Business case

  Using the marketing mix (i.e., product, price, place, promotion), determine what changes Wendy’s might have to make to its operations if it opens restaurants in the foreign markets highlighted in the case
 

55

Moestopo International Review on Societies, Humanities, and Sciences (MIRSHuS)
Vol. 4, No. 1 (2024) pp. 55-

66

ISSN: 2775-9601

THE STRATEGY OF UNILEVER’S CORPORATE SOCIAL
RESPONSIBILITY 6.0 IN BUILDING CORPORATE
PERSONAL BRANDING

Ema Kusuma*
Universitas Tama Jagakarsa, Jakarta, Indonesia

Imelda Barus
Universitas Tama Jagakarsa, Jakarta, Indonesia

Iswahyu Pranawukir

Institut Bisnis & Informatika (IBI) Kosgoro 1957, Jakarta, Indonesia

*Correspondence: emakusuma4@gmail.com

ARTICLE INFO ABSTRACT

Article History:
received: 12/03/2024
revised: 05/04/2024
accepted: 24/04/2024

Keywords:
The CSR 6.0 Message
Management Strategy,
Personal Branding, Unilever

DOI:
10.32509/mirshus.v4i1.68

The aim of the research is to find out the Corporate Social
Responsibility (CSR) 6.0 strategy implemented by the Unilever
company in building corporate personal branding. The research
approach uses descriptive qualitative with a case study method to
describe how Unilever is committed to CSR 6.0 and how this impacts
the company’s image. The data consists of documentation studies,
including: Unilever’s sustainability reports, company publications
and related articles and research, followed by observations. The
research results show that the CSR 6.0 concept is the substance of
communication management carried out by Unilever in building
personal branding. In fact, the CSR 6.0 concept has had an impact on
Unilever’s strong corporate personal branding. As for the
implementation of communication, the CSR 6.0 strategy is the
content of a sympathetic communication management message that
Unilever has seven pillars of CSR 6.0 targets: 1) Health and Welfare,
2) Environmental Impact Reduction, 3) Social Inclusion, 4)
Empowerment of Farmers and Ranchers, 5) Protection Human
Rights, 6) Food and Nutrition Security, 7) Community Engagement.

INTRODUCTION

In the current era, Corporate Social
Responsibility (CSR) has become a social
responsibility that must be fulfilled by
companies towards the community and
surrounding environment as part of their
business activities. Currently, the CSR
concept has developed into CSR 6.0 which
places greater emphasis on sustainability
and long-term positive impacts on society
and the environment (Mujahiddin et al.,
2021).

In the Indonesian context, CSR has
been stated in the Limited Liability Company
Law no. 40 of 2007. Article 74 states that: (1)
Companies that carry out their business
activities in the field and/or related to
natural resources are obliged to carry out
social and environmental responsibilities.
(2) Social and environmental responsibility
is a company obligation that is budgeted for
and calculated as company costs, the
implementation of which is carried out by
taking into account propriety and fairness.
(3) Companies that do not carry out their

mailto:emakusuma4@gmail.com

56

obligations will be subject to sanctions in
accordance with statutory provisions. (4)
Further provisions regarding social and
environmental responsibility are regulated
by government regulations. On the other
hand, the urgency of CSR needs to be based
on the company’s awareness of the fact,
namely that there is an increasingly gaping
gap between prosperity and poverty, both at
the global and national levels. Therefore,
whether it is mandatory or not, CSR must be
a commitment and concern from business
actors to take a role in reducing
humanitarian suffering (Sabini & Ganiem,
2015).

So far, Corporate Social Responsi-
bility (CSR) has been widely understood as a
component of sustainability or sustaina-
bility, meaning that CSR is needed as part of
a business program as well as corporate
survival. In this context, CSR is no longer
about shares but needs. Corporations with
large levels of funds for CSR will be seen as
“different” by society, which is then believed
to have an impact on the sympathetic aspect
of the commodities sold. As a result, the
greater the scope of CSR management tends
to improve the image of a corporation. This
argument continues to develop along with
the era, which is now in the marketing era
3.0, namely values driven marketing or the
simple term values oriented, from
previously product oriented and customer
oriented. If in legacy marketing the brand
was the mainstay, now it has changed to
differentiation. Differentiation in relation to
CSR has a very synergistic aspect. The
inclusive aspect will generate positive social
support, because of the character of
Indonesian social society which favors
openness. At this point, of course, it can be
confirmed that to build brand
differentiation, CSR is needed. CSR is no
longer an ironic social problem of
corporations but has become a “strategy”. To
get maximum support from shareholders
and stakeholders requires a strategic effort
that is not short (Suyani et al., 2019).

