Unilever Archives - SustainCase - Sustainability Magazine Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Thu, 23 Feb 2023 07:03:36 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 Unilever’s Sustainable Success: Empowering Women and Achieving Business Objectives in India https://sustaincase.com/unilevers-sustainable-success-empowering-women-and-achieving-business-objectives-in-india/ Tue, 14 Feb 2023 13:57:44 +0000 https://sustaincase.com/?p=16545 Unilever’s approach to creating shared value in India has allowed the company to achieve a positive contribution to the SDGs while also achieving its business objectives and making a profit. By empowering women in rural areas to become entrepreneurs and selling their products, Unilever has been able to create a sustainable supply chain for its products while also contributing to poverty reduction, gender equality, and sustainable economic growth. This shared value approach aligns with the United Nations Sustainable Development Goals (SDGs) that seek to end poverty, promote gender equality, and create sustainable economic growth. It also supports the SDG goal […]

The post Unilever’s Sustainable Success: Empowering Women and Achieving Business Objectives in India appeared first on SustainCase - Sustainability Magazine.

]]> Unilever’s approach to creating shared value in India has allowed the company to achieve a positive contribution to the SDGs while also achieving its business objectives and making a profit. By empowering women in rural areas to become entrepreneurs and selling their products, Unilever has been able to create a sustainable supply chain for its products while also contributing to poverty reduction, gender equality, and sustainable economic growth.

This shared value approach aligns with the United Nations Sustainable Development Goals (SDGs) that seek to end poverty, promote gender equality, and create sustainable economic growth. It also supports the SDG goal of promoting inclusive and sustainable economic growth, as it creates economic opportunities for women in rural areas who otherwise may not have access to such opportunities.

Through its shared value approach, Unilever has been able to develop a loyal customer base and improve brand reputation while creating a positive impact on the communities it operates in. This demonstrates that by creating shared value, businesses can make a positive contribution to society while also achieving economic success.

Unilever’s shared value approach in India has created economic opportunities for women in rural areas while also contributing to the achievement of the SDGs. This approach has proven to be successful, and it serves as an example of how businesses can create shared value by addressing societal challenges while also achieving their business objectives. Unilever’s initiative demonstrates that by creating shared value, businesses can make a positive impact on society while also achieving economic success, which is essential for creating a sustainable future.

 

References:

  1. Unilever. (2022). Our strategy. Retrieved from https://www.unilever.com/about/who-we-are/our-strategy/
  2. Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89(1/2), 62-77.
  3. Unilever. (2021). Unilever’s commitment to sustainable living. Retrieved from https://www.unilever.com/sustainable-living/
  4. Forbes India. (2019). How Unilever is creating a sustainable supply chain in rural India. Retrieved from https://www.forbesindia.com/article/special/how-unilever-is-creating-a-sustainable-supply-chain-in-rural-india/573

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

The post Unilever’s Sustainable Success: Empowering Women and Achieving Business Objectives in India appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Unilever is reducing transport emissions https://sustaincase.com/case-study-how-unilever-is-reducing-transport-emissions/ Fri, 19 Oct 2018 13:04:49 +0000 https://ccprowebs.com/new-sustaincase.com/?p=8117 As one of the world’s largest consumer goods companies, whose products are used by 2.5 billion people around the globe on any given day, Unilever’s logistics network transports its finished goods more than 1.5 billion kilometres every year, from Unilever’s factories to where they are sold. Reducing emissions from transport through better routes, more efficient vehicles or alternative fuels is, thus, a top priority. This case study is based on the 2017 Sustainable Living Report by Unilever published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what […]

The post Case study: How Unilever is reducing transport emissions appeared first on SustainCase - Sustainability Magazine.

]]>

As one of the world’s largest consumer goods companies, whose products are used by 2.5 billion people around the globe on any given day, Unilever’s logistics network transports its finished goods more than 1.5 billion kilometres every year, from Unilever’s factories to where they are sold. Reducing emissions from transport through better routes, more efficient vehicles or alternative fuels is, thus, a top priority.

This case study is based on the 2017 Sustainable Living Report by Unilever published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Layout 1

Abstract

Unilever’s transport CO2 emissions are equal to its emissions from manufacturing. As a consequence, Unilever’s transport management team focuses on constantly increasing efficiency in the distribution of its finished products.  Tweet This! In order to reduce transport emissions Unilever took action to:

  • design an efficient logistics network
  • switch from road journeys to rail and sea freight
  • use alternative fuels

What are the material issues the company has identified?

