History Of Unilever’s Sustainability Efforts Essay Example

Introduction

Due to the current issue of climate change, many organizations tend to come up with solutions intended to remove uncertainty and recognize the need to attain stability and focus on economic and environmental benefits. Unilever’s history shows that the company was interested in sustainable well-being from its founding date, with some of the major milestones being achieved during the 2010s. For instance, the deployment of the Sustainable Living Plan became a turning point for numerous individuals and organizations since Unilever attained growth and predicted the areas where the environmental impact would be the strongest (Grayson, 2017). In a sense, the organization went beyond its eco-friendly initiatives and also positively affected society. Unilever’s ambitions allowed it to create an international network of actors interested in achieving sustainability.

When the Sustainable Living Plan was first launched in 2010, the organization planned to deploy a sustainable business model where individuals were going to become the ones contributing to their well-being and health. Following Abubakari and Thuranira (2021), this was one of the ways to strengthen existing supply chains and ensure that the organization is going to evolve together with the plan. In 2016, the Zero Waste initiative was developed and launched by Unilever to limit the amount of waste in landfills and find alternative means of reducing pollution (Grayson, 2017). Alternative uses were quickly discovered by the organization, making it safe for Unilever to convert waste into sustainable materials and contribute to human well-being worldwide.

Implementing Sustainability at Unilever

When implementing its sustainability strategy, Unilever expects to engage in specific climate action to ensure that the company protects the environment in the first place. For instance, one of the initiatives launched by Unilever required the organization to become an industry leader in terms of reducing waste (Lawrence et al., 2019). That strategy allowed the company to limit the amount of waste sent to landfills in all of the countries of operation, including numerous facilities, such as distribution centers, factories, and warehouses. As soon as Unilever implemented sustainable operations, it began investing in waste streams that were safe and harmless. This alternative route of development required the company to follow the 4R strategy: Reuse, Reduce, Recycle, and Recover (Grayson, 2017). Thus, alternative ways of using crucial resources allowed Unilever to protect nature and transform ambitions into real-life results without engaging in practices that could be bad for the environment.

Over the past decade, Unilever achieved a higher level of sustainability due to a relentless willingness to increase transparency and ensure that all of its operations are non-hazardous. While leveraging technology and focusing on environmental safety, the organization was able to increase its income while also securing equity in a variety of spheres of human lives (Lawrence et al., 2019). A sustainable livelihood was one of the primary targets for Unilever because the number of ecological emergencies to be addressed grows daily. Compared to other similar organizations, Unilever seems to be much more fixated on the development of a waste-free world where a circular economy is implemented in an attempt to reduce the waste footprint (Abubakari & Thuranira, 2021). From factory operations to plastic and packaging waste, Unilever expects to expand its corporate responsibilities to come up with even stronger values and standards to protect the environment.

Unilever Sustainability Assessment

Unilever is one of the essential world leaders in terms of attaining and exploring sustainability and all the opportunities linked to this notion. The company is known to advocate for sustainable business and ensure that its multinational organizational network recognizes the importance of the environmental impact of corporate operations. This was one of the main reasons why the Unilever Sustainable Living Plan was developed, with the administration expecting to find the best ways to improve the company’s environmental performance (Lawrence et al., 2019). It was also intended to inform the company’s strategy and aid employees in terms of finding the most lucrative opportunities for promoting sustainability. Over time, methods of data analysis became more complex because Unilever had to monitor sustainability performance even more closer and consolidate all the knowledge. Thus, the number of metrics increased quickly because the volumes of people and performance data also grew in a geometric progression.

Annual “collect and report” sessions drastically affect Unilever since they highlight the best and the worst solutions explored by the company. All kinds of social and environmental data represent the key to ensuring Unilever’s sustainability because there are numerous areas where the organization’s performance has to be evaluated almost daily (Grayson, 2017). For example, it could be crucial for the company to gain more insight into home sustainability and define the possible approaches to packaging and waste reduction based on gas emissions and water use. The Sustainable Living Plan is also an opportunity for the organization to create a healthier society through community investments and setting nutrition targets on a countrywide or even a global scale (Abubakari & Thuranira, 2021). Different elements of safety have to be explored to support Unilever’s vision and implement all performance assessment measures in line with the original plan.