So, Corporate Social Responsibility
(CSR) has become an important aspect of
business in recent years. Companies are
expected to not only seek profits but also
contribute to the welfare of society and the
environment. CSR has evolved from a

philanthropic activity to a key strategy for
sustainable business practices. The latest
version of CSR, known as CSR 6.0,
emphasizes the need for companies to create
long-term positive impacts on society and
the environment through their business
activities (Riyantie et al., 2021).

Personal branding is also
increasingly important for companies to
build a positive image and reputation in the
eyes of the public and stakeholders. Personal
branding is the process of creating a unique
image and reputation for a company through
actions and communications that are
consistent with the company’s values and
goals (Kevin & Paramita, 2020).

Along with the development of the
CSR concept, corporate personal branding is
also increasingly important in building a
positive company image in the eyes of the
public. Personal branding is an effort to build
a strong and convincing company image
through various actions and
communications that are consistent with
company values (Andriyanty et al., 2021).

As a large multinational company,
Unilever has taken steps to implement a CSR
6.0 strategy in its business activities. Apart
from that, Unilever is also active in building
corporate personal branding through the
various CSR programs it carries out.
Therefore, this article will discuss the CSR
6.0 strategy implemented by Unilever in
building strong corporate personal
branding.

Unilever has actually been a pioneer
in implementing the CSR 6.0 strategy.
Unilever has adopted a holistic approach to
CSR, integrating it into its business
operations and supply chain. The company
has also launched many CSR programs
aimed at improving people’s lives and a
“friendly” environment. Therefore, it is not
surprising that Unilever has succeeded in
building a strong personal branding image
and gaining high trust from society at large.

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Figure 1. Unilever’s CSR Program
Source: Planet and Society Unilever

From Figure 1, it can be seen that a

systematic program has been
conceptualized and formulated with clear
steps. CSR planning is focused on long-term
and sustainable implementation. Three
important keywords to underline are
sustainable growth, global leader and
brands. This indicates aspects of
sustainability, Unilever’s leading role and
brand differentiation (Planet & Society
Unilever, www.unilever.com). This means
that Unilever’s CSR program has included a
very clear road map for achieving strong
personal branding.

In this context, this article aims to
determine the content of Unilever’s message
in implementing the CSR 6.0 strategy known
as the 7 Pillars of CSR Targets, as well as the
impact on the personal branding that has
been achieved. Apart from that,
communication barriers are also part of the
research objectives that we want to know.

Theoretically, personal branding
refers to the process of building an image
and reputation of oneself or an entity (such
as a company or product) that is unique and
consistent in the minds and perceptions of
other parties. This theory focuses on how a
person or entity can create and maintain a
positive and consistent image or branding in
the eyes of other parties (Setiawati et al.,
2019).

Personal branding theory involves
several important concepts and elements,
including: 1) Values and goals. Personal
branding starts with establishing the values
and goals you want to achieve. These values
and goals must be consistent with the image

you want to produce. 2) Personal branding
platform. Personal branding platforms are
media or channels used to build image and
reputation. This platform can be in the form
of social media, websites, publications and
so on. 3) Personal branding message.
Personal branding messages must be
consistent with the values and goals to be
achieved. This message must be conveyed in
a creative and interesting way so that it can
attract the attention of other parties. 4)
Consistency. Personal branding must be
consistent in all aspects, from message,
platform, to actions and behavior. 5)
Differentiation. Personal branding must be
unique and different from other parties or
other entities. This is necessary in order to
differentiate yourself from others and
attract the attention of other parties.

In a business context, personal
branding theory can be applied to
companies or products to build a positive
image and reputation in the eyes of
consumers and other stakeholders. Strong
personal branding can help a company or
product differentiate itself from its
competitors and build better relationships
with consumers and other stakeholders.

Companies can apply personal
branding theory in practice in several ways,
including (Kusnadi, 2021): 1) Establish
company values and goals. The company
must determine the values and goals it
wants to achieve. This must be
communicated consistently to all employees
and other stakeholders, so that it can help
build a positive company image and
reputation. 2) Using the right personal
branding platform. Companies must choose
the right personal branding platform to
build the company’s image and reputation.
Platforms can be social media, websites,
publications and so on. Companies must
ensure that the platform used can reach the
target audience appropriately. 3) Convey
personal branding messages consistently.
Companies must convey personal branding
messages that are consistent with company
values and goals. This message must be
conveyed in a creative and interesting way
so that it can attract the attention of other
parties. 4) Maintain consistency in all
aspects. Companies must maintain
consistency in all aspects, from messages,

58

platforms, to actions and behavior. This can
help build a positive and credible company
image and reputation. 5) Differentiate from
competitors. Companies must create an
image and reputation that is unique and
different from their competitors. This can
help differentiate a company from its
competitors and attract the attention of
consumers and other stakeholders.

