability awards and rankings Sustainability Awards or Unilever results Ranking Dow Jones Sustainability Index In 2012, Unilever was recognized as the top-scoring company in the “Food Producing” sector for the fourteenth consecutive year. In the same year, it was also named the leader in the “Food and Beverage” super-sector. FTSE4Good Unilever has been included in the FTSE4Good Index Series since the index was introduced in 2001. In 2012, Unilever won the first FTSE4Good Sir Mervyn Pedelty Award for companies that integrate environmental and social performance into their business strategies. Carbon Disclosure Project In 2012, the Carbon Disclosure Project recognized Unilever’s climate-change disclosure and carbon performance for the eighth consecutive year. The company scored 84 out of 100 on Disclosure, which represents an increase of five points from 2011, and it entered performance band A Forest
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