This report provides an in-depth analysis of Unilever’s strategy for developing a new headquarters in either London or Kingston. It outlines the key considerations for the move, including financial, social, environmental, ethical, and sustainability aspects. The report then examines the 10-year hold strategy for the new site, including location analysis, market considerations, redevelopment/refurbishment, costings of fit-out, building type, façade, and specifications. In addition, the report provides detailed sketches and details of a typical floor layout, as well as design and fit-out considerations for the main H.Q. and interim rental space. Furthermore, the report addresses staff and design considerations, such as legal and financial implications, addressing the impact of Covid-19 on office space utilization, and integrating technology and the latest trends in office environments. Finally, the report concludes with a summary of strategic findings, recommendations for the new H.Q., and future outlook and opportunities.
1.1. Background of Unilever
Unilever is one of the most prosperous suppliers of goods for the beauty and personal care, home care, and food and beverage industries in the world, with sales in more than 190 countries and the capacity to reach 2.5 billion clients every day (Lieu et al., 2021, p.13). Unilever was founded over 90 years ago when Margarine Unie and Lever Brothers signed an agreement to create Unilever in 1929. With 165,000 employees worldwide, the company has expanded to rank among the biggest global fast-moving consumer goods (FMCG) corporations. Unilever produces some of the world’s most beloved brands, including Dove, Lynx, P.G. Tips, Ben & Jerry’s, Sure, Magnum, Knorr, and Hellmann’s. Unilever’s mission has always been to make cleanliness commonplace, to lessen work for women, to foster health and contribute to personal attractiveness, and to make life more enjoyable and rewarding for people who use its products (Murphy & Murphy, 2018, p.265). The company’s purpose in the 21st century is ‘making sustainable living commonplace .’Enterprise & Technology Solutions Support (ETS), a global business unit of Unilever, oversees the organization’s shared business services, technological advancements, and solutions. Unilever recently announced plans to consolidate its employees from five locations in southeast England into one campus site in Kingston upon Thames. The proposed campus would bring together all Unilever employees from the company’s Leatherhead, 100 VE (Blackfriars), Kingston, PITCH, and Richmond sites and is subject to planning permission and internal consultation with employees. The campus is expected to include several buildings, a green area, and a car park in place of the mixed development currently occupying the space.
1.2. Staff profile and Workplace Issues
Unilever is a multinational corporation that produces food, home, and personal care products. The company employs more than 149,000 people around the world. The staff profile at Unilever is highly diverse and reflects its global presence (Macassa et al., 2022). At Unilever, most employees are in the 20-30 age range. Most workers are educated professionals such as engineers, marketers, and scientists. The company also employs many administrative and support staff, from receptionists to I.T. specialists. Unilever also offers a range of flexible working options and job sharing (Kerr et al., 2020, p.17). It enables employees to balance their work and personal commitments better while contributing to the company’s success. The company’s commitment to diversity and inclusion means all employees can access the same opportunities, regardless of their background.
Unilever has a vast workforce of employees, many facing various H.R. challenges. These challenges include discrimination, fair wages, forced labor, freedom of association, harassment, health & safety, land rights, and working hours (Hopper, 2019, p.88). Unilever is also investing in A.I. and robotics for its factories, negotiating with unions, and hiring gig workers as part of its Future of Work program (Dundon, 2019, p.7). One of the key workplace issues within Unilever is the limited collaboration between its two office locations. As a global company, Unilever’s workforce is spread across many locations, and employees must be able to communicate and collaborate effectively (Montiel et al., 2021, p.999). Another key issue is the outdated office layouts within Unilever’s offices. In ensuring a productive and efficient working environment, there is a need to make sure that the office design and layout are up-to-date and conducive to the work being undertaken. Inefficiency in the use of resources is also a major workplace issue for Unilever. With over 149,000 employees, it is important to ensure that resources are used most effectively to ensure maximum productivity from all staff (Monem, 2021, p.19).
Additionally, Unilever is committed to making sustainable living commonplace for its employees, which includes providing safe and healthy working conditions (Lawrence et al., 2018, p.436). It includes ensuring that the company’s health & safety policies are up-to-date and enforced and that workers are not subjected to harassment or discrimination. Finally, Unilever is committed to ensuring that its workers are paid a fair wage and that their rights are respected (Murphy & Murphy, 2018, p.267). It includes ensuring that employees are not subject to any form of forced labor and have the right to freedom of association. Furthermore, the company is committed to ensuring its supply chain is managed responsibly and ethically.