References

Abubakari, M., & Thuranira, B. (2021). The consumer goods sector and the sustainability agenda in Ghana: A review of sustainability commitments. Discover Sustainability, 2(1), 1-17. Web.

Grayson, D. (2017). Overview of embedding corporate sustainability. In Cranfield on Corporate Sustainability (pp. 7-26). Routledge. Web.

Lawrence, J., Rasche, A., & Kenny, K. (2019). Sustainability as opportunity: Unilever’s sustainable living plan. In Managing Sustainable Business (pp. 435-455). Springer. Web.

Huntington Hospital: Management Challenges

Huntington Hospital (HH) faced management challenges that influenced its productivity. Based on employee comments, the previous management did not trust staff members, and with a poor communication channel in the hospital, there was no cohesive working relationship. The level of trust in the hospital was low, and it translated to an overall sense of anxiety at the facility. With the low trust levels, miscommunications, and confusion, the management’s inability to effectively control factors that hindered performance resulted in an atmosphere where ideas were not entertained. Therefore, attention was lost to unnecessary operation issues like committing to working on time (Study Case OB-91(A), 2015). With commercial insurance responsible for the generation of approximately 55 percent of the revenues collected at the billing department, the attendance policy at the organization caused every employee to work on time to achieve cash goals.

The organization’s policies did not address the issue but hindered every opportunity to resolve poor communication between the management and the employees. Focusing on attendance instead of how to streamline communication and rebuild the broken trust at the facility resulted in confusion and poor performance by the employees. However, with the change in management, Markey’s new responsibility was to restore employee faith in the organization and rebuild their innovativeness toward achieving a comfortable working environment (Study Case OB-91(A), 2015). Markey started changing the management style relative to how operations would be handled by listening to employees and changing the attendance policy.

Markey’s approach to the challenges the employees face aligns with HH’s mission and vision in a way that attention is focused on performance. Markey first focuses on conversations with the employees to rebuild their trust in the management to achieve this. Moreover, by encouraging the subordinates to share their ideas, Markey restores the sense of trust lost in the previous management. The purpose of every healthcare organization is to improve service delivery, and with this, Markey plans to implement an Electronic Health Record (EHR) to streamline workflow at the facility. However, due to previous experience, Markey understands full implementation might not be possible, and therefore, through consultants, the aim becomes to help establish credibility at the facility (Study Case OB-91(A), 2015). To achieve this, Marshall and Warfield engage with employees to create change in their perspective of EHR use. For example, the two begin meeting with Medicare Team over lunch in one-on-one sessions to help map out step-by-step billing and collection requirements.

In every organization, the team that works at the facility is its stronghold. The other strength at HH is the willingness of the team to improve working performance with the help of its management. However, the main weakness of the facility is the limited number of staff, especially the Medicare Team. The major threat faced by the organization is the inability by the employees to move forward with the implementation of the HER hence preventing real change from happening. Due to interdepartmental differences, the internal conflicts between departmental members also threaten to realize the intended outcomes. HH’s greatest opportunity with EHR implementation is the potential to achieve full performance by bringing in cash and managing service delivery speeds. Based on the SWOT analysis, the environmental factor(s) at play that might impact the delivery of care is the facility’s infrastructure level. In this situation, infrastructure translates to software adoption and healthcare IT solutions at the facility. Unless HH employees effectively handle the adoption of this necessary equipment in implementing the process, improvement in service delivery will never be realized.

Reference

Study Case OB-91(A). (2015). Huntington Hospital (A): Empowering Staff.

The Role Of Diversity, Equality, And Inclusion In Environment

Criminal Justice experts accept that it is their higher reason to make a reality where everybody has equivalent rights, equivalent compensation, equivalent admittance to schooling, and equivalent freedoms to succeed. They are cooperating with the whole local area to construct a way ahead. Concurring on normal terms and learning the right or smart language to use in these discoursed guarantees that they are powerful and aware. The goal of any political union is to ensure natural and inalienable human rights. These rights are freedom, property, security, and resistance to oppression. Equality means that all people are equal in dignity and deserve the same treatment, regardless of, for example, their ethnicity, sexual orientation, or functional limitations.

