Assignment Sample on ENGT5219 Disruptive Low Carbon Innovation
1.0 Introduction
1.1 Clean growth in the UK
The UK is developing with the aim of a clean growth economy which includes many opportunities for investing in renewable energy, Sustainable consumption, no emission vehicle technology, green finance and infrastructure. Around 30 years, the UK found success in the economy and environmental growth of the country. Clean growth means that the UK has large numbers of low carbon industries and also includes some other sectors that help the country to reach world leading companies. This success helps to make strong strength to specific research that allow long term support and direction to the country for innovation and design or manufacturing high quality of technology. With the help of a clean growth approach the country made many new clean power with the use of wind farms and nuclear plants. The country invested more than half of billion pounds in its new project of hydrogen technology. The aim of clean growth is to use this source of energy to run cars, buses, trains, trucks, planes, ships and also to produce heat in the home. The government of the UK developed a new British industry that uses carbon usage, capture and storage. This development creates jobs and growth of the economy.
1.2 Environmental policy of Unilever UK
Unilever performs to decrease the bad impact on the environment and the company also takes many actions to change the cliement of the environment. The company believes that development reducing the impact of the environment is the only suitable way to develop sustainability. The vision of this policy in the company is to grow the business of the company with an environmental footprint and also increase the good social impact. The company continually makes many improvements in the management of the company to reduce the environmental impact. The company partnered with other environmental stewardship to increase the value of the chain and also increase the understanding about the issue of the environment.
UK unlever plays an important role in the development of suitability. The environmental policy of Unilever shares repositories about the environment of the individual of the company. Following are the environmental policy of the Unilever:
- Determine the environmental risk into the serious risks that are identifying and mitigation with the process.
- Determine materiality assessment as per periods which involve measuring of current mnaf future issue of environment.
- The report of the company audited and investigated all the incidents which are related to the environment.
- Set target by the company to make continued development and organise many sustainability and environmental safety programs.
1.3 People and nature policy
This poly includes many four principles that help to make standard certification of the commodity. The company requires a direct supplier to get raw material and increase the supply chain of the company. The principle guidelines are related to both internal operations and the third party supply chain of the company. The company implemented this policy successfully to develop partnership with the direct supplier and stakeholder holder supply chain. Shareholder supply chains include private organisation, academic unions, institutions, local government and local committees. Following are the principle of thi policy:
- Protecting the natural ecosystem by reducing deforestation is the first principle of this policy. This policy includes guidelines about the natural ecosystem that is used for farming, plantation, and landranching. The Company uses global made tools to measure the area and ecosystem to protect the ecosystem from the conversion of deforestation.
- According to Hopp et al., 2018, respecting and encouraging the human rights of all peoples is the second principle of this policy. All the guidelines for those Humans that are involved in the business of the company are mentioned in this policy statement. This policy includes the guidelines of international labour organisations.
- Transparency and traceability is the third principle of this policy. Transparency and traceability of the supply is required in the company that helps to measure and maintain all the activities and actions of the supply chain that drive to make improvement in the supply chain of the organisation.
- Good for people and the planet is the fourth and last principle of this planet. Unilever works to protect the natural ecosystem and increase the legal rights of humans.
1.4 Unilever sustainable agriculture policy
Sustainable agriculture policy is the major tool of the unilever to develop the suches of sustainability. This policy helps to overview agriculture sustainability. Following are the principle of the sustainability agriculture policy:
- Produce high quality crops to meet the needs.
- Determine the effect of solid fertility, air and water quality. Provide a positive contribution to agriculture activities.
- Maximum use of renewable sources to decrease the use of non renewable sources.
- Protect local committees and make improvements in the local environment.
2.0 Innovation for greener business
2.1 Disruptive innovation
According to Petzold et al., 2019, it is one of the most important ways of thinking, that shows the ways that innovation in the business can lead to the growth of the companies. In the simple term the disruptive innovation helps in the simplification of the high complex process that are currently within use in the company can be make simpler through the innovatio so that it can lead to the profit of the company so that the company can able to serve its service or products to larger population.As the disruptive innovation can makes the simplification of the expensive technologies so that the companies can able to sustain longer in the market with a larger customer base, higher profitability. As this is being widely adopted by most of the companies so that the company would be able to survive in this highly competitive world. In today’s world the internet has emerged as one of the products of the disruptive innovation and this has helped many of the industries in order to improve their customer base, helps in the process of the production of their products and service that is serving their customer.