In applying personal branding
theory, companies ensure that all aspects of
personal branding are consistent and well
integrated. Companies must also be able to
monitor the response from consumers and
other stakeholders to the personal branding
that has been built, so that they can identify
areas that need improvement and improve
the company’s overall image and reputation
(Misnan & Barizki, 2021).

CSR (Corporate Social Responsi-
bility) refers to a company’s social
responsibility in considering the impact of
its business activities on society and the
surrounding environment. This theory
emphasizes that companies are not only
responsible for making profits, but also must
make positive contributions to society and
the surrounding environment (Sabini &
Ganiem, 2015). Therefore, CSR theory
involves several important concepts and
elements, including: 1) Social responsibility.
Companies have a responsibility to consider
the impact of their business activities on
society and the surrounding environment. 2)
Sustainability. Companies must consider the
long-term impact of their business activities
on society and the surrounding
environment. 3) Transparency. Companies
must be transparent in reporting the impact
of their business activities on society and the
surrounding environment. 4) Collaboration.
Companies must work together with various
parties, including governments, civil society
organizations, and academic institutions, to
achieve the goals of their CSR activities. 5)
Stakeholder involvement. Companies must
be able to involve stakeholders in their CSR
activities, including employees, consumers,
suppliers and the surrounding community.

In a business context, CSR theory can
be applied in company practice in several
ways, including (Suyani et al., 2019): 1)
Integrate CSR into the company’s business
strategy. Companies must integrate CSR

activities into their business strategy, so that
they can create a long-term positive impact
on society and the surrounding
environment. 2) Involving stakeholders in
CSR activities. Companies must involve
stakeholders in their CSR activities, so that
they can ensure that the activities carried
out can provide maximum benefits for the
community and the surrounding
environment. 3) Applying sustainability
principles in business activities. Companies
must consider the long-term impact of their
business activities on society and the
surrounding environment, so that they can
create a sustainable business. 4)
Transparency and accountability.
Companies must be transparent in reporting
the impact of their business activities on
society and the surrounding environment, so
as to ensure company accountability
towards stakeholders. 5) Collaboration with
various parties. Companies must work
together with various parties, including
governments, civil society organizations,
and academic institutions, to achieve the
goals of their CSR activities. This can help
increase the effectiveness of CSR activities
and create a greater impact on society and
the surrounding environment.

In applying CSR theory, companies
must ensure that the CSR activities carried
out are consistent with the company’s values
and goals and have a positive impact on
society and the surrounding environment.
Companies must also monitor the response
from stakeholders to the CSR activities
carried out, so that they can identify areas
that need improvement and increase the
overall effectiveness of CSR activities
(Pranawukir & Sukma, 2021).

On the other hand, CSR 6.0 is actually
a historical construction in CSR
implementation. Therefore, CSR 1.0 to CSR
6.0 is a term used to describe the
development of the CSR paradigm from time
to time (Unilever Financial, 2020). CSR 1.0:
The initial phase of CSR that focused on
philanthropy and social care without
business involvement. CSR 2.0: The phase
when companies begin to see CSR as part of
their business strategy and creating shared
value for stakeholders. CSR 3.0: The phase
when companies begin to collaborate with
other parties, such as government, civil

59

society, academia and the media to achieve
larger social and environmental goals. CSR
4.0: The phase when companies begin to use
digital technology and innovation to
increase the positive impact of CSR and
reduce the negative impact on business. CSR
5.0: The phase when companies begin to
adapt to global challenges, such as climate
change, social inequality, health crises and
others, in a proactive and responsive way.
CSR 6.0: The phase when companies begin to
transform into agents of change that
contribute to achieving the Sustainable
Development Goals (SDGs) (CSR 6.0 Summit
(Feb 2023), San Francisco USA – Conference
(https://10times.com)).

What all CSR paradigms have in
common is that companies have social and
environmental responsibilities that must be
fulfilled. The difference lies in the method,
scope, objectives and impact of CSR activities
carried out by the company.