In its 2017 Sustainable Living Report Unilever identified a range of material issues, such as agricultural sourcing, deforestation, packaging & waste, human rights, nutrition & diets, women’s rights & opportunities. Among these, reducing transport emissions stands out as a key material issue for Unilever.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The organization should identify its stakeholders, and explain how it has responded to their reasonable expectations.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Unilever engages with:   

Stakeholder Group
Governments
NGOs
Suppliers
Customers
Consumers
Employees
Communities
Peer companies
Trade associations
Scientists

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Unilever carried out a series of interviews with a cross-section of internal and external stakeholders.

What actions were taken by Unilever to reduce transport emissions?

In its 2017 Sustainable Living Report Unilever reports that it took the following actions for reducing transport emissions:

  • Designing an efficient logistics network
  • When using road transport, Unilever plans every journey to find the most efficient route and reduce the number of kilometres travelled, avoiding empty trucks on the road. Unilever also pays attention to how it loads lorries, making sure it uses the maximum space available and/or weight allowed. To achieve this, Unilever standardised pallet sizes and introduced double-decker trailers in some markets. For example, Unilever’s ‘Big Bang’ project in Europe, which focuses on using trucks and pallets efficiently, increased, in 2017, truck load fill rates by 2 per cent, meaning more products transported on every journey and fewer truck journeys. In China, by making changes to the pallet size (adding one extra layer), Unilever increased its load fill by 11 per cent, saving €500,000 and reducing CO2 emissions. In the US, Unilever uses thermal insulated blankets that make it possible to transport some temperature sensitive shipments in normal trailers. These blankets reduce energy use by keeping products at the right temperature without refrigeration, saving an important amount of CO2 compared with traditional temperature-controlled trailers.
  • Switching from road journeys to rail and sea freight
  • In 2017, Unilever switched to sea and rail freight for 60 per cent of journeys between the UK and its Fauverney distribution centre in France and Bydgoszcz centre in Poland. This reduced CO2 emissions by 45 per cent per journey between France and the UK, and 29 per cent between Poland and the UK. In China, transportation by rail increased, in 2017, to 55 per cent and many road routes were replaced by sea routes.
  • Using alternative fuels
  • To reduce CO2 emissions from trucks, Unilever is carrying out alternative fuel trials worldwide, including in the US, Europe, India, Indonesia, Turkey, Argentina, China and Russia. In the US, Unilever uses compressed natural gas (CNG) as an alternative to diesel, and is currently running more than 50 trucks in this way. In addition, along with CNG, Unilever is also looking at adopting electric vehicles for its transportation needs.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is:

Disclosure 302-2 Energy consumption outside of the organization

 

Disclosure 302-2 Energy consumption outside of the organization corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

 

References:

1) This case study is based on published information by Unilever, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) http://www.fbrh.co.uk/en/global-reporting-initiative-gri-g4-guidelines-download-page

3) https://g4.globalreporting.org/Pages/default.aspx

4) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Unilever: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Unilever is reducing transport emissions appeared first on SustainCase - Sustainability Magazine.

]]> Sustainability: No Longer an Option but a Necessity for Suppliers https://sustaincase.com/sustainability-no-longer-an-option-but-a-necessity-for-suppliers/ Mon, 24 Apr 2017 13:11:26 +0000 https://ccprowebs.com/new-sustaincase.com/?p=3511 Across the globe, supply chain risk management has become a key priority for corporations. Circular business models encourage companies to implement stricter sustainable procurement policies, focused on the purchase of sustainable materials, products or services. Walmart: sustainability objectives include Walmart’s global supply chain In December 2016, Walmart became a member, together with a number of other major retailers, of Ellen MacArthur Foundation’s Circular Economy 100, committing to a more circular business approach regarding supply chain management. Walmart is planning an even firmer sustainable supply chain management system, that will monitor and engage suppliers. In order for environmental and social impacts to […]

The post Sustainability: No Longer an Option but a Necessity for Suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Across the globe, supply chain risk management has become a key priority for corporations. Circular business models encourage companies to implement stricter sustainable procurement policies, focused on the purchase of sustainable materials, products or services.

Walmart: sustainability objectives include Walmart’s global supply chain

In December 2016, Walmart became a member, together with a number of other major retailers, of Ellen MacArthur Foundation’s Circular Economy 100, committing to a more circular business approach regarding supply chain management.

