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SCALING FOR IMPACTSummary of global and Pakistanprogress 2014

ABOUT US2 bIllioN190consumers use our products48.4 billion products are sold172,000ABOUT PAKISTAN2,000more than local employees* More details available on page 10 &11PKR71 .6 Billion56 MillionHelped 56 million people improve theirhealth and well being*

At Unilever, we believe in making sustainable livingcommonplace.As we grow the business in tough operatingenvironment, facing multiple challenges ranging fromclimate change, economic and politicalinstability, law and order uncertainty, we strive harder tocreate a brighter future for consumers, customers andcommunities. Our initiatives are focused onimproving health and well-being and enhancinglivelihoods of millions across Pakistan. A critical objectiveis to halve the environmental footprint across our productlife cycle.”We do this through the Unilever Sustainable Living Plan,as a result of which we have helped more than 56 millionpeople in the last 4 years to improve their health andwellbeing. This report talks about our strategy and someof the excellent work that Unilever has done in manycountries including Pakistan.CONTENTSTHE BIGGER PICTURE2OUR STRATEGY4SUSTAINABLE BRANDS,SUSTAINABLE GROWTH6SCALING FOR IMPACT10DELIVERING OUR PLAN18UNILEVER SUSTAINABLE20LIVING PLAN 2014 PROGRESSSustainable Living Plan 20141

THE BIGGERPICTUREUnilever has a simple purpose– to make sustainable livingcommonplace.In a volatile world which is facingenvironmental change and risingpopulations, we see this as thebest long-term way for us togrow and bring benefits to allour stakeholders. To succeed inthis goal, we need to change theway we do business and to scaleup the impact on the issues thatmatter most.2Sustainable Living Plan 2014

GROWTH AND SUSTAINABILITY ARE NOT INCONFLICT. IN FACT, IN OUR EXPERIENCE,SUSTAINABILITY DRIVES GROWTH.We are learning how sustainability can generate growth,control costs and manage risks. The economic case is clear.Through the Unilever Sustainable Living Plan we havecommitted to halving our environmental impact, improvingthe health and well-being of more than a billion people, andenhancing the livelihoods of millions working in our value chain– we’ve set tough targets to make sure we deliver. We’reworking with other organisations through partnerships thathave the potential to change things on a global scale – with afocus on climate change and deforestation; sustainableagriculture and smallholder farmers; and water, sanitationand hygiene.Why are we doing this? Because we know the world is changing.Climate change is taking effect. Water and food supplies areMeeting basic hygiene and sanitation needs is even more of achallenge – and stretching the planet’s resources further still.We can see how people are already affected by these changes.And we are experiencing similar challenges as commoditycosts rise, markets become unstable and raw materialsharder to source.Business as usual is not an option. So we are developing a newway of doing business where sustainability drives everythingwe do. A business model in which:all raw materials come from sustainable sourcespeople’s health and well-being are a priorityworkplace rights and opportunities are improved andwomen get a fair dealthe environment is safeguarded for future generations.Unilever has a history of tackling some of the big issues thatsociety faces. Back in the 19th century our business wasfounded to provide mass market products such as soap andspreads to improve hygiene and nutrition. Today, the UnileverSustainable Living Plan is driving sustainability into everycorner of our business and generating new opportunitiesand growth:Progress towards our ambitious 2020 goals is promising.So far we’ve helped nearly 400 million people to improve theirhealth and well-being. The environmental impacts of our ownoperations continue to reduce, although those associatedwith the consumer use of our brands are proving much harderto reduce. Meanwhile the number of people whose livelihoodswe can enhance is increasing, following the new commitmentswe made last year.But progress with our Plan alone is not enough. We are at aturning point in history, a point where we all need to change forhuman life on the planet to continue to prosper. A new businessmodel with sustainability at its heart is vital for quality of lifearound the globe to improve. Only the businesses that graspthis will survive. Only those who grow sustainably will thrive.Paul Polmanmore people are choosing purpose-driven brands, such asDove and Lifebuoyas consumers’ needs adjust due to changes in theenvironment, we’re innovating with new products such aslaundry products that use less watertraining more smallholder farmers in sustainable practicesis making our supply chain more secure.Sustainable Living Plan 20143

