El Modo de Vida Salvavidas: salvando Vidas con Jabón
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Historia fundacional
Myriam
I am a public health professional working in the private sector to bring sustainable solutions to global health issues, and one of only two people in the world with a Doctorate in Public Health, specialising in handwashing and behaviour change, from London School of Hygiene and Tropical Medicine.
Over the last 15 years, I’ve worked with NGOs, UN, academic institutions and the private sector on hygiene promotion. I created and designed this role, and in the past 7 years, have helped take the brand from €300m to €600m, landing the goal of improving hygiene for 1 billion people by 2015.
I’ve always tried to be a social pioneer, pushing the limits of what conventional wisdom says can be achieved to reach sustainably the poorest of the poor.
I passionately believe that business can be a force for good. My personal goal is to harness my scientific expertise in order to do good with each bar of soap we sell. I am determined to make a real, long-lasting difference to millions through handwashing as a behavioural solution for disease prevention.
To achieve this, I have to be a catalyst for change inside our organisation, as well as a passionate advocate externally.
, NA, Nairobi
We lead programmes in more than 14 countries, with the lead programmes conducted in India, Pakistan and Bangladesh.
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Establecida (pasó las etapas anteriores y ha demostrado éxito)
Behavioural change has to work at a deep level, and is therefore embedded throughout Lifebuoy marketing. We made this bold commitment as the only FMCG brand with such significant reach. Our model is founded on one of the largest independent studies ever undertaken. It showed the Lifebuoy Way of washing hands reduces diarrhoea by up to 25%, acute respiratory infections by 15%, with a resulting 40% increase in school attendance.
We’ve made a brilliant start. The Lifebuoy Behaviour Change Programme was launched in 2010, and by the end of 2012, we have reached over 130 million people with our lifesaving message across 14 countries, reducing incidences of diarrhoea and ARIs, and saving thousands of lives.
But we’re not resting on our laurels – there’s a lot more to be done. We plan to scale up the rural footprint of Lifebuoy’s hygiene behavior change programmes, developing bigger, cost-effective partnerships, adapting the model for new Lifebuoy geographies, building evidence of successful deployment and elevating advocacy of handwashing with soap.
By 2015, Lifebuoy aims to change the behaviour of one billion consumers across Asia, Africa and Latin America and save hundred of thousands of lives.
Put simply, growth. We’ve created a very clear link between tackling this critical issue and our business ambitions. The social issue is clear: the business opportunity for us is equally clear. Ideal consumption for handwashing to reduce illness is around 20 bars of soap annually, yet 1.5 billion people consume just eight bars or fewer. This opportunity is more marked because of the rapid pace of change in emerging markets.
The mission forms an integral part of the Unilever Sustainable Living Plan, and being so closely allied to the overall corporate strategy means we can call on colleagues around the world in corporate, public affairs, HR and marketing teams to lend their expertise and time.
We work hand in hand with brand and advocacy teams to reach out to consumers and organisations, while our work with internal communications teams encourages employees to get involved.
Employees around the world have gone into schools to teach children about handwashing. Some have even been part of successful world record attempts!
Long term, the success of the Lifebuoy Social Mission in doing good AND increasing sales means it becomes self-sustaining.
Since we launched the programme, we have seen a significant sales uplift, and with a move into China, this is set to continue. This allows us to continue to be a positive force for good in the world, in the interests of all our stakeholders – our investors, our consumers, our employees and the communities where we operate. We are also in very advanced discussions with pioneering types of partnership that include fund-matching from private foundations to expand our programmes.
If Unilever achieves its sustainability targets but no one follows, we will have failed. Consequently, we’re working with other organisations, such as the Consumer Goods Forum, the World Economic Forum, the Public Private Partnership for Handwashing with Soap, the World Business Council for Sustainable Development, NGOs such as UNICEF and USAID and local and national governments, to drive cross-sector change.
As the programme ties in with the Unilever Sustainable Living Plan, we haven’t faced push-back.
On the contrary, it has created positive energy and momentum inside our business. Many employees want to get involved because they have a genuine desire to give something back – 20,000 employees volunteered in 2012. This in turn builds pride in the company they work for.