1.3. Strategic Considerations for the Move
The strategic considerations for the move include financial, social, environmental, ethical, retention, refurbishment, redevelopment, regeneration, and sustainability aspects. The company is exploring options for temporary office rental in London or Kingston during 2022 and 2023 while their new H.Q. is designed, planned, and constructed (Basu, 2023, n,p).
Unilever’s move to Kingston represents a significant financial investment, with the company estimating that it could spend as much as £600 million on the new H.Q. This investment will bring long-term benefits to Unilever, such as increased efficiency, cost savings, and increased value for shareholders (Dryanto et al., 2020, p.94).
Unilever’s relocation to Kingston will bring the town the potential for many new jobs and economic benefits. Unilever has committed to offering 2,000 new jobs in addition to the 1,500 roles it already has in the area (Heikkurinen et al., 2019, p.657). It will provide a major boost to the local economy and offer employment opportunities to local people.
Environmental: Unilever’s new H.Q. will be designed to meet the highest environmental standards, focusing on resource efficiency and sustainability. Unilever has committed to using renewable energy sources where possible, and the company is exploring options for zero-carbon construction materials (Emissions, 2018, p.12). This new H.Q. will also be designed to positively impact the local environment with green spaces, low-carbon transport links, and sustainable drainage systems.
Unilever has a strong commitment to ethical business practices, which will be reflected in the construction of its new H.Q. (Priyana & Jasuni, 2022, p.43). The company will ensure its suppliers are held to the highest standards, focusing on ethical sourcing and transparency (Lawrence et al., 2018, p.436). In addition, Unilever will ensure that all workers involved in constructing its new H.Q. are paid a living wage and treated fairly.
Unilever will aim to retain as many staff as possible during relocation. To this end, the company has committed to offering flexible working arrangements and transition support for employees who have to move to the new location. Unilever also offers bonuses and incentives to existing staff willing to relocate (Nadeem et al., 2018, p.38).
Refurbishment: Unilever is looking to refurbish the existing site at Lever House in Kingston to create a more modern and efficient working environment. The company plans to invest in new technology, furniture, and equipment to ensure the new H.Q. is up-to-date and equipped for the future (Zhu et al., 2019, p.55).
Unilever’s redevelopment plans include demolishing Lever House and the neighboring Hippodrome and constructing two new interlinked office buildings and a residential building with landscaped gardens (Tinline, 2022, n.p). This redevelopment will help to revitalize the local area and make Kingston a more attractive place to live and work.
Unilever’s relocation to Kingston is part of a wider regeneration project for the town. The company’s investment in the site at Lever House will significantly boost the local economy and employment opportunities for local people (Papenfuss, 2019). Unilever’s new H.Q. will also create a focal point in the town, potentially attracting new businesses and other investments.
Unilever is committed to sustainability and has outlined several measures to ensure its new H.Q. is as sustainable as possible. These measures include using renewable energy sources, zero-carbon construction materials, and green spaces. Unilever also aims to reduce its carbon footprint by introducing initiatives such as car-sharing and electric vehicle charging points (Liu and Ramakrishna, 2021, n.p).
1.4. Benefits of a new H.Q. for the workforce
A new H.Q. will provide the workforce with modern and efficient office spaces, enhance collaboration and communication, reduce operational costs, and improve employee satisfaction and retention. The new H.Q. will demonstrate the company’s commitment to sustainability and employee well-being.
One of the key benefits of a new H.Q. for the Unilever workforce is the improved office spaces (Mohezar et al., 2021, p.108). Unilever’s new H.Q. will be designed to meet the highest modern standards, focusing on resource efficiency and sustainability (Akhtar et al., 2018, p.44). The office environment will be comfortable, inviting, and conducive to productivity. The new H.Q. will also be equipped with the latest technology and furniture, ensuring the workforce can access all the necessary tools to do their job. Another benefit of the new H.Q. is enhanced collaboration and communication. By consolidating its workforce into one location, Unilever will be able to create a more unified working environment (Tien, 2019, p.6). It will make it easier for teams to collaborate and communicate effectively, improving productivity and efficiency.
Reducing operational costs is another key benefit of the new H.Q. (Cole et al., 2019, p.470). By streamlining its operations and consolidating its workforce, Unilever will save money on overheads and other costs (Meredith and Shefer, 2023, n.p). It will help to improve the company’s profitability and long-term financial prospects. Improving employee satisfaction and retention is another key benefit of the new H.Q. Unilever is offering flexible working arrangements and transition support for employees who have to relocate to the new location (Kerr et al., 2020, n.p). It will make it easier for employees to move to the new H.Q. and help to improve morale and job satisfaction.