OUR STRATEGYOUR PURPOSE IS TO MAKESUSTAINABLE LIVINGCOMMONPLACEWe work to create a better futureevery day, with brands and services4Sustainable Living Plan 2014

OUR VISION IS TO DOUBLETHE SIZE OF THE BUSINESS,WHILST REDUCING OURENVIRONMENTAL FOOTPRINTAND INCREASING OURPOSITIVE SOCIAL IMPACTUNILEVER SUSTAINABLE LIVING PLANIn an uncertain and volatile world, wecannot achieve our vision to double ourthat do not just take from society andthe environment.Launched in 2010, the UnileverSustainable Living Plan is our blueprintfor sustainable growth.growth, reduce costs and fuel innovation.IMPROVING HEALTHAND WELL-BEINGREDUCINGENVIRONMENTAL IMPACTfor more thanby1 BILLION,Our plan is distinctive in three ways.It spans our entire portfolio of brandsand all countries in which we sell ourproducts.1/2Our Plan sets out three big goals.Underpinning these goals are ninecommitments supported by targetsspanning our social, environmentaland economic dly, it has a social and economicdimension – our products make adifference to health and well-being andour business supports the livelihoods ofmany people.Finally, when it comes to theenvironment, we work across the wholevalue chain – from the sourcing of rawmaterials to our factories and theway consumers use our products.Sustainable Living Plan 20145

SUSTAINABLEBRANDS,SUSTAINABLEGROWTHfrom our sustainable growthbusiness model.Brands that are integratingsustainable living into their corepurpose are driving success forour business.By reducing waste in energy, rawmaterials and so on, we createhelps to improve our margins.By looking at product development,sourcing and manufacturing througha sustainability lens, opportunitiesfor innovation open AGE EFFICIENCYSUSTAINABLELIVINGSUSTAI6Sustainable Living Plan 2014NABL& C E I N NOVATIOLLABOR ONATIONINNOVATION MARKETINGINVESTMENTTE, LESS RISKWASSSLESUSTAINAPutting sustainable living at theheart of our brands is growing oursales, engaging our consumers andcreating efficiencies.Our virtuous circle of growth

SUSTAINABILITY-LEDGROWTHDOVE BOOSTSGUDDI BAJI GROWING LIVELIHOODSAND SALESGuddi Bajis, literally meaning GoodSisters, are empowered womenfrom rural Pakistan who havehelped us address the growingdemand of our brands Lux, Fair &Lovely and Sunsilk in areas thatcannot be serviced by our mainstream distribution.By 2014, the program has enabled3,400 women from 1,100 towns andvillages, to contribute meaningfullyto their monthly household incomeas Unilever Ambassadors andchampions of beauty within theircommunities.In addition to enhancing livelihoodsand increasing our sales, thisproject has also addressed socialchallenges, offered these womenthe choice to use brands that theytrust as well as help fight theconstant challenge of counterfeitproducts in these areas.3400womenDove, our largest Personal Carebrand, continued to grow strongly in2014. Dove’s Self-Esteem Projectcontributed to this performance.The Project drives consumer appealand loyalty by improving attributessuch as ‘helps me make the most ofmy beauty’ and ‘works better thanother brands’.In 2014 the brand partnered with theWorld Association of Girl Guides andGirl Scouts to launch the ‘Free BeingMe’ Girl Guides badge, which isawarded to girls taking part ineducation on common body myths.Through this partnership, Dove isnow reaching girls in more than70 countries worldwide – up from22 in 2013.FRUIT APPEALS TOFruttare is a frozen fruit bar madewith real fruit. Research showedFruttare’s US consumers activelycare about sustainability issues andthat sustainably sourced fruit driveshigher purchase intent.frozen fruit bar to tell people aboutits sustainably farmed fruit with anon-pack logo.Origin is also important toconsumers. Our strawberries arefrom California and our blackcherries are grown in Oregon.From May 2015 the entire rangecontains 100% sustainablysourced fruit.70 Sustainable Living Plan 20147