There is quite a lot of previous
research relevant to the topic of this article.
First, entitled: “Corporate Social
Responsibility (CSR) Implementation: A
Review and a Research Agenda Towards an
Integrative Framework”. The research
results show that the literature on CSR
implementation is still limited and spread
across various fields and perspectives. The
author found that CSR implementation is
influenced by various internal and external
factors at the individual, organizational and
institutional levels. The authors also found
that CSR implementation has various
impacts on a company’s social,
environmental and financial performance, as
well as on employee satisfaction,
commitment and behavior. The conclusion
of this journal is that CSR implementation is
an important and challenging topic that
requires further research that is multi-level,
theoretical and contextual. The author also
proposes an integrated framework that can
be used as a guide for researchers and
practitioners to understand and implement
CSR effectively (Fatima & Elbanna, 2023).
Second, from the International Journal of
Corporate Social Responsibility entitled:
“Towards a Definition of Sustainable
Banking – A Consolidated Approach in the
Context of Guidelines and Strategies”. In
general, this journal provides new insights

and contributions on various aspects of CSR,
including definition, implementation,
impact, challenges and opportunities. This
journal also displays several case studies
and best practices from various sectors and
countries which can be used as inspiration
and reference for researchers and
practitioners. The conclusion of this journal
is that CSR is a dynamic and relevant field
that requires attention and collaboration
from various parties to create shared value
for companies, society and the environment
(Riegler, 2023). Third, “Corporate Social
Responsibility (CSR) Issues in the Context of
National Economic Development”. The
results of this journal’s research show that
companies in Indonesia still face various
problems in implementing CSR, including
high costs, low competence, and a wide
social scope. The author finds that these
problems can hinder the achievement of CSR
goals and national economic development.
The conclusion of this journal is that efforts
are needed to improve CSR performance and
its contribution to national economic
development, such as increasing
management awareness and commitment,
strengthening government regulations and
supervision, and involving the community in
the CSR process. The author also suggests
that companies adapt the latest CSR concept
which is more holistic and innovative in
building corporate personal branding
(Retnaningsih, 2015).
In terms of differentiation, the
Unilever case study is different from the
three journals because it focuses on a
specific case study about Unilever, a
multinational company known for its CSR
practices. This article is also different,
because it uses the concept of CSR 6.0, which
is a new paradigm in CSR that combines
social, environmental, economic, spiritual,
cultural and political aspects. In addition,
this article emphasizes the relationship
between CSR and corporate personal
branding, namely the way a company builds
its image and reputation in the eyes of the
public through its CSR practices.

In terms of urgency, this article has
high urgency because it provides real and
actual examples of how companies can
implement CSR strategically and
innovatively to create shared value for the

file:///C:/Users/user/Downloads/CSR%206.0%20Summit%20(Feb%202023),%20San%20Francisco%20USA%20-%20Conference%20(https:/10times.com)

file:///C:/Users/user/Downloads/CSR%206.0%20Summit%20(Feb%202023),%20San%20Francisco%20USA%20-%20Conference%20(https:/10times.com)

file:///C:/Users/user/Downloads/CSR%206.0%20Summit%20(Feb%202023),%20San%20Francisco%20USA%20-%20Conference%20(https:/10times.com)

60

company, society and the environment. This
article is also important because it provides
insight and inspiration for other companies
who want to follow Unilever’s footsteps in
implementing CSR 6.0 and building a strong
and positive corporate personal brand.
Apart from that, it also contributes to the
development of literature and knowledge
about CSR 6.0 in relation to corporate
personal branding.

In terms of novelty, this article is
novel because it uses the CSR 6.0 concept,
which is a new paradigm in CSR that has not
been widely researched and practiced by
companies. Apart from that, this article also
examines Unilever’s CSR 6.0 strategy in
building corporate personal branding in
depth and comprehensively, which has not
been widely discussed in previous literature.

METHOD

This research use desciptive
qualitative approach (Fadli, 2021) with a
case study method involving Unilever as the
unit of analysis. Case studies are chosen
because they can provide an in-depth and
holistic understanding of the phenomenon
under study (Asro et al., 2023), and allows
the use of primary and secondary data from
various sources (Muliani et al., 2020).

Primary data was collected through
documentation studies (Rochmah et al.,
2023). The documents studied include
websites, social media, publications
(Saputra, 2019). Meanwhile, secondary data
was collected from articles about CSR
(Juwairiyah et al., 2021). Observations were
made on Unilever’s CSR practices which can
be observed directly or through online
media, such as social, environmental,
economic, spiritual, cultural and political
programs carried out by Unilever (Mahida et
al., 2019).