The new H.Q. will also demonstrate the company’s commitment to sustainability. Unilever has committed to using renewable energy sources where possible, and the company is exploring options for zero-carbon construction materials (Murphy & Murphy, 2018, p.270). It will help reduce the company’s carbon footprint and ensure its operations are as sustainable as possible.
With green spaces, low-carbon transport links, and sustainable drainage systems, Unilever’s new H.Q. will also positively impact the local environment. This will help to improve air quality in the area and create a healthier and more attractive environment for locals and visitors. The move to Kingston will also create a vibrant new hub for the town, potentially attracting new businesses and other investments (Hudson et al., 2020, n.p). It could provide a major boost to the local economy and create new employment opportunities for local people.
2.0 Proposed Site and Location Strategy
2.1. Overview of the 10-year Hold Strategy
The 10-year hold strategy for Unilever’s new H.Q. will focus on selecting a location with strong growth potential, redeveloping or refurbishing the site to meet the company’s needs, ensuring cost-effective fit-out, and aligning the building’s design and specifications with current real estate trends and employee preferences. The first step in the 10-year hold strategy is to select a location with strong growth potential (Grant, 202l). Unilever has chosen Kingston as the site of its new H.Q. due to the town’s strong economic and employment prospects. This relocation will bring the potential for a huge number of new jobs and economic benefits to the town, and Unilever has committed to offering 2,000 new jobs in addition to the 1,500 roles it already has in the area. The second step in the 10-year hold strategy is redeveloping or refurbishing the site to meet the company’s needs. Unilever is looking to refurbish the existing site at Lever House in Kingston to create a more modern and efficient working environment. The company plans to invest in new technology, furniture, and equipment to ensure the new H.Q. is up-to-date and equipped for the future. In addition, Unilever’s redevelopment plans include the demolition of Lever House and the neighboring Hippodrome and the construction of two new interlinked office buildings and a residential building with landscaped gardens. The third step in the 10-year hold strategy is to ensure a cost-effective fit-out. Unilever is looking to invest in high-quality furniture, fixtures, and equipment to ensure the new H.Q. is conducive to productivity and comfortable for the workforce (Mohezar et al., 2021, p.70). The company is also exploring options for zero-carbon construction materials to reduce costs and the environmental impact of the new H.Q. (Bocken and Short, 2021, p127). The fourth step in the 10-year hold strategy is to align the building’s design and specifications with current real estate trends and employee preferences (Liu and Liu, 2020, p.1944). Unilever’s new H.Q. will be designed to meet the highest environmental standards, with a focus on resource efficiency and sustainability. The company also aims to reduce its carbon footprint by introducing initiatives such as car-sharing and electric vehicle charging points. In addition, Unilever has committed to offering flexible working arrangements and transition support for employees who have to move to the new location, as well as bonuses and incentives to existing staff who are willing to relocate.
2.2. Location analysis: London vs. Kingston
The proposed move to either London or Kingston presents an opportunity for Unilever to create a new, modern H.Q. that is well-suited to its needs and workforce. In order to make an informed decision about the best location for its new H.Q., Unilever needs to conduct a thorough analysis of the pros and cons of each location. London is a global business hub and the most attractive destination for overseas investors, offering a wide range of high-quality office, retail, and leisure opportunities (Holloway and Humphreys, 2022, n.p). Despite the uncertainty surrounding Brexit, London remains attractive due to its strong economy, highly educated workforce, and diverse cultural offering (Sohns and Wojcik, 2020, p.1540). Moreover, the city has seen a significant increase in occupier activity and large property transactions, such as the sale of the Leadenhall Building and 20 Fenchurch Street (Haasl, 2022). Kingston is an attractive option for Unilever as it is part of the Greater London area and is easily accessible by public transport. In addition, the London Plan 2021 identifies Kingston as an Opportunity Area with the potential to deliver a significant number of new jobs and homes (Ferm et al., 2022, p.395). Furthermore, the borough’s Core Strategy and Eden Quarter Development Brief identify the potential for the development of high quality office, retail, entertainment and leisure facilities as well as public art and improved public realm (Lords, 2019, n.p). Having weighed up the pros and cons of both London and Kingston, Unilever will be better placed to make an informed decision regarding the ideal location for its new H.Q.