LESS WASTE,LESS RISKBENEFITS ASin environmental impacts areincreasing rapidly as wetransform our manufacturingprocesses and redesign ourproducts and packaging.Since 2008, cumulative costsavoided through eco-productionhave exceeded 400 million, withZERO WASTE TOThousands of small actions fromUnilever teams around the worldhave combined to accomplish amakers’, they helped us achievezero non-hazardous waste tonetwork in 2014. That’s more than240 factories across 67 countries –of our size and scale.Beyond manufacturing, the savingsfrom innovation in products andpackaging are mounting too. In 2014alone over 200 million of costsuse of materials and better logistics.Examples include compacting ourwashing powder, compressing ourdeodorant sprays, light-weight andsmaller size packaging and bettertransport. In one instance,warehousing teams simply changedthe way pallets are loaded intotrucks, adding two extra per delivery-fewer trucks on the road, resultingin both lower costs and greenhousegas emissions.28%renewable sources8Sustainable Living Plan 2014Inspired by our zero waste mission,we’ve eliminated the 140,000 tonnesin 2008. Now tea bag paper from ourSt Petersburg factory in Russia isrecycled into wallpaper, wastefactory in the UK is turned intobiofuel and plastic laminates inAfrica are transformed intoschool desks.17RIGHT SIZEDPACKAGING IS RIGHTFOR THE PLANETOur packaging developmentprocess is continuously evolvingto reduce material usage andcreating right-sized packs. Thismeans reduced waste, lessenergy consumed and lower GHGemissions during transportation.In Pakistan, simple adjustmentsin packaging of various productsand categories has resulted inmaterial savings of 199.5 tonnesreiterating our belief that smallactions make a big difference.Other key initiatives includeSunsilk Shampoo's transitionfrom sleeved to labelled bottles.Wall's also reduced the thicknessof the ice cream packs andswitched to sustainable materialfor the 1 litre brick pack whileKnorr moved from bottles topouches for the ketchup range.of non-hazardous waste to

MORE LOAD, LESSEMISSIONSENERGY EFFICIENTCOMPRESSORSHARVESTINGRAINWATERTo reduce our water consumption,we revamped the storm watercollection system at the UnileverPakistan Food FactoryThe addition of a separate waterstorage tank and 3 stage filtrationhas enabled us to collect rainwater from roofs, hard standingareas & drainage systems on thefactory premises. After necessarytreatment, the water is used forirrigation as well as secondaryprocesses such as heating viaforward piping to the boiler.With the installation of this simpleset up, we can save 8,000 m3 ofwater every year.Some of the most effectiveinitiatives are also a matter ofsimply replacing old technologywith new energy efficientsolutions. One such change at ourPakistan factories led to thereduction of 118.5 tons of CO2.A simple change of compressorsused at the factory also made thesite core-design compliant by 50%stand-by increased capacityavailability.This truly lives up toour ambition of increasing the sizeof the business whilst reducingour environmental footprint alongwith reducing our electricalconsumption resulting insignificant savings for thebusiness.The project also reduced theambient noise in the factorymaking it healthier and safer forour factory teams.80002% of total greenhouse gasesemitted from our business comesfrom the transportation ofproducts. Focused interventionsin Pakistan have resulted ininnovative solutions leading tosavings of Euros 1.3 million and a2,500 ton reduction of CO2 inabsolute terms in 2014, which isequivalent to planting 64,100seedlings.Dedicated vehicle utilisation is asignificant change in our logisticssystem. This requires usingspecified vehicles for pre-determined routes and ensuring thatthey do not arrive empty on theirreturn journey.We have also upsized ourcontainers from 20ft to 40ft inbeverages, and as much as 53ftfor Wall’s. This enables us todouble the load in with lesser CO2emissions.m3of water saved annually64,100118.5tonnesof CO2 reducedwe have eliminated CO2equivalent to planting64,100 seedlingsSustainable Living Plan 20149