2.2 Importance of Disruptive Innovation
According to Christensen et al., 2018, As in these highly competitive worlds the importance of disruptive innovation cannot be ignored in this modern world. As the use of the disruptive innovation, all the different members that are associated with the business are benefited. The following are some of the benefits of the disruptive innovation are seen below:
- Enabling Technologies: It means that the technologies that will be enabled for the business for bringing a drastic change in the process that are associated with the companies. Through enabling the technologies both the terms like accessibility and budget are improved so that the products of the company are being available to a larger section of the market.As the rate of the change of the market is being a function of the development of the technology and how these technologies can be further improved upon. But this cannot get confused with the rate of the disruption is used as a parameter in order to measure the success of the disruptive innovation.
- Innovative Business Model: The Innovative Business Model is a business model that helps in the specification of the goals of achieving more customer base to the companies. The innovative business model usually does not go for profit for the companies that have been already established in the market but nor they do not take their deal as they are unable to manage their products or the processes that are associated are the complicated ones. As this is not being accepted by many of the bearers as the initial business model initially generates low benefits in terms of power but it is used as it is easily tenable and provides a reliable economic solution.
- Coherent Value Network: In the coherent value network, all the stakeholder that are associated with the business gets profited by the successful implementation of the disruptive innovation. As all the different members of that associated with business like distributor of the companies, supplier of the companies, vendors of the companies, might require to adobe the changes. As all the different members of the companies must log in to the models of the companies in order to make the new model a success otherwise the new model will not be effective and the old model might obtain some undesirable results.
2.3 Purposed innovation for the company
According to Si, S. and Che et al. 2020, On the critical analysis of Unilever of the United Kingdom it has been found that there are certain processes in Unilever where Disruptive Innovation is being needed and with the use of it helps in cleaner and greener energy emission. As by the adoption of automation in its manufacturing process the time, resources that are needed to produce a product is being reduced significantly, their process is being improved and the net emission of the pollution is being reduced and faster supplies to the customer. The second recommendation would be a 24 x 7 communication system that is the chat board, so that the effective time in the communication is being reduced and any further improvement can be made otherwise and helps in the growth of the companies. Use of social media for advertising all this helps in the clean growth of the companies in the long term.
3.0 Stakeholder analysis and management 500
Stakeholder analysis
A stakeholder are individuals or groups those interested in the business of the organisation. Stakeholders refers to all those persons that are affected by the business activities of the company. It involves employees, management, directors, customers, business partners, suppliers and government. Stakjehoderanlysis referees toi aprocess that measures the stakeholders and their interest. It is a recruiter to measure that impact and influence the stakeholders of the company. Stakeholder analysis is useful for the company to apply strategies for managing the relationship with the stakeholders of the company. Unilever is the british company which involve large numbers of stakeholder that affect with the operations and strategies of the company. Their interest in the operation of the unilever. It is very difficult for the company to achieve the goal of the business along with the involvement of the stakeholders in the company.
Figure 1: Stakeholders of the company
(Sources: https://www.google.com)
Internal stakeholders of the Unilever
The internal stakeholders of Unilever are employees, shareholders, managers, CEO, president and vice president of the company. These members have the power of the company that measures the future direction of the company. Shareholders are important in the company to run the business with the help of money of the shareholders.
External stakeholders of the company
Govermanert, suppliers, local communities, consumers, and NGOs are the external stakeholders of the company. Governments are involved in the company by its policies that affect the operation of the company and help the company with global issues such as climate change issues. Suppliers of Unilever help the company to deliver its promise to the customers of the company. More than 60000 suppliers are involved in the business of the unilever. Suppliers of Unilever help the company by providing credit supply to the company in the time of global lockdown. Customer and customer both po;lany impotent role in the business process of the company. Customers help the company purchase their products that help the company to get income and profit. NGOs are involkvewith Unilever to solve the issue with the company. Company make contribution to the NGOs that use to grow the environment and society.
