Polman in a shop for employees at Unilever House, the company's London headquarters
Paul Polman calls himself a "hard-core capitalist." Sometimes you have to wonder. The day he became the chief executive of Unilever in 2009, Polman said the consumer products giant would stop providing earnings guidance and quarterly profit reports. "I figured that the day they hired me, they can't fire me," he says, "so that was probably the best moment to do that." The stock fell and analysts grumbled. Not long after came word from the CEO that Unilever, whose brands include Dove, Lipton, Hellmann's, and Ben & Jerry's, was determined to tackle big social and environmental problems like climate change, disease, and poverty. "If you buy into this long-term value model, which is equitable, which is shared, which is sustainable, then come and invest with us," Polman told investors. "If you don't buy into this, I respect you as a human being, but don't put your money in our company." Shareholder return, he insists, cannot and will not trump nobler aims. "Our purpose is to have a sustainable business model that is put at the service of the greater good," he says. "It is as simple as that."