CONSUMERS ANDCUSTOMERS JOINHANDS TO MAKEA BRIGHT FUTURESUSTAINABLEINNOVATION &COLLABORATIONTo scale for impact and driveawareness on issues such asclimate change, partnershipsare essential.FOR 50 YEARSWashing hands with soap isone of the best and cheapestways to prevent disease. Ournew soap, Lifebuoy with ActivNaturol Shield (ANS) offersimproved germ protectionefficacy. Not only does it affordbetter protection againstbacteria that cause stomachinfections - typhoid andcholera, it also combats skinand eye infections.This breakthrough innovationcreates a highly effective soapthat is both pleasant to use andaffordable, made possible by apatented combination ofsynergistic natural ingredients.Lifebuoy with ANS is helpinggrow the whole brand, withworldwide sales up another15% in 2014.10Sustainable Living Plan 2014In 2014, we collaborated withour largest customer inPakistan, Hyperstar, for our‘Spend Less Protect More’initiative, which aimed toreduce our impact on environment through the simple act ofpurchasing. The premise wassimple - for every PKR 500worth of purchases made byconsumers at Hyperstar, theWorld Wide Fund for Natureplanted a tree.The campaign resulted in theplanting of 6,000 trees whichwill reduce 8.2 tonnes of CO2.More importantly, we positivelyengaged 11,000 shoppers onthis important subject.11,000Shoppersin 2 weeksA LITTLE SUNSHINE INICE CREAMElectricity and gas shortages inPakistan result in increasinguse of other sources to providerequired energy for production.These resources are oftencostly and not environmentfriendly. The solution:renewable energy.We set up a solar poweredsystem at our Wall’s factory topreheat water used formanufacturing. This initiativehas drastically reduced theamount of furnace oil used inthe factory and eliminated 120tons of CO2 from ourmanufacturing annually,resulting in significant savings.The success of this project hasled to its replication at ourvarious manufacturing sitesacross the country.

SAFE DRINKING WATERSNACKING MADE FUNKnorr Noodles is a convenient,nutritious and delicious snack thathas been delighting millions ofconsumers across Pakistan.To ensure that children make theright choices when it comes tosnacking, the brand embarked on amission to educate school childrenin Pakistan on the importance ofhealthy snacking and how to choosetheir snacks wisely.To date, 1.3 mn children have beenprovided with a snacking calendarwhich encourages them to considerhealthier options including fruitsand whole foods like corn and eggs.Over 2 billion people have poor orno access to safe drinking water.Our Pureit in-home water purifierprovides drinking water that is ‘assafe as boiled’ without the need forgas, electricity or pressurised watersupply.Pureit removes harmful viruses,bacteria, parasites and pesticideimpurities. Its unique technologydelivers ‘germ-kill’ at prices thatappeal to low-income consumers –the ongoing running cost of ourmost affordable model is just oneeuro cent for around two litres ofsafe drinking water.Available in 12 countries includingPakistan, Pureit made rapid stridesin 2014, achieving growth of 20%. In2014, we acquired a leadingChinese water purification businessQinyuan - a move which doublesour size in this sector and addresses a fast growing consumer need.INVESTING IN AHEALTHYFUTURE GENERATIONBlue Band margarine in Pakistanactively engages with children andmothers through various activitiesand campaigns to educate themabout the importance of good fats intheir daily diets.Partnering with local schools andassociations in 2014, the brandengaged 500,000 school childrenthrough fun learning activities and1.5 million mothers across thecountry to spread awareness ofgood and bad fats.Working with schools and otherassociations to these initiatives didnot only create a better understanding of the link between good fatsand growth in children but alsoresulted in increased trust in thebrand.Sustainable Living Plan 201411

SCALINGFOR IMPACTWe have set a bold ambition to achievechange within our own company. But we areonly one company among many and thechange needed to tackle the world’s majorsocial, environmental and economic issuesfundamental change to the broader systemsof which we are a part.12Sustainable Living Plan 2014

