, PLEASE USE THIS DOCUMENT AS A GUIDELINE TO YOUR ASSIGNMENT
MNL2601 ASSIGNMENT 2 SEMESTER 1 2026
ANSWERS
DUE DATE: 2026
Question 1:
Stakeholders can be broadly defined as individuals or groups who can affect or are affected by the
achievement of an organisation’s objectives (Freeman, 1984). In the Unilever case study, the
stakeholder landscape is both complex and extensive, reflecting the company’s global operations
and its strong emphasis on sustainability.
To begin with, shareholders and investors are among the most influential stakeholders. As
providers of capital, they expect financial returns and growth in share value. In the case study, this
group becomes particularly significant during Alan Jope’s tenure, where increasing pressure from
investors for improved financial performance and stronger share price growth is evident. This
demonstrates that, despite Unilever’s sustainability ambitions, shareholder expectations remain a
dominant force shaping strategic decisions.
In addition to shareholders, employees constitute a key internal stakeholder group. Under Paul
Polman’s leadership, Unilever fostered a corporate culture centred on sustainability, ethical
responsibility, and long-term value creation. Employees were not merely workers but participants in
achieving broader organisational goals, including environmental sustainability and social impact.
This suggests that leadership decisions directly influenced employee engagement, morale, and
alignment with corporate values.
Furthermore, customers represent a critical external stakeholder group. In modern markets,
consumers are increasingly concerned with ethical sourcing, environmental sustainability, and
corporate transparency. Unilever’s focus on sustainable products and responsible business practices
indicates that the company actively responds to evolving consumer preferences. This alignment
suggests that customers play a significant role in driving Unilever’s sustainability agenda.
Other important stakeholders include:
Suppliers, who are directly impacted by Unilever’s sustainable sourcing requirements and
ethical procurement policies.
Communities and society, who benefit from the company’s environmental and social
initiatives, such as reducing carbon emissions and promoting sustainable livelihoods.
Governments and regulatory bodies, which influence Unilever’s operations through
legislation and policy frameworks.
Overall, the case study illustrates that Unilever operates within a broad stakeholder framework,
where organisational success is not solely measured by financial performance but also by social and
MNL2601 ASSIGNMENT 2 SEMESTER 1 2026
ANSWERS
DUE DATE: 2026
Question 1:
Stakeholders can be broadly defined as individuals or groups who can affect or are affected by the
achievement of an organisation’s objectives (Freeman, 1984). In the Unilever case study, the
stakeholder landscape is both complex and extensive, reflecting the company’s global operations
and its strong emphasis on sustainability.
To begin with, shareholders and investors are among the most influential stakeholders. As
providers of capital, they expect financial returns and growth in share value. In the case study, this
group becomes particularly significant during Alan Jope’s tenure, where increasing pressure from
investors for improved financial performance and stronger share price growth is evident. This
demonstrates that, despite Unilever’s sustainability ambitions, shareholder expectations remain a
dominant force shaping strategic decisions.
In addition to shareholders, employees constitute a key internal stakeholder group. Under Paul
Polman’s leadership, Unilever fostered a corporate culture centred on sustainability, ethical
responsibility, and long-term value creation. Employees were not merely workers but participants in
achieving broader organisational goals, including environmental sustainability and social impact.
This suggests that leadership decisions directly influenced employee engagement, morale, and
alignment with corporate values.
Furthermore, customers represent a critical external stakeholder group. In modern markets,
consumers are increasingly concerned with ethical sourcing, environmental sustainability, and
corporate transparency. Unilever’s focus on sustainable products and responsible business practices
indicates that the company actively responds to evolving consumer preferences. This alignment
suggests that customers play a significant role in driving Unilever’s sustainability agenda.
Other important stakeholders include:
Suppliers, who are directly impacted by Unilever’s sustainable sourcing requirements and
ethical procurement policies.
Communities and society, who benefit from the company’s environmental and social
initiatives, such as reducing carbon emissions and promoting sustainable livelihoods.
Governments and regulatory bodies, which influence Unilever’s operations through
legislation and policy frameworks.
Overall, the case study illustrates that Unilever operates within a broad stakeholder framework,
where organisational success is not solely measured by financial performance but also by social and
