Unilever, 'a truly multi-local multinational' 1. The Company a. Name: Unilever b.

Industry Areas: Unilever produces branded and packaged goods including foods and home and personal care products. c. Market share/importance: Unilevers mission statement is meeting the everyday needs of people every!here" and the multinational definitely has a huge and e#panding global reach. Unilever proudly declares that every day $%& million people are choosing their brands to feed their families and clean their homes. Unilever is one of the !orlds top makers of packaged consumer goods and moves countless products like deodorants" fragrances" soap" margarine" tea and fro'en foods all over the !orld. (he corporation sells products in over $%& countries and has annual sales of appro#imately ) *+ billion ,-.$"%bn/. Unilever controls subsidiaries in at least 0& countries and employs 10%"&&& 2in 1&&&3 people.,$/ Unilever is one of the !orlds top three food firms 4after Nestle and 5raft4 and the !orlds second largest packaged consumer goods company 6behind 7rocter 8 9amble. :o!ever" in spite of Unilevers vast si'e and presence !orld!ide" the companys actual visibility is surprisingly lo!. Anonymity hides the companys importance. Unilever does not retail under its o!n name" preferring brand names to create the illusion of diversity. ;ho does not kno! brand names like Magnum" <mo" =ove" 5norr" >en 8 ?errys" @ipton" Alim4Bast" Iglo" Uno#" >ecel" and @ever1&&&C (heyre all part of the Unilever armada of brand names. (o make sure the brand names do not go unnoticed" Unilever spends huge amounts of money on marketing and advertising. Advertising has al!ays been a keystone of Unilevers businesses. (he =utch4Anglo company is likely to be the !orlds number one advertiser. 2Advertising Age estimate a $000 global media spend of )..Dbn ,-1"%.0bn/" of !hich )..$bn ,-1"$1Dbn/ !as outside the UA" making Unilever the !orldEs F$ advertiser3,1/ d. :istory:

Butter & Soap

Unilever !as formed in $0.& !hen the =utch margarine company Margarine Unie merged !ith >ritish soapmaker @ever >rothers. >oth companies !ere competing for the same ra! materials 2e.g. oilseeds3" both !ere involved in large4scale marketing of household products and both used similar distribution channels. >et!een them" they had operations in over *& countries. Margarine Unie gre! through mergers !ith others margarine companies in the $01&s. @ever >rothers !as founded in $GG% by ;illiam :esketh @ever. @ever established soap factories around the !orld" and had plantations in many (hird ;orld countries. In $0$D" @ever began to diversify into foods" acHuiring fish" ice cream and canned foods businesses.

Control of the supply chain

In Unilever one activity has freHuently led to another. (he oil seeds crushed for use in margarine and soap yielded a by4product kno!n as Icattle cakeI !hich prompted a move into animal feeds. 7rocessing the oil for use in margarine and soap yields other by4products" glycerine and fatty acids" !hich led Unilever into chemicals" a )14billion ,-$".D1bn/ business in $0G+. ,In $00D Unilever sold its speciality chemicals business to Imperial Jhemical Industries 2IJI3 for UA)Gbn 2-%"*G0bn3/ (hose

millions of consumer products need to be packaged" !hich resulted in Unilever operating t!enty4four packaging plants in si# Kuropean countries. Jonsumer goods must also be transported" !hich turned Unilever into one of the largest truckers in >ritain 4 and for fifty years" before it !as sold in $0G%" the Unilever4o!ned 7alm @ine !as one of the biggest shipping companies out of ;est Africa. Bishing is another area of interest. Unilever farms for salmon in Acotland" has pra!n farms in several Asian countries" and is the maLor o!ner of a vertically integrated fishing business out of ;est 9ermany that includes catching the fish in deep4sea tra!lers" processing the catch" and then selling the fish in company4o!ned shops and restaurants that carry the Nordsee name. Unilever made a public commitment to move to!ards buying all its fish from sustainable fisheries by 1&&%. (o meet this obLective Unilever and the ;orld ;ide Bund for Nature 2;;B3 Lointly set up the Marine Ate!ardship Jouncil 2MAJ3 as a platform to promote sustainable fishing internationally 2$00+3. (he MAJ is no! said to be an independent" non4profit body !ith a set of principles and criteria for sustainable fishing.