We are focusing on three areas where wemake this big difference:ELIMINATINGDEFORESTATIONEliminating deforestation from commoditysupply chains by 2020, to help combat thethreat from climate changeSUSTAINABLEAGRICULTURE &SMALLHOLDERFARMERSMaking sustainable agriculture the mainstream,and so increase food yields and enhance thelivelihoods of smallholder farmersWATER,SANITATION &HYGIENEWorking towards universal access to safedrinking water, sanitation and hygieneIn all three areas, the role of women is crucial,Empowering women is critical to eradicatingpoverty and accelerating global development.ELIMINATINGDEFORESTATIONOur ambition is to eliminate deforestationfrom the world’s commodity supplychains and, so combat the threat fromclimate change. Together with others inour industry, we have committed toachieve zero net deforestation associatedwith four commodities – palm oil, soy,paper & board and beef – no later than2020.This commitment also extends toour tea businesses and supply chains.TRANSFORMATIONPARTNERSHIP WITHOTHERSINDUSTRYA decade ago Unilever became afounding member of the Roundtableon Sustainable Palm Oil (RSPO), tochange the palm oil industry which,in some regions, was drivingdeforestation. RSPO’s aim is todevelop and implement globalstandards for sustainable palm oil.Today it has around 2,000 members,representing over 40% of all palm oilproduced in the world, and 18% ofglobal palm oil meets RSPO criteria.We also drive change by workingwith our suppliers. In December2013, we announced a Memorandumof Understanding with Wilmar, animportant supplier and Asia’sleading agribusiness group whichrepresents over a third of the globalpalm oil market. This agreementmeans that the company’splantations will only provideproducts that are free from linksto deforestation and humanrights abuses.To achieve scale we need to alignbusiness action with publicpolicy, through partnership andcollaboration. One such example isthe Tropical Forest Alliance (TFA),created with the governments ofNorway, Netherlands, UK, US,Indonesia and Liberia and as well asdozens of NGOsThe goal of the TFA is to eliminatedeforestation from the supply chainsof consumer goods companies.The initial focus is on palm oil, soy,paper and beef products, and threeregions: South East Asia, wherepalm oil is increasingly covered by‘no deforestation’ commitmentsbut implementation remains achallenge, particularly engagingsmallholder farmers; LatinAmerica, where deforestation isprimarily linked to soy and animalfeeds; and Africa, to preventdeforestation becoming an issueas the continent increases itsproduction of palm oil.Other growers, such as Cargill andMusim Mas, have since committedto ‘no deforestation’ policies, whichnow cover over 90% of globallytraded palm oil.By focusing on these three areas, we believewe can help address the twin goals ofcombating climate change and promotinghuman development.Sustainable Living Plan 201413

MAINSTREAMINGSUSTAINABLEAGRICULTUREare among the largest purchasers of crops such14Sustainable Living Plan 2014PARTNERSHIPOur partnership with the ClintonFoundation and Acumen – theEnhanced Livelihoods InvestmentInitiative (ELII) – is designed toUnilever to buy from smallproducers. It will enable farmers togenerate more income as well as toimprove the livelihoods of as manyas 300,000 smallholder farmersand their communities in Africa,South Asia, Latin America andthe Caribbean.The ELII will be a three-year,minimum 10 million investmentinitiative to catalyse economicgrowth and alleviate povertyamongst low-income communities,while creating more inclusive andsustainable value chains. One ofits primary goals is to leveragemarket-based approaches topoverty alleviation, to create andscale up privately-held enterpriseswhich will support smallholderfarmers and link them to ourglobal supply chains anddistribution networks.OUR AMBITION IS FORSUSTAINABLE AGRICULTURETO BECOME THE MAINSTREAMAND WE HAVE A SIGNIFICANTROLE TO PLAYHEALTH ANDNUTRITION FORSMALLHOLDERSWorking with smallholder farmersto ensure that they and their familiesstay healthy through good nutritionand hygiene drives economicdevelopment and helps us to meetour goals on sustainable growth.With the Global Alliance forImproved Nutrition (GAIN) we havecreated a global programme to helpimprove the health and nutrition of2.5 million people living in ruralcommunities.Our Nutrition InterventionProgramme aims to reach thesmallholder farmers and farmworkers in our global supply chain.It has a particular focus on femalefarmers, pregnant women andchildren, as GAIN’s research showsthat they are key to stopping thecycle of malnutrition inimpoverished rural communities

