Corporate Sustainability and Shared Value Creation: A Case Study of Hindustan Unilever Limited

Abstract

Corporate sustainability has emerged as a strategic priority for organisations seeking to balance business performance with social and environmental responsibilities. This study examines the relationship between corporate sustainability and shared value creation through a case study of Hindustan Unilever Limited (HUL), a major player in India’s fast-moving consumer goods sector. Drawing on the Creating Shared Value framework, Stakeholder Theory, and the Triple Bottom Line approach, the study explores how sustainability practices may contribute to economic value, social well-being, and environmental improvement. The research adopts a qualitative case study design based on secondary data obtained from corporate annual reports, sustainability disclosures, and relevant academic literature. Thematic analysis is used to examine HUL’s sustainability initiatives, including resource efficiency, responsible sourcing, waste management, and community development. The study examines how sustainability initiatives may align business objectives with stakeholder interests while considering implementation challenges and potential trade-offs. By integrating sustainability practices with the shared value perspective, the study contributes to understanding sustainability as a strategic business approach rather than solely a compliance obligation. The study provides insights into how corporate sustainability practices may contribute to shared value creation and highlights implications for managers seeking to integrate sustainability into business strategy and for researchers examining responsible business practices in emerging economies.