Recent acquisitions
MaLor acHuisitions during the G&s included >rooke >ond in $0G*" greatly strengthening the Unilevers tea interests" !hile Jhesebrough47onds Inc" in $0GD" brought a maLor additional stake in the UA personal product market" as !ell as strengthening Unilevers position in the !orld skin care market. ,Unilever has been considered a sleeping giant for a long time" especially during the G&s. In the 0&s Unilever tried to shake this image as a cumbersome" infle#ible corporation off./ Again" in the 0&s" there !ere numerous acHuisitions" and Unilever began to put into effect its planned moves into Kastern Kurope. :o!ever" the company largely !ithdre! itself from packaging and all agricultural operations" apart from 7lant >reeding International Jambridge ,M8= based company developing products 2in the agriculture and horticultural sector3 mainly under license" sold to Monsanto in $00G/ and the plantations. Much of the companys agribusiness assets !ere sold as part of the companys policy to focus on its core activities.

Strategy
In Aeptember $000 Unilever announced its intention to focus on fe!er" stronger brands to promote faster gro!th. (he company is !hittling its brands do!n to *&& 2from $"+&&3 including familiar brands such as =ove" @u#" @ipton" Magnum and Jalvin 5lein fragrances. 2Jonsulting firm 7rice!aterhouseJoopers has been hired by Unilever to sell off ten of the firms D& food brands3 ,./ (he concentration on innovation and brand development on a focussed portfolio of *&& leading brands is part of Unilevers latest gro!th strategy" called The Path to Growth" designed to accelerate top line gro!th and step up the rate of margin improvement in five years time. In Bebruary 1&&& the company announced a series of linked initiatives 2organi'ational changes" restructuring3 to align the entire organi'ation behind these gro!th ambitions. (he shake4up of its top management" splitting the company into t!o" separate global units 6food and home" and personal care44 !as one of these initiatives. And Unilever has started selling off any subsidiary businesses !hich are making less than average profits" and decentralising control of subsidiaries" !ith the corporate :N in Kurope Lust monitoring profit levels 6 and making sure they are ma#imised. (his heavy focus on profit means cost4cutting 4 especially minimising !orkers pay. Another key component of the gro!th strategy is e4commerce. Unilever !ants to step up the use of the Internet in order to improve brand communication/marketing and on4line selling 8 to simplify business4to4business transactions throughout the supply chain. Indias Aatyam Jomputer Aervices @td

has recently !on an information technology services contract from Unilever.,*/ Unilever also made deals !ith JompaH" I>M" Microsoft" K#citeO:ome" Ariba Inc. 2leader in all phases of business4to4 business e4commerce3 and ;<;9< to enable a faster adoption of global e4commerce opportunities. In Bebruary 1&&&" Unilever and iPillage formed a ne! Internet company. Unilever committed -$.& million to e4business initiatives in 1&&& and hopes to create a mall that never closes. In its bid to concentrate on fe!er" core brands" Unilever disposed of 1D businesses during 1&&& for a consideration of appro#imately )+*1 million ,-*&*"D million/. (he company sold" amongst others" the Kuropean >akery >usiness" >enedicta a culinary business in Brance and various other small businesses and brands. (he same year" Unilever acHuired several high4profile companies" including American based >estfoods" !hich strengthened Unilevers market position remarkably. <ther important acHuisitions !ere 9roupo Jressida Jentral America Boods 2:ome 8 7ersonal Jare3 Jorporation ?A><NKMIA NA 2Kcuador" Boods" :ome 8 7ersonal Jare3" Amora Maille 2Brance" Julinary 7roducts3 Jodepar/A7J= 2(unisia" :ome 8 7ersonal Jare3" >en 8 ?erryEs 2UAA" Ice Jream3" and AlimQBast 2UAA" Alimming 7roducts3. (he total purchase consideration for businesses other than >estfoods 2total number: nineteen3 !as appro#imately )*"*%$ million ,-1"G million/.,%/ (he acHuisition of >estfoods made UnileverEs foods business the !orldEs second largest after Nestle.