The qualitative data analysis
technique uses the Miles, Huberman and
Saldana (2014) model in (Mujahiddin et al.,
2021). This technique includes three stages,
namely data reduction, data presentation
and drawing conclusions. Data reduction
was carried out by transcription, coding,
categorization and thematization of the
primary and secondary data collected. Data
presentation is carried out using descriptive
narratives, tables, diagrams and pictures to

illustrate the results of data analysis.
Conclusions are drawn using inductive and
deductive logic to answer the problem
formulation and research objectives (Murti,
2016).

RESULT AND DISCUSSION
Unilever has carried out CSR 1.0 to CSR
6.0 stages

CSR 1.0 is the initial paradigm in CSR
which focuses on philanthropy and the
moral obligation of companies to provide
donations or assistance to communities in
need. CSR 1.0 is not integrated with the
company’s business strategy and is only
carried out as a form of social responsibility
that is voluntary and sporadic.
CSR 1.0 that has been carried out by Unilever
includes forming the Unilever Indonesia
Foundation (UIF) in 1993 as a forum for
carrying out the company’s CSR programs.
UIF has three main pillars in implementing
its programs, namely improving living
standards, the environment and welfare and
nutrition.

Some examples of CSR 1.0 programs
that have been carried out by Unilever
through UIF are: a) Natural disaster relief
programs, such as earthquakes, tsunamis,
floods, volcanic eruptions and others. This
program aims to provide assistance in the
form of money, products, health facilities
and psychological support to victims of
natural disasters. b) Educational scholarship
programs, such as the Unilever Scholarship
Program and the Unilever Indonesia
Foundation Scholarship Program. This
program aims to provide assistance with
educational costs to underprivileged
outstanding students from various levels of
education. c) Community empowerment
programs, such as Unilever Cares for
Fishermen and Unilever Cares for Farmers.
This program aims to improve the welfare
and skills of fishing communities and
farmers who are Unilever’s business
partners through training, guidance,
facilities and incentives.

CSR 2.0 is an advanced paradigm in
CSR that focuses on integration between
social responsibility and company business
strategy. CSR 2.0 is not only carried out as a
moral obligation, but also as an opportunity
to create shared value for the company,

61

society and the environment. CSR 2.0 also
involves participation and collaboration
from various stakeholders in formulating
and implementing CSR programs.

CSR 2.0 that has been carried out by
Unilever includes developing the Unilever
Sustainable Living Plan (USLP) in 2010 as a
long-term action plan which aims to improve
people’s health and welfare, reduce
environmental impacts, and increase
inclusive growth. USLP has three main
objectives, namely: a) Improve the health
and well-being of more than one billion
people by 2020 by providing products that
help improve hygiene, nutrition and healthy
skin and hair. b) Halve environmental
impact by 2030 by reducing the carbon,
water and waste footprint of Unilever
products throughout their life cycle. c)
Increase inclusive growth for millions of
parties by 2020 by increasing sources of
income, skills and opportunities for Unilever
farmers, suppliers, distributors, employees
and consumers.

Some examples of CSR 2.0 programs
that have been carried out by Unilever
through USLP include: a) Lifebuoy
Handwashing Campaign, which is a global
campaign that aims to increase the habit of
washing hands with soap among children
and their families to prevent diseases that
can occur. prevention such as diarrhea and
pneumonia. b) Knorr Future 50 Foods,
which is a global initiative that aims to
increase food diversity and nutrition by
promoting 50 types of plant-based foods
that are good for health and the
environment. c) Dove Self-Esteem Project,
which is a global project that aims to
increase self-confidence and positive body
image among children and young women by
providing education and resources about
real and inclusive beauty. d) Ben & Jerry’s
Social Mission, namely the social mission
that is an integral part of the Ben & Jerry’s ice
cream business which aims to create
positive social change through advocacy and
action on issues such as climate change,
racial equality, LGBTQ+ rights, participatory
democracy and world peace.

Apart from USLP, Unilever is also
carrying out various other CSR 2.0 initiatives
in line with changes in consumer behavior
during the COVID-19 pandemic. For

example: Unilever Indonesia saw and
responded to a significant increase in
demand for products related to hygiene and
health. To anticipate weakening consumer
purchasing power, Unilever Indonesia
launched products in more economical
packaging sizes and prices. Apart from that,
Unilever Indonesia also collaborates with
various parties such as the government,
social organizations, online media, e-
commerce and others to provide assistance
in the form of products, donations,
education, health facilities and psychological
support to communities affected by the
pandemic.

