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Case Study

Eco-Carbone: Business opportunities from climate change initiatives

By Ulrich Steger and Aileen Ionescu-Somers

9 pages

June 2007

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Reference: IMD-2-0132

This case examines the way a Carbon Fund can support economic development projects that minimize CO2 emissions. The generated certificates are sold on the markets via the Kyoto mechanism. Whereas most of the projects are in developing countries, one is in the Swiss mountains, only about an hour’s journey from IMD: in the “Pays d’Enhaut”. In this poor region (by Swiss standards), a project is planned to create an integrated carbon economy that will revitalize and broaden the economic development of the area.

Learning Objective

Given the innovative nature of the initiatives described in the case, the main objective is to “jolt” representatives of global companies into thinking with another mindset and propose solutions that take account of a potential widespread trend towards integrated carbon economic solutions. There is increasing pressure on companies to do more about their carbon footprint but many would regard climate change as an elusive issue for which it is difficult to establish strong internal relevance in companies in many industries. The case should inspire discussion about difficult but currently very “hot” topics.

Keywords

Carbon Fund, Integrated Carbon Economy, Climate Change, Corporate Sustainability Management, Carbon Credit, Carbon Emission Trading

Settings

Switzerland
2001-2007

Type

Field Research

Available Languages

English

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Case reference: IMD-7-2578 ©2024

Summary

The case study delves into strategic transformation and leadership transitions at Unilever since 2009. Unilever has been an industry leader of business sustainability. Paul Polman was a pioneer who introduced the idea that, by addressing social and environmental problems, a company can unlock new growth opportunities. Polman launched a 10-year Sustainable Living Plan with three objectives: to enhance health and well-being, livelihoods and environmental sustainability. Alan Jope followed in Polman’s path and launched a novel plan for the new decade called The Unilever Compass, focused on sustainability. Unilever took a strategic turn during Jope’s tenure and asked the brands to use their products to solve social issues. He called this “purpose-led branding,” which confused investors. They believed social branding would take the company’s focus away from growth. Tensions were high at Unilever and resulted in a change in leadership. The company wants to focus on growth, which raises questions about the future of corporate sustainability at Unilever.

Reference IMD-7-2578

Organization Unilever

Industry Consumer Goods

Available Languages English

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