Outlook
Pie!s on Unilevers performance vary. <n 1G August 1&&$" Jredit Auisse Birst >oston 2JAB>3 do!ngraded Unilever from a RholdS to a RsellS rating" highlighting analysts and investors concerns about the performance of Unilever and the integration of >estfoods.,+/ Unilever" on the other hand" is optimistic" saying it sa! sales rise .%T by ?une 21&&$3 and that estimated annual savings of UA).1m ,-1$"0m/ !ill result form the acHuisition.,D/ (alking to The Guardian 2August *" 1&&$3 Binance director Mudy Markham played do!n slo!do!n fears: E(he economic outlook is gloomier than at the start of the year but !e are continuing to motor comfortably.E ,G/ More on UnileverEs history: see section four 2corporate crimes" paragraphs on Africa and Jentral and Kastern Kurope3 of this document e. 7roducts/7roLects Unilever is basically an Armada of brand names. (he multinational o!ns many subsidiaries all over the !orld 2see section t!o3. Unilevers famous brands include =ove" 5norr" @ipton" Magnum" <mo" Jif" Alim4Bast" Iglo" >irds Kye" >ecel" >lue >and" Uno#" Jalve" Jonime# and @ever1&&&. Unilever categori'es its products as follo!s: Home and Personal Care (HPC) Products include cosmetics" perfumes" personal !ash" soap" toothpaste" deodorants" shampoo" fragrances" detergents for fabric cleaning" diagnostics 2e.g. pregnancy tests3 Food Products include tea" ice4cream" fish" margarine" fro'en foods" spreads 8 cooking products" salad dressings" culinary products" meat snacks" olive oil" cheese Pro essional cleanin!" =iversey@ever provides cleaning and hygiene products and services to industrial and institutional customers

Plantations, Plant #cience and Tradin! $perations" Unilever operates tea plantations and develops ra! materials for the vegetable" tomato" edible oil and bakery categories. (he company also has oil milling operations. %&': In 1&&&" Unilever spent $"$GD million euro ,-D*G"1.%..D/ on M8=" 1"%T of total turnover.,0/ A fe! e#planatory remarks on some of Unilever products !ith a dubious status: (achelors (ean east Unilever !as the first multinational company that started using genetically modified 29M3 products. (heir I>eanfeastI range 2!hich is no! being sold3 contained 9M soya. A tiny asterisk attached to the ingredient list !as the only mark to !arn consumers. >achelors >eanfeast contained soya beans !hich had genetic material from a virus" a bacteria and even the petunia plant inserted into them. Kffects on the human body could 2and can3 not be predicted.,$&/ Unilever received more than ."&&& phone calls from angry consumers in the U5. >y spring $000" it !as forced to !ithdra! >eanfeast" its flagship 9M food product and to agree to phase out all 9M products.,$$/ $mo, Unilever)s international-*rand +ashin! po+der <mo is a blue detergent po!der launched in $0%*" and became the Unilever spearhead in the synthetic detergent market. Ne! >lue Atar <mo !as introduced at the end of March $0+..,$1/ (oday" Unilever is aggressively promoting <mo all over Asia and Africa 2see bo# belo! for an illustration3" packaged in Huantities do!n to .% gram. Unilevers brands 7ersil" <mo and Akip 2other Unilever brands include the pre4!ar brand Aunlight" Aun" Pim and Aurf3 are engaged in fierce competition !ith 7rocter 8 9ambleEs !ashing po!der brands for pole position in Lust about every !orld market. 789 !as the first to use one brand name for its leading detergent 2(ide3 in some countries and another brand name" !ith a different package 2Ariel3 in the others. Unilever copied this policy. (he company markets Aurf in many countries and <mo in the remainder. (he products are almost identical. >ut the packages are dissimilar enough that retailers stock Aurf in the same section !ith <mo" often at the same price" so consumers must believe they are different products.,$./ ',o customer must ever say - didn't !et a pac.et' It is morning in the do!n4at4heel (an'anian hamlet of 5i!alani" and salesman Aospeter ?ackson is busy helping to define the future of marketing to AfricaEs dollar4a4day economies. ;earing UnileverEs battledress an I<moI (4shirt and a yello! I5eyI baseball cap he has cycled to a tiny outlet beside a gravel road and launched into the daily challenge of bringing his products to some of the poorest people in the !orld. Aalesmen in Unilever uniforms act as mobile advertisements" and by travelling door4to4door develop personal relationships !ith shopkeepers. (hey are paid e#tra if they hit targets. IA systematic distribution operation is crucial to the success of any company in a developing economy. >ut it is a large4scale undertakingS" says MaLendra AneLa" M= of Unilever (an'ania. (an'ania has $&&"&&& retail outlets across the country" in 0&&& villages. ;ith half the population living belo! the poverty line" consumers buy rice" mai'e and flour in tiny Huantities every day from mini kiosks in lanes that are too narro! for vehicles. ;hile Unilever delivers goods by van to big

