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Business & Marketing
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English (U.S.)
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Topic:
Companies' Performance in Relation to UN Global Compact Management Model
Essay Instructions:
plz read all of the information below and i also made some mark at the second paragraph :
Submit a paper (not to exceed 10 pages, double-spaced, with one-inch margins in 12 point font) using the 6-step UN Global Compact Management Model to assess each of the ten companies profiled in the group case presentations from this course. Evaluate each company at the time of the published case, using information from the case text as well as exhibits. Outside research is discouraged.
From your list, select three companies that you will profile. The first company should represent the best performing company according to the model. The second company should represent the worst performing company according to the model. For the third company, select a company with the most opportunity for improvement, those who might "do well by doing good" (Change the World, Fortune Magazine).
Organize your paper as follows:
Page 1: Your order of merit list, from best to worst. ( u dont need to write about this one)
Pages 2-4: Your top company: the "best" from page 1, and why using the Global Compact model. (unilever)
Pages 5-7: Your bottom company: the "worst" from page 1, and why using the Global Compact model.(ikea)
Pages 8-10: Your selection of the company with the most opportunity to improve with specific recommendations.( patagonia)
Essay Sample Content Preview:
Student’s name
Institution
Course code
Professor
SCM SUSTAINABILITY
Introduction
The United Nations Global Compact Management Model was set up to help companies embrace a more sustainable approach to growth and profitability through following certain principles. These principles are; assess, define, implement, measure, communicate and commit. There is need for an assessment of risks, opportunities, and impacts across the globe. Then defining goals, strategies, and policies. Thereafter comes implementation of strategies across the value chain and throughout the company. This should be followed by measuring and monitoring progress and impacts to the goal, then communicating progress and strategies. Finally, there is need for leadership commitment in mainstreaming the compact principles into strategies and operations as well as taking actions supporting the broader goals of UN more transparently. This paper evaluates how Unilever, IKEA and Patagonia are performing in relation to the six global compact management principles.
Unilever
Reasons Why Unilever is Performing Well
Unilever, despite making losses in 2014, is the best-performing company among the three according to the 6-step united nations global compact management model. This is due to a number of reasons, which the company has managed to adequately fulfill and stick to in its operations.
* The commitment of Unilever
Despite any impending challenges, such as making a loss in a financial year, Unilever's management shows total commitment to whichever plan they have rolled out until it is fully implemented. For example, the company had performed dismally at the announcement of the performance of the financial year 2014. However, the company had earlier started implementing a transformational strategy driven by Unilever's sustainable living plan (Jansen). CEO Paul Polman faced several challenges in implementing this transformational strategy until some wondered how far he could push this agenda. However, Polman did not give up on this transformational strategy until it materialized. CEO Polman was also committed to doubling Unilever's business. He faced this new challenge through the 'compass vision,' which aimed to double the company's business size while reducing the company's environmental degradation and increasing the company's positive social impact at the same time (Bartlett). Key to the transformational strategy was a reduction of deforestation across the world. To show its commitment, the management committed to sourcing its palm oil from certified and traceable sources by 2020.
* Unilever Does Assessments.
Unilever has always been at the forefront of assessing its plans' risks, opportunities, and impacts. During the Implementation of the Transformational strategy agenda, the SVP dealing with sustainable development with the CSO and the group's financial controller launched tools for assessing the impact of USLP on the business. By 2014, they subjected Unilever products to analysis to see if they had contributed to USLP targets and also looked at their profitability and growth rate (Bartlett). This assessment required a lot of effort, but the company carried it out since it could help integrate the sustainable agenda into more business strategies. In the end, it is these assessments that play a key role in ensuring that there aren’t a lot of mistakes made in planning and strategy.
* Defining goals and policies of Unilever
The company had a defined goal of Implementing a transformational strategy driven by the Unilever sustainable living plan (USLP). Through CEO Polman, the company also had the goals of doubling its revenues, being environmentally conscious, and enhancing social transformation (Bartlett). The management ensured that the goals were implemented by constantly checking their new policies and objectives.
* Implementation of strategies by Unilever
One of the most significant milestones of the company was the drafting and implementation of the Unilever Sustainable Living Plan (Jansen). The company did not just issue propaganda but rather walked the talk. The goal for a sustainable environment was quickly implemented based on the company's philosophy of doing well by doing good. Following the review of working conditions and the environment on their tea plantations, Lipton implemented the company's vision by inviting the Rainforest Alliance to enhance the certification of their tea as grown sustainably and sourced responsibly. This shows the company is focused on Implementation.
* Measuring and monitoring progress by Unilever
After introducing the sustainable strategy, the company did not relax to wait for results without carrying out due diligence. As stated earlier, the SVP for sustainable strategy and the financial controller launched tools for measuring the profitability and growth rate of the business.