2.3. Market Considerations and Trends
The market trends and forecasts for London show a positive outlook for the city, with the weakening of the pound having attracted a lot of international tourism and strong occupier activity (Reades and Crookston, 2021, p.163). Zone A prime rent have achieved record highs of £2,225psf, and rents remain largely unaffected in Covent Garden and on Bond Street, with a minor decline on Oxford and Regent Street. Vacancy rates remain largely stable across Central London, and the first quarter of 2017 saw transaction volumes 43% above Q1 2016 (Coen et al., 2018, p.122). BNP analytics forecast a large influx of foreign capital into the Central London retail market, and capital values in the West End retail market grew by 1.1% over the quarter (Bernardelli et al., 2021, p.336). The market trends and forecasts for Kingston show a positive outlook for the borough, with the London Plan 2021 identifying Kingston as an Opportunity Area with the potential to deliver a significant number of new jobs and homes (Morato, 2022, p.268). The borough’s Core Strategy and Eden Quarter Development Brief identify the potential for the development of high quality office, retail, entertainment and leisure facilities as well as public art and improved public realm (Abbott, 2020, n.p). The vacancy rate in Kingston has amplified from 10.5% to 10.9%, driven mainly by newly-vacated areas in the Galleria Stara Zagora. Rental rates remain largely stable, with some areas showing a slight increase. Supply and demand is expected to remain steady, with an increased focus on high quality development.
2.4. Redevelopment/Refurbishment of the Site
The redevelopment or refurbishment of the Kingston site has the potential to create a high-quality office space in the heart of Kingston (Dodman, 2021, p.84). The proposed development includes two office buildings providing 33,000m2 of space and greater height for the southern end of the development. The design of the new development is intended to be sympathetic to the local area’s heritage. In order to proceed with the redevelopment or refurbishment of the Kingston site, Unilever will need to obtain the necessary permits and regulatory requirements. This includes obtaining planning permission from the local authority, as well as ensuring compliance with building regulations, health and safety regulations and any other relevant regulations (Hackitt, 2018, n.p). In addition, Unilever will need to consider any environmental and sustainability requirements.
2.5. Costings of Fit-Out, Building Type, Facade, and Specifications
When constructing a new building, the costs will include the land acquisition, construction of the building, engineering, interior fit-out, fixtures, and furnishings (Casas Arredondo, 2021, n.p). The cost of land acquisition will depend on the location and size of the building and can vary widely. The construction costs for a new building will include the cost of materials, labor, and any permits required. Engineering costs will include the cost of structural engineering, architectural engineering, and any other engineering related to the construction of the building (Allen and Iano, 2019, p.15). The interior fit-out costs will include any special equipment and materials needed to complete the interior design. Fixtures and furnishings will include any furniture and decorations needed. When renovating an existing structure, the costs will include the cost of any necessary repairs, the cost of materials, labor, and any permits required (Casas Arredondo, 2021, n.p). The cost of repairs will depend on the extent of the repairs needed and the type of repairs. The costs of materials, labor, and permits will be similar to those for constructing a new building. The cost of fitting out the interior spaces will include any fixtures and furnishings needed, as well as any special equipment or materials (Ching and Binggeli, 2018, n.p). It will also include any costs related to meeting the company’s requirements such as safety, accessibility, and other requirements.
2.6. Comparison to Existing Buildings
Unilever’s new H.Q. will be designed to meet the highest standards in design, amenities, and sustainability. The building will be designed to be comfortable, inviting, and conducive to productivity, with modern furniture and equipment, a focus on resource efficiency and sustainability, and green spaces. In terms of amenities, the building will be equipped with the latest technology, car-sharing and electric vehicle charging points, and flexible working arrangements. Unilever is also looking to invest in zero-carbon construction materials to reduce its carbon footprint and ensure that its operations are as sustainable as possible (Erb et al., 2022, p.2986). Furthermore, the company is committed to offering bonuses and incentives to existing staff who are willing to relocate, ensuring that employees are rewarded for their commitment to the company (Gudda et al., 2021, p.1186). Overall, Unilever’s new H.Q. will be designed to meet the highest standards in design, amenities, and sustainability. These features will make the building an attractive option for employees, ensuring that the company is able to attract and retain the best talent.