CSR 3.0 is the latest paradigm in CSR
which focuses on innovation and corporate
business transformation to create solutions
that can solve pressing social and
environmental problems. CSR 3.0 is not only
carried out as an opportunity, but also as a
responsibility to contribute to the
achievement of the Sustainable
Development Goals (SDGs) agreed upon by
the world. CSR 3.0 also involves creativity
and collaboration from various parties in
creating sustainable shared value.

CSR 3.0 that has been carried out by
Unilever includes launching Unilever
Compass in 2020 as a sustainable business
strategy that aims to achieve consistent,
competitive, profitable and responsible
growth. Unilever Compass has four main
pillars, namely: a) Building purpose-led
brands that can provide social,
environmental and economic benefits for
consumers and society. b) Increasing
operational excellence by using digital
technology, data and innovation to increase
efficiency, productivity and quality of
products and services. c) Encouraging an
inclusive culture by realizing diversity,
equality and prosperity among Unilever
employees and business partners. d)
Maintaining trust by maintaining integrity,
transparency, accountability and
responsibility in all aspects of Unilever’s
business.

Some examples of CSR 3.0 programs
that have been carried out by Unilever
through Unilever Compass are: a) The
Vegetarian Butcher, a brand of plant-based
meat products that was acquired by Unilever
in 2018 with the aim of providing delicious

62

and nutritious vegetable protein
alternatives for consumers. The Vegetarian
Butcher products use high-quality plant-
based ingredients, innovative technology
and environmentally friendly production
processes that reduce carbon footprints and
use of natural resources. b) Horlicks Protein
Plus, a brand of vegetable protein drink
products launched by Unilever in India in
2020 with the aim of improving consumer
health and immunity. Horlicks Protein Plus
products use vegetable ingredients such as
soybeans, green beans and peas which
contain high protein, fiber, vitamins and
minerals which can help meet consumers’
daily nutritional needs.

CSR 4.0 is a paradigm that is not yet
widely known and practiced by companies,
but is considered the future direction of CSR.
CSR 4.0 focuses on developing and utilizing
digital technology, data and innovation to
create solutions that can solve increasingly
complex and dynamic social and
environmental problems. CSR 4.0 is not only
carried out as a responsibility, but also as
differentiation and competitiveness to adapt
to changes in consumer behavior which
increasingly prioritizes sustainability. CSR
4.0 also involves connectivity and
collaboration from various parties in
creating impactful shared value.

CSR 4.0 that has been carried out by
Unilever includes continuing the CSR 3.0
program by increasing the program in: a) Cif
ecorefill, which is a household cleaning
product launched in 2019 with the aim of
reducing plastic waste. Cif ecorefill products
use refillable packaging that can be sprayed
into used spray bottles, thereby saving up to
75% plastic compared to new bottles. b)
Omo SmartKids, which is a children’s
educational application launched in 2020
with the aim of improving 21st century
skills. The Omo SmartKids application uses
augmented reality (AR) technology to teach
children about various topics such as
science, mathematics, English, etc. through
interactive and educational games. c)
Sunlight Living Lab, a social innovation
laboratory launched in 2020 with the aim of
improving the welfare of fishing
communities. The Sunlight Living Lab uses
internet of things (IoT) technology to collect
data about weather conditions, ocean

currents, fish locations and other things that
can help fishing communities increase their
productivity and income.

CSR 5.0 is a paradigm that is still in
the conceptual stage and is not yet widely
known and practiced by companies, but is
considered the future direction of CSR. CSR
5.0 focuses on developing and utilizing
digital technology, data and innovation to
create solutions that can solve increasingly
complex and dynamic social and
environmental problems. CSR 5.0 is not only
carried out as a responsibility, but also as
differentiation and competitiveness to adapt
to changes in consumer behavior which
increasingly prioritizes sustainability. CSR
5.0 also involves connectivity and
collaboration from various parties in
creating impactful shared value.

CSR 5.0 that has been implemented
by Unilever has not been found in much
literature or available information sources,
but it can be assumed that Unilever
continues to strive to develop and
implement CSR 5.0 as part of the sustainable
business strategy embodied in Unilever
Compass. Unilever Compass (as a
continuation of CSR 3.0 and CSR 4.0) became
CSR 5.0 which still continues the previous
program.

Regarding the concept of CSR 6.0, it
is a paradigm that is still in the conceptual
stage and is not yet widely known and
practiced by companies, but is considered
the future direction of CSR. CSR 6.0 focuses
on developing and utilizing digital
technology, data and innovation to create
solutions that can solve increasingly
complex and dynamic social and
environmental problems. CSR 6.0 is not only
carried out as a responsibility, but also as
differentiation and competitiveness to adapt
to changes in consumer behavior which
increasingly prioritizes sustainability.