ACCESS TO WATER,SANITATION ANDHYGIENEWITH OUR PORTFOLIO OF HEALTH ANDHYGIENE BRANDS, UNILEVER IS WELLPLACED TO HELP ACHIEVE UNIVERSALACCESS TO SAFE DRINKING WATER,SANITATION AND HYGIENESANITATIONGlobally, 2.5 billion people still lackaccess to adequate sanitationfacilities. Tackling this challenge willnot only save lives but also createmarket opportunities.For instance, one of the ways we aresupporting the Indian government’sambition to have a toilet in everyhome by 2019 is through our Domex(Domestos) Toilet Academies. This isa market-based model thatimproves sanitation in India andVietnam by training entrepreneursto form businesses supplying,installing and maintaining hygienictoilets. Through our Academies weaim to train 250 entrepreneurs andsupport the installation of 51,000toilets by 2015.We are also catalysing cross-sectorcollaboration for change. In 2014 welaunched the Toilet Board Coalition,bringing together businesses,NGOs, academics and socialentrepreneurs, with the aim ofdeveloping commercially-scalablesanitation solutions.We’ve found partnerships arevital to scaling up Lifebuoysoap’s reach and achieving ourgoal of better health throughbetter hygiene. Partners help usdevelop cost-effective interventionsthat can be scaled up,making handwashing educationviable over the long term.Lifebuoy’s new partnership withthe Children’s Investment FundFoundation (CIFF) aims to reach9 million children in Bihar withour handwashing educationprogramme. Bihar has one ofthe highest levels of infantmortality in India.Piloted in 2014, the programmebegan to scale in 2015. Withchildren acting as changeagents for their families, 45million people are expected tobenefit by 2018.Sustainable Living Plan 201415

DELIVERINGOUR PLANIn 2014, we made good progressacross our commitments. Inparticular we achieved strongperformance for targets withinour direct control. Thoseoutside our direct control areproving more challenging.16Sustainable Living Plan 2014

IMPROVING HEALTHAND WELL-BEINGof helping more than a billion people take actionto improve their health and well-being. By the endof 2014 we had reached 397 million people. Thebrands driving this goal, such as Lifebuoy, Doveand Domestos, have shown strong growth.REDUCINGENVIRONMENTALIMPACTProgress on our second big goal is more mixed.We have achieved our target of zero non-In September 2014 we added a new target to ourPlan: to help 25 million people gain improvedreductions in CO2 from energy and water inmanufacturing, reducing them by 37% and 32%per tonne of production, respectively, since 2008.clean toilets and by making toilets accessible.However, the consumer element of our target tohalve the water and GHG impacts of our productsremains a challenge. GHG impact per consumeruse has increased by around 4% since 2010,partly as a result of the Alberto Culver acquisition,while the water impact per consumer use hasreduced by around 2%.to improving sanitation on this scale.In addition, a third of our portfolio of brands in ourFoods and Refreshment categories now meet thehighest nutritional standards, based on globallyrecognised dietary guidelines. Already, themajority meet or are better than benchmarksbased on national nutritional recommendations.39733%MILLIONNew technology such as compressed deodorantsprays has helped enable reductions in wasteimpact per consumer use, down by around12% since 2010.12%2008Our third goal is to enhance the livelihoods ofmillions of people as we grow our business.report following the new UN Guiding PrinciplesReporting Framework. Our Responsible SourcingPolicy, launched in 2014, sets mandatoryrequirements and good and best practices onhuman rights.We are now sourcing over half our agriculturalraw materials sustainably, and by working withour agricultural suppliers and other partners, wehave helped around 800,000 smallholder farmersgain access to training and support.Our approach is to further women’s economicempowerment by advancing rights, skills andopportunities across our value chain. By 2014 weprovided access to training and skills for 168,000women and increased the number of womenmicro-entrepreneurs selling our products inIndia to stainable Living Plan 201417