3.0 Typical Floor Layout and Design
3.1. Design Philosophy and Principles
Unilever’s design philosophy for the new H.Q. will prioritize flexibility, collaboration, and employee well-being. The company is committed to creating a modern and efficient working environment, and the design of the new H.Q. will reflect this commitment. The design of the new H.Q. will incorporate a number of elements to promote flexibility, collaboration, and employee well-being. Natural light is a key element of the design and will be used to create an inviting and comfortable work environment (Andargie et al., 2019, p.101). Unilever is also exploring options for biophilic design, which will incorporate elements of nature into the workspace to create a calming and productive atmosphere (Gillen, 2021, p.10). Additionally, the company is investing in adaptable workspaces, such as flexible furniture and standing desks, to ensure that employees have the space and resources to work comfortably and efficiently. Unilever is also looking to incorporate technology into the design of the new H.Q., such as smart sensors that monitor temperature, air quality, and noise levels, to ensure that the workspace is always comfortable and conducive to productivity (Andres et al., 2018, p.756).
3.2. Sketches and Details of Typical Floor Layout
The design principles applied to the new H.Q. include those that focus on creating an aesthetically pleasing environment, promoting productivity, and providing comfort. To achieve this, the layout of the building has been broken up into distinct areas that are connected and flow naturally, creating an efficient and attractive space. The building has been designed with an emphasis on natural light, with large windows and high ceilings allowing for ample amounts of natural lighting and reducing the need for artificial lighting. The workspaces have been designed in an open-plan format to encourage collaboration and creativity, while also providing private spaces for individual work. The layout is also designed to encourage movement, with paths that draw people throughout the building, creating an easy and efficient flow. The furniture has been designed with ergonomics in mind, providing maximum comfort and support for long working hours. Colors have been carefully chosen to promote productivity, while also providing a pleasant and inviting atmosphere. The building also features an array of amenities, such as a cafe, breakout areas, and a gym, to ensure that employees have a comfortable and enjoyable working environment.
3.3. Fit-out and design considerations for main H.Q. and Interim Rental Space
In order to ensure a seamless transition for employees during the construction period, a comparison of fit-out and design options for the main H.Q. and interim rental space should be provided. This should include details such as floor plans, furniture and fixtures, technological requirements, and any other considerations that could impact the transition period (Harris et al., 2021, p.13). Additionally, the comparison should include cost estimates for each option in order to make sure the most cost-effective solution is selected. By providing this comparison of fit-out and design options, Unilever can make an informed decision on the most suitable choice for their new H.Q. and interim rental space, ensuring a smooth transition for their employees (Gajjar et al., 2018, n.p).
3.4. Futuristic Elements and Innovations in Office Layout
The innovative and futuristic elements that can be incorporated into the new H.Q. include smart technology integration, adaptable workstations, and state-of-the-art amenities that foster collaboration and productivity. Smart technology integration includes the use of sensors to monitor temperature, air quality, and noise levels to ensure that the workspace is always comfortable and conducive to productivity (Merabet et al., 2021, p.110). Adaptable workstations, such as height adjustable desks, can be used to create an ergonomic workspace for employees to work comfortably and efficiently. State-of-the-art amenities, such as a cafe, breakout areas, and a gym, will provide employees with a comfortable and enjoyable working environment. Additionally, the use of natural light and biophilic design elements can be incorporated to create a calming and productive atmosphere.
4.0 Staff and Design Considerations
4.1. Addressing Covid-19 Impact on Office Space Utilization
The new H.Q. design should take into account the lasting impact of Covid-19 on the way people work. This should include features such as enhanced ventilation systems to keep the air circulating and reduce the spread of airborne viruses, touchless technology to reduce contact, and adaptable spaces that can accommodate social distancing or remote work as needed. Additionally, Unilever should consider how flexible workspaces and technologies can be incorporated into the design to help facilitate a hybrid working model (Lima, 2020, p.1282). This will ensure that their employees can work safely and effectively while also remaining connected to the office.
4.2. Legal and Financial Implications
When developing a new H.Q., Unilever should be aware of the various legal and financial implications associated with the project. This includes researching zoning regulations and applying for any necessary permits or tax incentives. Additionally, Unilever should consider potential financing options, such as government-backed loans, private equity, venture capital, or corporate debt financing (Freeburn and Ramsay, 2020, p.418). By researching these legal and financial implications, Unilever can ensure that their project is in compliance with all applicable regulations and that they are taking advantage of all available financial resources.
4.3. Staff Considerations: Performance, Well-being, and Social Aspects
The new H.Q. should be designed with a focus on staff well-being and performance. This includes incorporating ergonomic furniture to reduce physical strain, as well as wellness facilities such as gyms and meditation rooms (Mohezar et al., 2021, p.70). Additionally, Unilever should consider including spaces for social interaction and relaxation, such as lounges, cafeterias, and outdoor areas. These features will help to create a comfortable and productive work environment, ensuring that Unilever’s employees have the best opportunity to succeed.
