SOCIAL RESPONSIBILITY

PROJECT REPORT

SUBMITTED TO - SUBMITTED BY-

Dr . Santhi Perumal ADITYA VERMA

AYUSHI SRIVASTAVA

RISHABH RANA

KAUSHIK SARKAR
CSR REPORT OF
LIFEBUOY
About Unilever’s Lifebuoy -
In 1885, William and James Lever created a
soap-producing business – Lever Brothers – declaring it their purpose to ‘make
cleanliness commonplace’. In 1894, the brothers launched Lifebuoy soap to
combat cholera in Victorian England and make health and hygiene accessible to
everyone.

Lifebuoy is the world’s number one selling germ

protection soap. It is sold in nearly 60 countries and available across Asia,
Africa, Latin America and the Middle East and the only soap to be accredited by
the Royal Society of Public Health, London.

CEO’s Vision-
Paul Polman took the charge of Unilever in Jan, 2009. The
strategic and organisational changes he made had an immediate impact for
lifebuoy in India. He believes in the motto “never waste a crisis.” He announced
that growth at any cost is not viable and committed to achieving this goal while
decoupling growth from company’s environmental impact. His goal can be
briefly written as-

 Halve the environmental footprints of its products

 Help 1 billion people to improve their health and wellbeing
 Source 100% of its agricultural raw materials sustainably.
CSR STRATEGY-
Company unveiled the Unilever’s sustainable living
plan(USLP). USLP had three goals :halve the environment footprints of making
and using its products , to source 100% of its raw materials sustainably, and to
help a billion people improve their health and wellbeing. Company committed
to taking responsibility for its entire value chain and over the full product life
cycle. Lifebuoy’s social mission was completely in aligned with its commercial
interests. They gave reaching a billion people with handwashing programme a
strategic priority.

Economic performance-
Lifebuoy’s marketing effort was focussed on hot
spots—time when infections was high. These activities were supported by
product development that resulted in innovation like colour changing handwash
etc.

These approach proved successful and from

2009 to 2012, lifebuoy’s sales increased by 17% per annum and gross profit by
23% per annum. Sales increased from 408 million euros to become 1 billion in
2015. Lifebuoy’s three year 17% annual growth rate made it fastest growing
Unilever’s brand . It also outpaced Dettol’s growth for the first time.

Market presence-
Despite strong recovery in sales and profitability because of
strong growth in Indian market , its largest market handwashing behaviour
change programme in India had reached just 17 million people in 2012 , taking
its total to 47 million since 2010. While the target was 450 million by 2015.

KKD has reached 25 million people in

70,000 village. Lifebuoy’s market share increased from 13.9% to 15.6%. urban
school liquid programme targeted 25 cities with a population of 1 million or
more where liquid soap had achieved 7%- 10% penetration.

Health –
Lifebuoy has given strategic importance to its health mission. It has
used Unilever’s five levers for change methodology to develop a series of
intervention to ensure that people understand why handwashing with soap is
important. This model if applied will give positive and long lasting results.

 LEVER 1- VISIBLY CLEAN IS NOT NECESSARILY CLEAN

 LEVER 2- MAKE IT EASY
 LEVER 3- MAKE IT DESIARABLE
 LEVER 4- MKE IT REWARDING
 LEVER 5- MAKE IT A HABBIT

Handwashing behaviour change programme had reached 17 million people in

2012 taking its total to 47 million since 2010. CEO has announced to help over 1
billion people take action to improve their health and wellbeing, mostly in
developing countries, over the next 10 years.
Environment-
Lifebuoy have ambitious plan to grow , but growing at any
price is not viable . company believe in doing business which will ensure that
our growth doesn’t come at the expense of world’s depleting natural resources.
The sustainable living plan sets out over 50 social economic and environmental
targets. It will see company , halve the greenhouse gas emission , water and
waste used not just by the company in its direct operations , but also by its
suppliers and consumers.