Some examples of CSR 6.0 programs
that have been carried out by Unilever are:
a) Love Beauty and Planet, a brand of body
and hair care products launched in 2018
with the aim of making beauty better for the
planet. Love Beauty and Planet products use
natural ingredients, recycled packaging, and
environmentally friendly formulas that save
water and energy. b) Knorr Future 50 Foods,
which is a global initiative that aims to

63

increase food diversity and nutrition by
promoting 50 types of plant-based foods
that are good for health and the
environment. c) Ben & Jerry’s Social Mission,
namely the social mission that is an integral
part of the Ben & Jerry’s ice cream business
which aims to create positive social change
through advocacy and action on issues such
as climate change, racial equality, LGBTQ+
rights, participatory democracy and world
peace.

Thus, CSR 6.0 is a new paradigm in
CSR that combines social, environmental,
economic, spiritual, cultural and political
aspects in responsible and sustainable
business practices. CSR 6.0 is different from
the previous CSR paradigm which focused
more on social and environmental aspects
only.

CSR 6.0 carried out by Unilever is
based on the company’s vision to make
everyday life better for millions of parties by
providing quality products that are safe,
healthy and environmentally friendly. The
company’s mission is to grow profitable,
responsible and sustainable businesses by
inspiring people to take small actions every
day that can make a big difference in the
world.

Discussion

Unilever’s implementation of CSR
6.0 has succeeded in building corporate
personal branding successfully.
Theoretically, corporate personal branding
is a way for companies to position
themselves and their brands in the eyes of
consumers and society by showing the
values, vision, mission, goals and advantages
of the company. Good corporate personal
branding can increase reputation, loyalty,
differentiation and company growth.

Unilever’s implementation of CSR
6.0 has succeeded in building corporate
personal branding successfully because
Unilever has demonstrated commitment and
consistency in implementing a sustainable
business strategy which is embodied in the
Unilever Compass. Unilever Compass has
four main pillars, namely: purpose-led
brands that can provide social,
environmental and economic benefits for
consumers and society; operational
excellence by using digital technology, data

and innovation to increase efficiency,
productivity and quality of products and
services; inclusive culture by realizing
diversity, equality and prosperity among
Unilever employees and business partners,
as well as trust by maintaining integrity,
transparency, accountability and
responsibility in all aspects of Unilever’s
business.

By implementing CSR 6.0, Unilever
has succeeded in building a strong and
positive corporate personal brand by: a)
Providing quality products that are safe,
healthy and environmentally friendly in
accordance with the needs and expectations
of consumers who are increasingly aware of
sustainability. Some examples of brands
with a purpose owned by Unilever are Love
Beauty and Planet, Knorr Future 50 Foods,
Ben & Jerry’s Social Mission, and others. b)
Align business strategy with the Sustainable
Development Goals (SDGs) agreed upon by
the world. Unilever has set ambitious targets
to improve people’s health and welfare,
reduce environmental impacts, and increase
inclusive growth through CSR programs
such as the Lifebuoy Handwashing
Campaign, Dove Self-Esteem Project,
Sunlight Living Lab, and others. c) Establish
collaboration with various stakeholders
such as government, social organizations,
online media, e-commerce and others to
provide assistance in the form of products,
donations, education, health facilities and
psychological support to communities
affected by the COVID-19 pandemic. d)
Maintain transparency and accountability in
reporting the company’s sustainability
performance through the Sustainability
Reporting Center which provides historical
and current data on various social and
environmental aspects related to Unilever’s
business.

As for the synthesis of research
results and literature review, it was found
that the message content focus on the seven
main pillars in CSR 6.0 communication
management. This is in accordance with
previous research recommendations: “the
author suggests that companies adapt the
latest CSR concept which is more holistic and
innovative in building corporate personal
branding” (Retnaningsih, 2015)