4.4. Technology Integration and Latest Trends in Office Environments
The new H.Q. should embrace the latest technology trends in order to support a modern, digitally-driven workforce. This includes incorporating smart building systems to simplify and automate various processes, as well as advanced conferencing tools to facilitate remote meetings (Cole et al., 2019, p.472). Additionally, the H.Q. should be equipped with seamless connectivity to ensure that employees have access to the necessary resources. By embracing the latest technology trends, Unilever can ensure that their employees have the tools they need to be successful and productive.
This report has provided insight into the strategic considerations for Unilever’s new H.Q., such as the 10-year hold strategy, location analysis, market trends and forecasts, redevelopment and refurbishment of the site, costings of fit-out and building type, comparison to existing buildings, typical floor design, staff and design considerations, and technology integration and latest trends in office environments. Unilever has carefully weighed the pros and cons of each option and, through a thorough analysis of the various factors, has identified Kingston as the ideal location for the new H.Q. The new H.Q. will be designed to prioritize flexibility, collaboration, and employee well-being, and will incorporate a range of modern and efficient features, including natural light, biophilic design, adaptable workspaces, and smart technology. By taking into account the lasting impact of Covid-19, researching legal and financial implications, and embracing the latest technology trends, Unilever can ensure that the new H.Q. will be an efficient and productive workspace for their employees.
6.0. Recommendations for the new H.Q.
Based on the analysis and findings, the following recommendations are made for the location, design, and implementation of the new H.Q. Unilever should select Kingston as the location for the new H.Q., due to its strong economic and employment prospects, its close proximity to London and accessibility by public transport, and its potential to deliver a significant number of new jobs and homes. The design of the new H.Q. should prioritize flexibility, collaboration, and employee well-being, and should incorporate a range of modern and efficient features, such as natural light, biophilic design, adaptable workspaces, and smart technology. Additionally, the design should take into account the lasting impact of Covid-19, including enhanced ventilation systems, touchless technology, and adaptable spaces. In order to ensure a seamless transition for employees during the construction period, Unilever should provide a comparison of fit-out and design options for the main H.Q. and interim rental space, as well as cost estimates for each option. Additionally, the company should research zoning regulations and apply for any necessary permits or tax incentives, and consider potential financing options, such as government-backed loans, private equity, venture capital, or corporate debt financing.
7.0 Future Outlook and OPportunities
The future outlook for Unilever is positive, and the company is well-positioned to take advantage of the changing real estate market. The company has identified Kingston as the ideal location for its new H.Q. and is investing in modern and efficient features to create a comfortable and productive workspace for its employees. Furthermore, Unilever is committed to addressing the lasting impact of Covid-19 and ensuring that the new H.Q. is equipped with the latest technology, such as smart sensors and touchless technology. The real estate market is rapidly changing, and Unilever will need to be aware of emerging trends in order to remain competitive. These trends include the rise of flexible workspaces, the use of technology to maximize efficiency and productivity, and the focus on sustainability. By staying ahead of the curve, Unilever can ensure that their new H.Q. will remain competitive and attractive to potential tenants and investors.
Abbott, C., 2020. City planning: a very short introduction. Oxford University Press, USA.
Akhtar, P., Khan, Z., Frynas, J.G., Tse, Y.K. and Rao‐Nicholson, R., 2018. Essential micro‐foundations for contemporary business operations: Top management tangible competencies, relationship‐based business networks and environmental sustainability. British Journal of Management, 29(1), pp.43-62.
Allen, E. and Iano, J., 2019. Fundamentals of building construction: materials and methods. John Wiley & Sons.
Andargie, M.S. and Azar, E., 2019. An applied framework to evaluate the impact of indoor office environmental factors on occupants’ comfort and working conditions. Sustainable Cities and Society, 46, p.101447.
Andres, L., Boateng, K., Borja-Vega, C. and Thomas, E., 2018. A review of in-situ and remote sensing technologies to monitor water and sanitation interventions. Water, 10(6), p.756.
Basu, R., 2023. Managing Global Supply Chains: Contemporary Global Challenges in Supply Chain Management. Taylor & Francis.
Bernardelli, M., Korzeb, Z. and Niedziółka, P., 2021. The banking sector as the absorber of the COVID-19 crisis? Economic consequences: perception of WSE investors. Oeconomia Copernicana, 12(2), pp.335-374.