Walmart is planning an even firmer sustainable supply chain management system, that will monitor and engage suppliers. In order for environmental and social impacts to be minimized, greater emphasis will be placed, among others, on matters like greenhouse gas emissions (GHG), more efficient packaging, water conservation, and ethical sourcing. Walmart’s suppliers will thus have to develop new, circular business models focused on energy, resource and cost efficiency.

Top producers take action

Unilever’s sustainable supply chain program encompasses 200,000 different materials and more than 160,000 suppliers. Moreover, by reducing their overall environmental impact by one-third, Unilever grew from €40 billion to nearly €50 billion in revenues, showing that sustainability can be profitable, too.

Coca-Cola and Dell have also adopted a circular business model and supply chain management best practices that can make the most of reduced costs, minimize risks and improve brand reputation.

Sustainable procurement standards, regulations and policies

New regulations and international standards, combined with increased consumer and investor pressures, mean that producers will need to place greater emphasis on supply chain management, monitoring sustainability risks and opportunities: 84% of respondents in BSR/GlobeScan’s State of Sustainable Business Survey said they had a supplier code of conduct, and 61% said they considered sustainability in sourcing strategies.

Additionally, ISO 20400, the first international standard for Sustainable Procurement, is being finalized  Tweet This! and prepared for release later this year, building on current standards and providing businesses and organizations with best practice guidelines for integrating sustainability into their procurement processes.

 

References:

This article was compiled using a publication by 3BL Media. For the sake of readability, we did not use brackets or ellipses but made sure that the extra or missing words did not change the publication’s meaning. If you would like to quote these written sources from the original please revert to the link below:

http://3blmedia.com/News/Sustainability-No-Longer-Optional-Suppliers

 

The post Sustainability: No Longer an Option but a Necessity for Suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Major Unilever Research: Potential untapped opportunity of €966 billion out of a €2.5 trillion total market for sustainable goods – 20,000 adults from five countries https://sustaincase.com/major-unilever-research-potential-untapped-opportunity-of-e966-billion-out-of-a-e2-5-trillion-total-market-for-sustainable-goods-20000-adults-from-five-countries/ Mon, 20 Feb 2017 13:55:44 +0000 https://ccprowebs.com/new-sustaincase.com/?p=2590 According to a new, international study by Unilever, of 20,000 adults from five countries – Brazil, India, Turkey, the United Kingdom and United States – a third of consumers (33 percent of those surveyed) would choose to buy from sustainable brands, i.e. brands they believed to be socially and environmentally beneficial. Key findings include: This trend (purpose-led purchasing) is more noticeable among consumers in emerging markets, as compared to developed ones: 53 percent of consumers in the United Kingdom and 78 percent in the United States said they felt better when purchasing sustainable products, compared to 88 percent in India […]

The post Major Unilever Research: Potential untapped opportunity of €966 billion out of a €2.5 trillion total market for sustainable goods – 20,000 adults from five countries appeared first on SustainCase - Sustainability Magazine.

]]>

According to a new, international study by Unilever, of 20,000 adults from five countries – Brazil, India, Turkey, the United Kingdom and United States – a third of consumers (33 percent of those surveyed) would choose to buy from sustainable brands, i.e. brands they believed to be socially and environmentally beneficial.

Key findings include:

  • This trend (purpose-led purchasing) is more noticeable among consumers in emerging markets, as compared to developed ones: 53 percent of consumers in the United Kingdom and 78 percent in the United States said they felt better when purchasing sustainable products, compared to 88 percent in India and 85 percent in Turkey and Brazil.
  • Over one in five (21%) of respondents said they would actively choose brands provided these brands made their sustainability features clearer, with both their packaging and marketing. This means that a possible unexploited opportunity of €966 billion out of a €2.5 trillion total market for sustainable goods is out there, for brands that will choose to make their sustainability credentials clear.

Unilever’s own financial performance testifies to the scale of the aforementioned opportunity: among the company’s hundreds of brands, Unilever’s Sustainable Living brands (which integrate sustainability into both their purpose and products) grew 30 percent faster than the rest of the business, accounting for nearly half of Unilever’s growth in 2015.

According to Keith Weed, Unilever’s chief marketing and communications officer, this research “confirms that sustainability isn’t a nice-to-have for businesses  Tweet This!”. “In fact,” he continues, “it has become an imperative. To succeed globally, and especially in emerging economies across Asia, Africa and Latin America, brands should go beyond traditional focus areas like product performance and affordability. Instead, they must act quickly to prove their social and environmental credentials and show consumers they can be trusted with the future of the planet and communities, as well as their own bottom lines”.