Management of the company
Management refers to a process that requires planning, leading, organising and controlling all the activities of the company with the help of members that help the company to achieve its goal. Management plays a very important role in the company to achieve business targets. Stakeholder and management both play an important role in the company to improve its business.
4.0 Mendelow’s Matrix
As per Mendelow, the stakeholder analysis is done based on the power and interest. All the stakeholders of the company have power and interest. Some stakeholders have more power and some stakeholders have more interest in the operation of the business. For example, directors of the company have more power and more interest than other stakeholders of the company and the government has more power but less interest in the business of the company.
Figure 2: Mendelow’s Matrix
(Sources: https://blog.oxfordcollegeofmarketing.com)
| Power: Low, Interest: Low | Interest: High, Power: Low |
| The consumer is the external stakeholder of the company which interest and power both is lees in the adoption of innovation project in the company. | NGOs and Local communities are measured as external stakeholders of the company that have high interest in the adoption of the innovation but they have low power in the company. |
| Power: High, Interest: Low | Interest: High, Power: High |
| Government is also an external stakeholder of the company but it has high power due to policies and low interest in the adoption of innovation in the company. | Board of director, employees and shareholders of the company are measured as internal stakeholders of the company that have more power as well more interest in the adoption of innovation in the company. |
Table 1: Mendelow’s Matrix Stakeholder analysis
(Sources: Self created)
5.0 Risk and challenges of automation
5.1 Risk
The associate with the disruptive innovation in the unilever are following:
Unemployment: As the use of disruptive innovation brings unemployment to a large number of people in the United Kingdom.
High Initial Investment: For the effective use of the disruptive innovation high initial investment from the company is required.
Dependency: As with the implementation of the technology the dependency on the internet can be increased.
5.2 Challenges
The challenges associated with the disruptive innovation in the unilever are following:
Profit generation: The major constraints of the disruptive innovation is profit, as if the disruptive innovation does not generate the profit it is no use.
Training: For the effective use of the disruptive innovation training of the employee is being needed for the use of the technology.
5.3 Impact on Unilever
The Impact associate with the disruptive innovation in the unilever are following:
Increase in the customer: The customer base of the Unilever company is increasing as a great supply of the products.
Increase in profit:Increase in the customer base will ultimately lead to the increase in the profit of the company.
Sustainable Growth: It helps in the sustainable growth keeps in the eye on the long term growth of the company.
5.4 Impact on UK government Clean growth
With the adoption of innovation, the government ‘s clean growth strategy will also be affected. The innovation helps the environment to produce low carbon industries. Innovation has an impact on the environment that supports the government’s growth strategy. With the help of this innovation strategy gover get success and achieve environmental achievement.
6.0 Conclusion
In this report the cleme growth strategy of Uk has been discussed. The aim of this strategy is to increase sustainability in the environment. Clean growth in the Uk help the to reduce the carbon industries in the country. With the use of this strategy the company improves the manufacturing quality that gives a positive impact on the environment. In this report policies which give of the UK Unilever that give a positive impact in the environment are also discussed. Disruptive innovation is used to grow the business of the company. Important of the Disruptive innovation is to discuss and based on it some innovation strategy is recommended to the company.
References
Journals
Alshehhi, A., Nobanee, H. and Khare, N., 2018. The impact of sustainability practices on corporate financial performance: Literature trends and future research potential. Sustainability, 10(2), p.494.
Bailey, D., Pitelis, C. and Tomlinson, P.R., 2018. A place-based developmental regional industrial strategy for sustainable capture of co-created value. Cambridge journal of economics, 42(6), pp.1521-1542.
Borrelle, S.B., Ringma, J., Law, K.L., Monnahan, C.C., Lebreton, L., McGivern, A., Murphy, E., Jambeck, J., Leonard, G.H., Hilleary, M.A. and Eriksen, M., 2020. Predicted growth in plastic waste exceeds efforts to mitigate plastic pollution. Science, 369(6510), pp.1515-1518.
Bouncken, R.B., Kraus, S. and Roig-Tierno, N., 2021. Knowledge-and innovation-based business models for future growth: Digitalized business models and portfolio considerations. Review of Managerial Science, 15(1), pp.1-14.