Bocken, N.M. and Short, S.W., 2021. Unsustainable business models–Recognising and resolving institutionalised social and environmental harm. Journal of Cleaner Production, 312, p.127828.
Casas Arredondo, J.M., 2021. Circular economy and office fit-out: an analysis for office fit-out processes based on material flows (Doctoral dissertation, UCL (University College London)).
Ching, F.D. and Binggeli, C., 2018. Interior design illustrated. John Wiley & Sons.
Coen, A., Lefebvre, B. and Simon, A., 2018. International money supply and real estate risk premium: The case of the London office market. Journal of International Money and Finance, 82, pp.120-140.
Cole, R., Stevenson, M. and Aitken, J., 2019. Blockchain technology: implications for operations and supply chain management. Supply Chain Management: An International Journal, 24(4), pp.469-483.
Daryanto, W.M., Dewanti, R.W. and Farras, R., 2020. Financial Ratio Analysis of P.T. Unilever Indonesia Tbk to Measure Financial Performance. International Journal of Business, Economics, and Laws, 23(1), pp.93-100.
Dodman, J., 2021. The best glass? Equitable access to quality education in inner-city Kingston, Jamaica. Environment and Urbanization, 33(1), pp.83-98.
Dundon, T., 2019. The fracturing of work and employment relations. Labour & Industry: a journal of the social and economic relations of work, 29(1), pp.6-18.
Emissions, B.Z., 2018. Zero carbon industry plan: electrifying industry.
Erb, T., Perciasepe, B., Radulovic, V. and Niland, M., 2022. Corporate Climate Commitments: The Trend Towards Net Zero. In Handbook of Climate Change Mitigation and Adaptation (pp. 2985-3018). Cham: Springer International Publishing.
Ferm, J., Freire Trigo, S. and Moore-Cherry, N., 2022. Documenting the ‘soft spaces’ of London planning: Opportunity Areas as institutional fix in a growth-oriented city. Regional Studies, 56(3), pp.394-405.
Freeburn, L. and Ramsay, I., 2020. Green bonds: legal and policy issues. Capital Markets Law Journal, 15(4), pp.418-442.
Gajjar, C. and Adhia, V., 2018. Reducing risk, addressing climate change through internal carbon pricing: A primer for Indian business. World Bank: Washington, DC, USA.
Gillen, N., 2021. Workplace. In Rethink Design Guide (pp. 9-40). RIBA Publishing.
Grant, R.M., 2021. Contemporary strategy analysis. John Wiley & Sons.
Gudda, A., Vanishree, C.T., Asokk, D. and Bhati, P., 2021. THE EFFECT OF REMUNERATION ON THE ACCOMPLISHMENT OF EMPLOYEE ON THE PRIVATE SECTOR. European Journal of Molecular and Clinical Medicine, 8(1), pp.1185-1200.
Haasl, E., 2022. The London Bridge House, c. 1209-1554: A Case of Civic Growth and Religious Transition in Late Medieval London (Doctoral dissertation).
Hackitt, J., 2018. Building a safer future. Independent review of building regulations and fire safety: final report.
Harris, F., McCaffer, R., Baldwin, A. and Edum-Fotwe, F., 2021. Modern construction management. John Wiley & Sons.
Heikkurinen, P., Young, C.W. and Morgan, E., 2019. Business for sustainable change: Extending eco-efficiency and eco-sufficiency strategies to consumers. Journal of Cleaner Production, 218, pp.656-664.
Holloway, J.C. and Humphreys, C., 2022. The business of tourism. Sage.
Hopper, T., 2019. Stop accounting myopia:–think globally: a polemic. Journal of Accounting & Organizational Change, 15(1), pp.87-99.
Hudson, L.J., Mansfield, I. and Sayers, F.C., 2020. Universities at the Crossroads. Policy Exchange. Retrieved from https://policyexchange. org. uk/wp-content/uploads/Universities-at-the-Crossroads. pdf.
Kerr, W.R., Billaud, E. and HJORTSHOEJ, M.F., 2020. Unilever’s Response to the Future of Work.
Kerr, W.R., Billaud, E. and HJORTSHOEJ, M.F., 2020. Unilever’s Response to the Future of Work.
Lawrence, J., Rasche, A. and Kenny, K., 2018. Sustainability as opportunity: Unilever’s sustainable living plan. In Managing Sustainable Business: An Executive Education Case and Textbook (pp. 435-455). Dordrecht: Springer Netherlands.