 

References:

This article was compiled using a press release by Unilever. For the sake of readability, we did not use brackets or ellipses but made sure that the extra or missing words did not change the press release’s meaning. If you would like to quote these written sources from the original please revert to the link below:

https://www.unilever.com/news/press-releases/2017/report-shows-a-third-of-consumers-prefer-sustainable-brands.html

The post Major Unilever Research: Potential untapped opportunity of €966 billion out of a €2.5 trillion total market for sustainable goods – 20,000 adults from five countries appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Unilever is acting on climate change by eliminating deforestation https://sustaincase.com/case-study-how-unilever-is-acting-on-climate-change-by-eliminating-deforestation-2/ Tue, 09 Aug 2016 10:27:43 +0000 http://sustaincase.com/?p=1404 When forests are cleared, burned or degraded, they turn from being carbon sinks to carbon sources – contributing up to 15% of global greenhouse gas (GHG) emissions. As one of the world’s largest buyers of palm oil – a major driver of deforestation – from the world’s commodity supply chains. This case study is based on the 2015 Sustainable Living Plan by Unilever that can be found at this link. Through all case studies, we aim to demonstrate that CSR/ sustainability reporting done responsibly is achieved by identifying a company’s most important impacts on the environment and stakeholders and by measuring, managing […]

The post Case study: How Unilever is acting on climate change by eliminating deforestation appeared first on SustainCase - Sustainability Magazine.

]]> When forests are cleared, burned or degraded, they turn from being carbon sinks to carbon sources – contributing up to 15% of global greenhouse gas (GHG) emissions. As one of the world’s largest buyers of palm oil – a major driver of deforestation – Unilever has committed to working with others to eliminate deforestation  Tweet This! from the world’s commodity supply chains.

This case study is based on the 2015 Sustainable Living Plan by Unilever that can be found at this link. Through all case studies, we aim to demonstrate that CSR/ sustainability reporting done responsibly is achieved by identifying a company’s most important impacts on the environment and stakeholders and by measuring, managing and changing. 

Layout 1Abstract

Across the globe, 1.6 billion people depend on forests for food, medicines, fuel, for their jobs and livelihoods. As one of the world’s largest buyers of palm oil – whose production is responsible for large-scale  deforestation –, Unilever aims to work with suppliers, governments and industry forums to eliminate deforestation from the world’s commodity supply chains, tackling the climate change threat. In order to achieve this target Unilever took action to:

  • transform its supply chain through a range of partnerships, policies and mechanisms
  • encourage the whole industry to set and meet high standards
  • work with others to embed no-deforestation pledges into national and international policies and
  • achieve external recognition of its efforts to tackle deforestation

What are the material issues the company has identified?

In its 2015 Sustainable Living Plan Unilever identified a range of material issues, such as mainstreaming sustainable agriculture, ethical business practices, safe drinking water, sanitation and hygiene, enhancing women’s lives, trust and transparency. Among these, as growing populations with rising incomes have increased demand for commodities – such as palm oil – that are the major drivers of deforestation, eliminating deforestation from the world’s commodity supply chains stands out as a key material issue for Unilever, as one of the world’s largest buyers of palm oil.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The organization should identify its stakeholders, and explain how it has responded to their reasonable expectations.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Unilever engages with:

Stakeholder Group
Governments
Intergovernmental organisations
Regulators
Customers
Suppliers
Investors
Civil society organisations
Academics
Consumers
Concerned citizens

How stakeholder engagement was made to identify material issues

Over the course of one year, internal and external perspectives on Unilever’s most critical issues were gathered, through a four-step process:

  • Identification: Over 400 issues were identified, which included benchmarking competitors’ practices and global standards.
  • Review: During this phase the list was reduced to a shorter list of 191 issues that were then clustered into 38 ‘topics’.
  • Prioritization: Sessions with internal stakeholders from various functions were held, including Sustainable Business, Corporate Strategy, Finance, Investor Relations, Issues Management, External Affairs and Communications, to assess each topic’s potential significance to the business and its potential importance to stakeholders.
  • Validation: A roundtable discussion with a cross-section of external stakeholders took place to review a draft materiality matrix and provide new insights into priority topics, along with telephone interviews with stakeholders around the world, which helped determine the relative priority of the topics.