The word “equality” is defined as something that defines the basic norms necessary to live with dignity, and their universality follows from the fact that, at least in this, all people are equal (Klarsfeld & Cachat-Rosset, 2021). Forensic experts should not and cannot single out someone here. In fact, to accept the concept of human rights, it is enough just to recognize these two beliefs or values, and hardly anyone will argue with them (Nachmias et al., 2019). That is why, equality is supported by all world cultures, all civilized governments, and all major religions. It is almost universally recognized that the power of the state cannot be unlimited or arbitrary, it must be limited by the need to provide at least minimal conditions to all who are under its jurisdiction so that they can live with a sense of human dignity.

One example of a common equality issue is gender disparity. The feminist political movement works in every possible way to ensure that women and men have the same rights and responsibilities in society. In practice, working to achieve greater gender equality involves changing discriminatory laws, tackling sexual violence, increasing the representation of women in leadership positions, and drawing attention to how other forms of pressure relate to gender.

Diversity is the full scope of ways an individual can recognize. At the point when individuals say diversity in the working environment, they mean the possibility that our organizations mirror the networks they serve. Diversity has numerous features including race, nationality, sex or sex personality, age, strict association, and sexual direction. In any case, diversity is not continually something we can frame or see. Diversity regularly alludes to political convictions, race, culture, sexual direction, religion, class, and sex character contrasts (Klarsfeld & Cachat-Rosset, 2021). It also incorporates individuals with varying instructive foundations, character types, social references, encounters, or actual capacities (Klarsfeld & Cachat-Rosset, 2021). In the working environment, diversity implies your staff comprises people who carry new viewpoints and foundations to the table. Inclusion is the point at which everyone locally is esteemed, heard, regarded, enabled, and feels a genuine feeling of having a place. It goes past resilience to celebrating and hoisting each individual in the room. Inclusion implies that everybody in the different blend feels included, esteemed, regarded, treated decently, and implanted in your way of life (Klarsfeld & Cachat-Rosset, 2021). Enabling all representatives and perceiving their unique abilities is essential for making a comprehensive organization.

The most common place where people can witness diversity is the workplace. An assorted and comprehensive climate builds up a feeling of having a place among representatives. At the point when representatives feel more associated at work, they will in general work harder and more intelligently, delivering better work. Thus, associations that embrace variety and inclusion practices see enormous additions as business results, development, and dynamics. In a new study, research showed that organizations that are more sex assorted are 21% bound to beat others; those that are ethnically different are 33% bound to outflank others (Shore et al., 2018). With the impact of equality and values-driven business, organizations that effectively work to make their societies more comprehensive are better situated to accomplish solid client dependability just as lift representative commitment and usefulness.

Diversity alone does not transform the whole business ahead since consideration is a basic part. Representatives who feel their voice is heard grinding away are almost five times bound to feel engaged to play out their best work (Shore et al., 2018). Additionally, the individuals who say their organization gives equivalent freedoms are almost multiple times bound to say they are pleased to work for their organization (Shore et al., 2018). Regardless of whether a room is boundlessly different, if those remarkable points of view are not being heard, and if those individuals do not feel a feeling of having a place, the effect is lost.

In conclusion, equality is an idea open to numerous understandings in the lawful area, with equity as equivalent treatment ruling the scene in the administrative country state. The balance and variety of lawful structure strategies go past business and disallow any type of segregation in the working environment. A proceeded development of social classifications prompting avoidance in the climate has prompted new and more extensive originations of labor force diversity.

References

Klarsfeld, A., & Cachat-Rosset, G. (2021). Equality of treatment, opportunity, and outcomes: mapping the law. Oxford Research Encyclopedia of Business and Management. Web.

Nachmias, S., Ridgway, M., & Caven, V. (2019). The legal framework on diversity and equality. Inequality and Organizational Practice, 15–36. Web.

Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28(2), 176–189. Web.

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