64

These seven pillars refer to the areas
or areas of social responsibility that Unilever
focuses on in its efforts to build personal
branding. The seven pillars are: 1) Health
and Wellness Message. Unilever takes
responsibility for promoting public health
and well-being through programs such as
health campaigns, support for access to
nutritious food and efforts to improve the
quality of life. 2) Reduction of Environmental
Impact. Unilever is committed to reducing
the environmental impact of its operations
and increasing resource efficiency, including
reducing greenhouse gas emissions,
responsible waste management and the use
of sustainable raw materials. 3) Social
Inclusion. Unilever strives to build an
inclusive society by paying attention to
diversity and equality in its business
practices. This company encourages social
inclusion through programs such as
women’s empowerment, economic inclusion
for marginalized groups, and support for
vulnerable communities. 4) Empowerment of
Farmers and Ranchers. Unilever takes
responsibility for improving the
sustainability and welfare of the farmers and
livestock breeders who are its business
partners. This involves providing access to
the knowledge, training and financing
necessary to improve their productivity and
living standards. 5) Protection of Human
Rights. Unilever affirms its commitment to
respect and protect human rights in all its
operations. The company works to eliminate
forced labor practices, ensure fair working
conditions and respect the rights of
communities in its operational areas. This
supports the results of previous research
which found that CSR implementation has
various impacts on the company’s social,
environmental and financial performance, as
well as on employee satisfaction,
commitment and behavior (Fatima &
Elbanna, 2023). 6) Food and Nutrition Safety.
Unilever strives to provide access to safe,
quality and nutritious food for the
community. They invest in product
innovation, nutrition education, and
collaboration with partners to combat
hunger and malnutrition. 7) Community
Engagement. Unilever is committed to being
actively involved in the local communities
around its operational locations. They strive

to understand community needs and
contribute through relevant social
programs, including education, sanitation,
and economic empowerment. This is in
accordance with the conclusions of previous
research regarding CSR as a dynamic field
that requires attention and collaboration
from various parties to create shared value
for the company, society and the
environment. (Riegler, 2023).

Those seven pillars reflect the areas
of social responsibility that Unilever focuses
on in their efforts to build a strong corporate
personal brand by involving and having a
positive impact on society and the
surrounding environment.

CONCLUSION

The research results show that
Unilever implements CSR 6.0 as a
strategy to build strong and positive
corporate personal branding. What is
visible and accepted by the public shows
that Unilever’s CSR 6.0 strategy is based
on the company’s vision, mission, values
and goals which are in line with the
interests and expectations of internal
and external stakeholders. Unilever’s
CSR 6.0 strategy is also supported by
organizational structures, systems,
culture and communication that
facilitate CSR implementation and
monitoring.

Unilever’s CSR 6.0 strategy has
various positive impacts on the
company, society and the environment.
Positive impacts for the company include
improving financial performance,
reputation, customer loyalty, innovation,
product quality and competitiveness.
Positive impacts on society include
increasing social, environmental,
economic, spiritual, cultural and political
welfare through CSR programs that focus
on important issues such as health,
education, women’s empowerment,
child protection, poverty alleviation,
environmental conservation, human
rights, cultural diversity and political
participation. Positive impacts on the
environment include reducing

65

greenhouse gas emissions, saving
natural resources, waste management,
use of renewable energy and adaptation
to climate change.

Communication barriers in
implementing Unilever’s CSR 6.0
strategy are regulations, intense
competition, changes in consumer
preferences, market uncertainty,
operational risks, employee resistance
and lack of community awareness and
participation. The things that support
the implementation of Unilever’s CSR 6.0
strategy in building corporate personal
branding are: a) Focusing on long-term
impacts. Unilever has been committed to
creating a long-term positive impact on
society and the environment through its
business activities. This is reflected in
various CSR programs that have been
launched by Unilever, such as the
Sustainable Living Plan program which
aims to improve people’s quality of life
and reduce environmental impacts. b)
Involve all stakeholders. Unilever
involves all stakeholders in its CSR
activities, including employees,
consumers, suppliers and the
surrounding community. This is done so
that the CSR activities carried out can be
more effective and have a greater impact
on society and the environment. c)
Transparency and accountability.
Unilever has demonstrated
transparency and accountability in its
CSR activities, by openly reporting the
impact of its CSR activities to
stakeholders. d) Collaboration with
various parties. Unilever collaborates
with various parties, including
governments, civil society organizations
and academic institutions, to achieve the
goals of its CSR activities. This is done so
that the CSR activities carried out can be
more effective and have a greater impact
on society and the environment.

Overall, Unilever has succeeded
in implementing the CSR 6.0 concept in
its business practices well. Unilever has

demonstrated a strong commitment to
creating a long-term positive impact on
society and the environment through its
business activities, as well as involving
all stakeholders and working together
with various parties to achieve the goals
of its CSR activities. With the CSR 6.0
strategy through 7 Pillar message
management, Unilever’s personal
branding continues to position itself as a
strong brand for every product.

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