What actions were taken by Unilever to eliminate deforestation from the world’s commodity supply chains?

In its 2015 Sustainable Living Plan Unilever reports that it took the following actions for eliminating deforestation from the world’s commodity supply chains:

  • Transforming Unilever’s supply chain
  • In early 2016 Unilever updated its palm oil sourcing policy to include:
  • a time-bound implementation plan with clear annual milestones to achieve 30% physically certified oil by 2016, 50% by 2017, 80% by 2018 and 100% by 2019
  • transparency: Unilever’s new policy encourages suppliers and their third parties to be transparent about their supply chains, disclosing complaints and reporting breaches of Unilever’s Responsible Sourcing Policy
  • ‘zero-tolerance’ and enhanced verification: a new grievance mechanism will be activated if any of Unilever’s suppliers do not comply with its strict principles
  • Together with the World Resources Institute (WRI), Proforest and Daemeter, Unilever is implementing a robust traceability and risk verification system with WRI’s Global Forest Watch Platform, which uses the latest satellite technology to allow more informed sourcing decisions.
  • Encouraging the whole industry to set and meet high standards
  • Palm oil: the Roundtable on Sustainable Palm Oil (RSPO) made an important first step, but with a great deal of variability in practice. Unilever is supporting the development of RSPO Next, which will raise the bar for the industry.
  • Working with others to embed no-deforestation pledges into national and international policies
  • Unilever has encouraged other consumer goods companies on their deforestation commitments through collaborations such as:
    • the Consumer Goods Forum
    • Tropical Forest Alliance and
    • the New York Declaration on Forests
  • Together with others in its industry, Unilever has committed to achieving zero net deforestation associated with key commodities by 2020.
  • In December 2015, together with several other consumer goods companies, Unilever signalled an intent towards preferential sourcing from jurisdictions with adequate no-deforestation policies in place which both increase production and protect the environment and communities.
  • Achieving external recognition of Unilever’s efforts to tackle deforestation
  • Unilever has participated in the CDP Forests programme since it began.
  • 2015: Unilever was recognized as sector leader for timber, cattle products and soy in the Food and Beverage Processing Sector in CDP Forests programme, gaining an A performance grade for each commodity and an A- for Palm Oil.
  • February 2015: the Global Canopy Programme launched Forests 500, which identifies, ranks and tracks the ‘powerbrokers’: the governments, companies and financial institutions worldwide that together could virtually eradicate tropical deforestation. Unilever was in the top six of the 250 companies assessed, with 5/5 points and an overall score of more than 80 out of 100.

Which GRI indicators/Standards have been addressed?

The GRI indicators/Standards addressed in this case are:

1) G4-EC2: Financial implications and other risks and opportunities for the organization’s activities due to climate change – the updated GRI Standard is: Disclosure 201-2 Financial implications and other risks and opportunities due to climate change

2) G4-EN27: Extent of impact mitigation of environmental impacts of products and services

3) G4-EN32: Percentage of new suppliers that were screened using environmental criteria – the updated GRI Standard is: Disclosure 308-1 New suppliers that were screened using environmental criteria

4) G4-EN33: Significant actual and potential negative environmental impacts in the supply chain and actions taken – the updated GRI Standard is: Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

 

References:

1) This case study was compiled using published information by Unilever which is located at the links below. For the sake of readability, we did not use brackets or ellipses but made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following links:

https://www.unilever.com/Images/uslp-mobilising-collective-action-summary-of-progress-2015_tcm244-424809_en.pdf (2015 Sustainable Living Plan by Unilever)

https://www.unilever.com/sustainable-living/the-sustainable-living-plan/reducing-environmental-impact/greenhouse-gases/acting-on-climate-change-by-eliminating-deforestation/ (May 2016)

https://www.unilever.com/sustainable-living/the-sustainable-living-plan/our-approach-to-reporting/about-our-reporting/ (May 2016)

https://www.unilever.com/sustainable-living/the-sustainable-living-plan/our-approach-to-reporting/defining-our-material-issues/ (May 2016)

2) http://www.fbrh.co.uk/en/global-reporting-initiative-gri-g4-guidelines-download-page

3) https://g4.globalreporting.org/Pages/default.aspx

4) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Unilever: With each case study we send out an email to your listed address in request for a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Unilever is acting on climate change by eliminating deforestation appeared first on SustainCase - Sustainability Magazine.

]]>