My biggest fear is that we [Unilever company] at one point in time will not be able to attract the best and brightest [workers]. I don't worry so much about the business, the strategy. If we can continue to attract the best, I know they will ultimately figure out how to run the company in a very tough environment.

We put a gender lens on our whole value chain.

We cannot choose between [economic] growth and sustainability - we must have both

If we achieve our sustainability targets and no one else follows, we will have failed.

If you work at an insurance company that sells premiums you wouldn't even sell to your mother, how happy would you feel to work there? It's going to eat you up. It might last a few years, but it doesn't attract the best people, and it certainly doesn't create the energy and engagement you need to be a long-term performing company.

It is unacceptable that more than 1 billion people are hungry every day while another billion are obese.

Provocative and challenging The Social License makes a compelling case for why companies must look to increase their positive social impact as an integral part of their core business strategies.