* Communication of progress by Unilever
In 2010 as the goal was continuing to be implemented, CEO Polman appointed Keith Weed to the role of Communication and sustainability. The company also kept on briefing their employees on any new developments and success that had been achieved with the target. Communication ensures the goal is adopted and implemented by everybody in the company (Bartlett).
IKEA
Reasons Why Ikea Is Performing Badly
Despite their pursuit of an aggressive growth strategy in 2012 to double their sales, the Ikea Group did not implement several global compact management principles. The management...
Institution
Course code
Professor
SCM SUSTAINABILITY
Introduction
The United Nations Global Compact Management Model was set up to help companies embrace a more sustainable approach to growth and profitability through following certain principles. These principles are; assess, define, implement, measure, communicate and commit. There is need for an assessment of risks, opportunities, and impacts across the globe. Then defining goals, strategies, and policies. Thereafter comes implementation of strategies across the value chain and throughout the company. This should be followed by measuring and monitoring progress and impacts to the goal, then communicating progress and strategies. Finally, there is need for leadership commitment in mainstreaming the compact principles into strategies and operations as well as taking actions supporting the broader goals of UN more transparently. This paper evaluates how Unilever, IKEA and Patagonia are performing in relation to the six global compact management principles.
Unilever
Reasons Why Unilever is Performing Well
Unilever, despite making losses in 2014, is the best-performing company among the three according to the 6-step united nations global compact management model. This is due to a number of reasons, which the company has managed to adequately fulfill and stick to in its operations.
* The commitment of Unilever
Despite any impending challenges, such as making a loss in a financial year, Unilever's management shows total commitment to whichever plan they have rolled out until it is fully implemented. For example, the company had performed dismally at the announcement of the performance of the financial year 2014. However, the company had earlier started implementing a transformational strategy driven by Unilever's sustainable living plan (Jansen). CEO Paul Polman faced several challenges in implementing this transformational strategy until some wondered how far he could push this agenda. However, Polman did not give up on this transformational strategy until it materialized. CEO Polman was also committed to doubling Unilever's business. He faced this new challenge through the 'compass vision,' which aimed to double the company's business size while reducing the company's environmental degradation and increasing the company's positive social impact at the same time (Bartlett). Key to the transformational strategy was a reduction of deforestation across the world. To show its commitment, the management committed to sourcing its palm oil from certified and traceable sources by 2020.
* Unilever Does Assessments.
Unilever has always been at the forefront of assessing its plans' risks, opportunities, and impacts. During the Implementation of the Transformational strategy agenda, the SVP dealing with sustainable development with the CSO and the group's financial controller launched tools for assessing the impact of USLP on the business. By 2014, they subjected Unilever products to analysis to see if they had contributed to USLP targets and also looked at their profitability and growth rate (Bartlett). This assessment required a lot of effort, but the company carried it out since it could help integrate the sustainable agenda into more business strategies. In the end, it is these assessments that play a key role in ensuring that there aren’t a lot of mistakes made in planning and strategy.
* Defining goals and policies of Unilever
The company had a defined goal of Implementing a transformational strategy driven by the Unilever sustainable living plan (USLP). Through CEO Polman, the company also had the goals of doubling its revenues, being environmentally conscious, and enhancing social transformation (Bartlett). The management ensured that the goals were implemented by constantly checking their new policies and objectives.
* Implementation of strategies by Unilever
One of the most significant milestones of the company was the drafting and implementation of the Unilever Sustainable Living Plan (Jansen). The company did not just issue propaganda but rather walked the talk. The goal for a sustainable environment was quickly implemented based on the company's philosophy of doing well by doing good. Following the review of working conditions and the environment on their tea plantations, Lipton implemented the company's vision by inviting the Rainforest Alliance to enhance the certification of their tea as grown sustainably and sourced responsibly. This shows the company is focused on Implementation.
* Measuring and monitoring progress by Unilever
After introducing the sustainable strategy, the company did not relax to wait for results without carrying out due diligence. As stated earlier, the SVP for sustainable strategy and the financial controller launched tools for measuring the profitability and growth rate of the business.
* Communication of progress by Unilever
In 2010 as the goal was continuing to be implemented, CEO Polman appointed Keith Weed to the role of Communication and sustainability. The company also kept on briefing their employees on any new developments and success that had been achieved with the target. Communication ensures the goal is adopted and implemented by everybody in the company (Bartlett).
IKEA
Reasons Why Ikea Is Performing Badly
Despite their pursuit of an aggressive growth strategy in 2012 to double their sales, the Ikea Group did not implement several global compact management principles. The management...
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