Rainforest Alliance

Unilever unveiled its 2020 sustainability plan today, and no one can accuse the company of playing small ball.

The global consumer products giant ($57 billion in revenues in 2009) intends to improve the health of 1 billion people, to buy 100% of its agricultural raw materials from sustainable sources, and to reduce the environmental impact of everything it sells by one-half, while doubling its revenues.

Those are big hairy audacious goals (to borrow a phrase from Jim Collins), befitting a company that touches 2 billion consumers a day. Unilever’s brands include Lipton, Dove, All, Hellman’s and Ben & Jerry’s.

The biggest idea here–and the one that will probably prove hardest to achieve–is that a company can grow its sales without growing its environmental footprint. As Dave Lewis, president of Unilever Americas, put it:  “We cannot choose between growth and sustainability. We have to do both.

This is what U.S. consumer-products giant Procter & Gamble implicitly said it could not do when it announced its sustainability goals back in September. (See P&G: A bold green vision but…) Unilever is also hedging its bets some–it is promising a 50% reduction “per consumer use”–and it acknowledges that it can only grow sustainably by changing consumer behavior. That’s no small matter and one that is largely beyond its control.

Still, Unilever’s Sustainable Living Plan, as it’s called, breaks new ground for a number of reasons.

It is comprehensive, setting more than 50 social, economic and environmental targets.

It is rigorous; the company says its has measured the carbon, water and waste footprints of 1,600 products, representing 70% of its volume.

It’s far-reaching, taking into account the full lifecyle impact of its product–from “seed to disposal,” as one executive put it.

It builds on an impressive past history when it comes to sustainability.

And it goes well beyond green, including efforts to improve nutrition–

By 2020 we will double the proportion of our portfolio that meets the highest nutritional standards, based on globally recognized dietary guidelines.

and global health–

By 2020, we will help more than a billion people to improve their hygiene habits and we will bring safe drinking water to 500 million people.

and poverty–

Our goal is to link 500.000 smallholder farmers into our supply network. We will help to improve their agricultural practices and thus enable them to supply into global markets at competitive prices. By doing so we will improve the quality of their livelihoods. [click to continue…]

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Now that’s green tea!

October 7, 2009

Nothing is more wasteful than, er, waste. Companies pay for the raw materials that they don’t use. Then they pay again to have it trucked to the landfill. That’s why zero waste is an exciting idea. Reducing or eliminating waste is not only good for  the planet, it’s good for  business, as companies like Toyota and Wal-Mart have learned.

Smart companies that pursue zero waste are also taking us closer to an industrial system inspired by nature, where there’s no such thing as garbage. Think about a tree or plant, where this fall’s dead leaves become next spring’s food.

Lipton Green OPJToday’s zero waste story comes from Lipton, the world’s largest tea company. Lipton is a unit of London-based consumer-products giant Unilever (40 billion euros in 2008 revenues), whose brands include Dove soap, Ben & Jerry ice cream, and Hellmann’s mayonnaise. Unilever’s an environmental leader—it helped start the Marine Stewardship Council which certifies the world’s fisheries as sustainable, it’s working with Greenpeace to develop environmentally preferable refrigerants and it led the laundry industry to concentrate detergent and reduce packaging when it came up with Small and Mighty All.

It turns out that virtually all the Lipton Tea sold in the U.S. comes from a plant in Suffolk, Virginia, which brings in tea from more than 20 countries, runs its production line around-the-clock and produces about 1 million tea bags per hour. Last month, the Suffolk facility became a zero waste operation. Credit goes not just to the managers but to the plant’s 400 workers, who got the ball rolling. [click to continue…]

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