De Vos, A., Van Der Heijden, B.I. and Akkermans, J., 2020. Sustainable careers: Towards a conceptual model. Journal of Vocational Behavior, 117, p.103196.
Fleacă, E., Fleacă, B. and Maiduc, S., 2018. Aligning strategy with sustainable development goals (SDGs): Process scoping diagram for entrepreneurial higher education institutions (HEIs). Sustainability, 10(4), p.1032.Fleacă, E., Fleacă, B. and Maiduc, S., 2018. Aligning strategy with sustainable development goals (SDGs): Process scoping diagram for entrepreneurial higher education institutions (HEIs). Sustainability, 10(4), p.1032.
Ghadimi, P., Wang, C. and Lim, M.K., 2019. Sustainable supply chain modeling and analysis: Past debate, present problems and future challenges. Resources, conservation and recycling, 140, pp.72-84.
Haseeb, M., Hussain, H.I., Kot, S., Androniceanu, A. and Jermsittiparsert, K., 2019. Role of social and technological challenges in achieving a sustainable competitive advantage and sustainable business performance. Sustainability, 11(14), p.3811.
Jackson, T., 2019. The post-growth challenge: secular stagnation, inequality and the limits to growth. Ecological economics, 156, pp.236-246.
Johnstone, P. and Newell, P., 2018. Sustainability transitions and the state. Environmental innovation and societal transitions, 27, pp.72-82.
Kraus, S., Burtscher, J., Vallaster, C. and Angerer, M., 2018. Sustainable entrepreneurship orientation: A reflection on status-quo research on factors facilitating responsible managerial practices. Sustainability, 10(2), p.444.
Lin, S., Liu, J., Liu, X. and Zhao, X., 2019. Muscle-like fatigue-resistant hydrogels by mechanical training. Proceedings of the National Academy of Sciences, 116(21), pp.10244-10249.
Linkov, I., Trump, B.D., Poinsatte-Jones, K. and Florin, M.V., 2018. Governance strategies for a sustainable digital world. Sustainability, 10(2), p.440.
Martins, V.W.B., Rampasso, I.S., Anholon, R., Quelhas, O.L.G. and Leal Filho, W., 2019. Knowledge management in the context of sustainability: Literature review and opportunities for future research. Journal of cleaner production, 229, pp.489-500.
Mattis, J., 2018. Summary of the 2018 national defense strategy of the United States of America. Department of Defense Washington United States.
Neagu, O. and Teodoru, M.C., 2019. The relationship between economic complexity, energy consumption structure and greenhouse gas emission: Heterogeneous panel evidence from the EU countries. Sustainability, 11(2), p.497.
Oh, T.H., Hasanuzzaman, M., Selvaraj, J., Teo, S.C. and Chua, S.C., 2018. Energy policy and alternative energy in Malaysia: Issues and challenges for sustainable growth–An update. Renewable and Sustainable Energy Reviews, 81, pp.3021-3031.
Rafique, S.F., Shen, P., Wang, Z., Rafique, R., Iqbal, T., Ijaz, S. and Javaid, U., 2018. Global power grid interconnection for sustainable growth: concept, project and research direction. IET Generation, Transmission & Distribution, 12(13), pp.3114-3123.
Ranta, V., Aarikka-Stenroos, L., Ritala, P. and Mäkinen, S.J., 2018. Exploring institutional drivers and barriers of the circular economy: A cross-regional comparison of China, the US, and Europe. Resources, Conservation and Recycling, 135, pp.70-82.
Stolowy, H. and Paugam, L., 2018. The expansion of non-financial reporting: an exploratory study. Accounting and Business Research, 48(5), pp.525-548.
Tomislav, K., 2018. The concept of sustainable development: From its beginning to the contemporary issues. Zagreb International Review of Economics & Business, 21(1), pp.67-94.
Wang, C., Ghadimi, P., Lim, M.K. and Tseng, M.L., 2019. A literature review of sustainable consumption and production: A comparative analysis in developed and developing economies. Journal of Cleaner Production, 206, pp.741-754.
Yigitcanlar, T., Kamruzzaman, M., Foth, M., Sabatini-Marques, J., da Costa, E. and Ioppolo, G., 2019. Can cities become smart without being sustainable? A systematic review of the literature. Sustainable cities and society, 45, pp.348-365.