Lawrence, J., Rasche, A. and Kenny, K., 2018. Sustainability as opportunity: Unilever’s sustainable living plan. In Managing Sustainable Business: An Executive Education Case and Textbook (pp. 435-455). Dordrecht: Springer Netherlands.
Lieu, P.T.H., Arunjit, N., Buapradabkul, S. and Nathaniel, D., 2021. Unilever Company Strategic Business Analysis.
Lima, M., 2020. Smarter organizations: insights from a smart city hybrid framework. International Entrepreneurship and Management Journal, 16(4), pp.1281-1300.
Liu, L. and Ramakrishna, S. eds., 2021. An introduction to circular economy. Singapore: Springer Singapore.
Liu, S. and Liu, X., 2020. Culture and Green Advertising Preference: a comparative and critical discursive analysis. Frontiers in Psychology, 11, p.1944.
Lords, H.O., 2019. The future of seaside towns. House of Lords Select Committee on Regenerating Seaside Towns and Communities.
Macassa, G., Rashid, M., Rambaree, B.B. and Chowdhury, E.H., 2022. Corporate Social Responsibility Reporting for Stakeholders’ Health and Well-being in the Food and Beverage Industry: A Case Study of a Multinational Company. Sustainability, 14(9), p.4879.
Merabet, G.H., Essaaidi, M., Haddou, M.B., Qolomany, B., Qadir, J., Anan, M., Al-Fuqaha, A., Abid, M.R. and Benhaddou, D., 2021. Intelligent building control systems for thermal comfort and energy-efficiency: A systematic review of artificial intelligence-assisted techniques. Renewable and Sustainable Energy Reviews, 144, p.110969.
Meredith, J.R. and Shafer, S.M., 2023. Operations Management MBAs. John Wiley & Sons.
Mohezar, S., Jaafar, N.I., Akbar, W., Mohezar, S., Jaafar, N.I. and Akbar, W., 2021. Open-Space Workplace Design: Balancing Creativity, Teamwork, Privacy, and Social Distance. Achieving Quality of Life at Work: Transforming Spaces to Improve Well-Being, pp.107-122.
Mohezar, S., Jaafar, N.I., Akbar, W., Mohezar, S., Jaafar, N.I. and Akbar, W., 2021. Ergonomics, Safety and Physical Work Environment in Sustainable-Oriented Workplace Design. Achieving Quality of Life at Work: Transforming Spaces to Improve Well-Being, pp.69-87.
Monem, M.A., 2021. Professional experience at Unilever Bangladesh Limited.
Montiel, I., Cuervo-Cazurra, A., Park, J., Antolín-López, R. and Husted, B.W., 2021. Implementing the United Nations’ sustainable development goals in international business. Journal of International Business Studies, 52(5), pp.999-1030.
Morato, L.C., 2022. Opportunities and Challenges of Municipal Planning in Shaping Vertical Neighbourhoods in Greater London. Urban Planning, 7(4), pp.267-283.
Murphy, P.E. and Murphy, C.E., 2018. Sustainable living: unilever. Progressive business models: Creating sustainable and pro-social enterprise, pp.263-286.
Nadeem, S.P., Garza-Reyes, J.A. and Glanville, D., 2018. The challenges of the circular economy. Contemporary Issues in Accounting: The Current Developments in Accounting Beyond the Numbers, pp.37-60.
Papenfuss, I., 2019. Ben & Jerry’s: introducing linked prosperity to a multinational (Doctoral dissertation).
Priyana, Y. and Jasuni, A.Y., 2022. Moral Integrity as Business Ethic. Libertas Law Journal, 1(1), pp.42-52.
Reades, J. and Crookston, M., 2021. What, Then, for 21st-Century Places? In Why Face-to-Face Still Matters (pp. 161-216). Bristol University Press.
Sohns, F. and Wójcik, D., 2020. The impact of Brexit on London’s entrepreneurial ecosystem: The case of the FinTech industry. Environment and Planning A: Economy and Space, 52(8), pp.1539-1559.
Tien, N.H., 2019. Comparative Analysis of Multidomestic Strategy of P&G and Unilever Corporation. International journal of foreign trade and international business, 1(1), pp.5-8.
Tinline, P., 2022. The Death of Consensus: 100 Years of British Political Nightmares. Hurst Publishers.
Zhu, Q., Sarkis, J. and Lai, K.H., 2019. Choosing the right approach to green your supply chains. Modern Supply Chain Research and Applications, 1(1), pp.54-67.