The Unilever SustainableLiving Plan sets out todecouple growth fromIMPROVINGHEALTH ANDWELL-BEINGREDUCINGENVIRONMENTALIMPACTWe have helped397 million people takeaction to improve theirhealth and well-being.for more than 1 bIllioNOur Plan has three big goals to achieve by2020, underpinned by nine commitments andtargets spanning our social, environmentaland economic performance across thevalue chain.HEALTH AND HYGIENEgreenhouse gases our greenhousehighestpeople reachedwaterthe consumer use of our products4%†397Mour products as weby 1/2products meet, or are better than,We will continue to work with others to focuson those areas where we can drive thegreatest change.More detail on our progress can be found in theSustainable Living section of www.unilever.com.NUTRITIONBy 2020 our goalconsumer use2%†per consumer2010*Reduce diarrhoeal andrespiratory disease throughhandwashing †33%†2Provide safe drinking water †Improve access to sanitation37%†Improve oral health2Improve self-esteemUNILEVERSUSTAINABLELIVING PLAN2014 PROGRESS18Sustainable Living Plan 2014Reduce salt levelsSaturated fat:Reduce saturated fat92Increase essential fatty acidsReduce saturated fat in moreproducts92Improve heart healthRemove trans fatReduce sugarReduce calories:In children’s ice creamIn more ice cream productsProvide healthy eating informationReduce GHG from manufacturing:Renewable energyNew factoriesReduce GHG from skincleansing and hair washingReduce GHG from washing clothes:ConcentrationReformulationConsumer behaviourReduce GHG from transportReduce GHG from refrigerationReduce energy consumption inReduce employee travel32%†Reduce water use in manufacturingprocess:New factoriesReduce water use in the laundryprocess:Easy rinse productsProducts that use less waterReduce water use in skincleansing and hair washingReduce water use in agriculture

ENHANCINGLIVELIHOODSOur greenhouse gasimpact has increasedand our water andwaste impact perconsumer use hasreduced since 2010.waste85% of our strategic suppliersmet our Responsible SourcingPolicy’s mandatory criteria.We helped 800,000 smallholderfarmers and 238,000 womengain access to training, supportand skills.for millionssustainable sourcing12%55%our wasteconsumer usehas reduced byaround 12%fairness in theworkplaceopportunitiesfor women238,00080%entrepreneursaround 80% ofPalm oil:SustainableTraceablePaper and boardSoy beans and soy oil85%†TeaFruitVegetablesCocoaReduce waste from manufacturing:Zero non-hazardous waste toSugarNew factoriesReuse packagingother partnersImplement UN Guiding Principleson Business and Human RightsBuild a gender-balancedorganisation with a focuson managementSource 100% of procurementspend in line with our ResponsibleSourcing PolicyPromote safety for women incommunities where we operateCreate framework for faircompensationEnhance access to trainingand skillsImprove employee health, nutritionand well-beingExpand opportunities in ourvalue chainEliminate PVCDairy77Fairtrade Ben & Jerry’sIncrease participation of youngentrepreneurs in our value chainKEYCage-free eggsAchieved by target dateIncrease sustainable sourcingOn-plan for target dateOff-plan for target date%% achieved by target dateTarget discontinuedRecycle, reuse, recoverReduce paper consumptionEliminate paper in processesImprove incomes of small-scaleretailersReduce workplace injuries andaccidents †Tackle sachet waste99Improve livelihoods of smallholderfarmersRapeseed oilReduce packagingRecycle packaging:Increase recycling andrecovery ratesIncrease recycled content800,000smallholderaccess tosourced bymandatoryBy 2020 total waste sent forinclusive business† PricewaterhouseCoopers (PwC ) assured.For details and the basis of preparation,see www.unilever.com* Our environmental targets are expressedon a ‘per consumer use’ basis. This means asingle use, portion or serving of a produ

Dove and Lifebuoy as consumers’ needs adjust due to changes in the environment, we’re innovating with new products such as laundry products that use less water training more smallholder farmers in sustainable practices is making our supply chain more secure. Progress towards our ambitious 2020 goals is promising.