shops in to!ns" it had to find another form of distribution for outlets in inaccessible villages. In =ecember the company came up !ith a pilot scheme to address this problem: the Ibicycle brigadeI. Aalesmen are given bicycles !ith large bo#es !elded onto the back to transport small packs of detergent po!der" margarine" soap and oil. Kach salesman visits about 1& to .& shops" follo!ing a fi#ed itinerary. Amall <mo detergent packs and >lue >and margarine have become market leaders" and 5ey soap" launched last =ecember" has !rested $%T of a highly competitive market in Lust eight months.E Aource: Financial Times" D November 1&&& 2 No order too small for bicycle brigade that peddles products in rural (an'ania3

#lim-Fast (see" +++.unilever.co.u./unileverintheu./slim ast.html) Kach Alim.Bast meal contains one third of everything you need to eat in a day 4 protein" carbohydrate" essential fatty acids" fibre" vitamins and minerals 4 an ideal food in around only 1&& calories.,$*/ Alim4Bast !as bought by Unilever in 1&&&" and is no! one of Unilevers top4performers. Unilever JK< Bit'9erald ,obviously suffering from Nutritional Achi'ophrenia/ likes to say he bought the ice4 cream company >en 8 ?erryEs on the same day he bought Alim4Bast because Ione makes you fat" and the other makes you thin.I,$%/ :unger evidently is a pre4eminent problem in the Aouth" !hile obesity is a big problem in the North. :unger and obesity should be considered as t!o sides of the same medal. Bood corporations can no! e#ploit the opportunities 2in this case: fighting over!eight3 opened up by the culture of over4 consumption" !hich they themselves have created. In addition" advertisements 8 (P commercials add to pressure 2particularly on !omen3 to look slim 2if not skinny3" and enlarge the gro!th potential for companies such as Alim4Bast. Alim4Bast sells shakes 2milk4 or soy4based3" drink po!ders" and snack bars through retailers in the UA and Kurope under the Alim4Bast and Ultra Alim4Bast names. As these names suggest" Alim4Bast capitalises on the needs of !eight4conscious consumers. It has marketed products aggressively" hiring celebrity endorsers such as former baseball manager (ommy @asorda and (PEs 5athie @ee 9iffordU @auren :utton is the companyEs latest spokesperson.,$+/ Unilever and Alim4Bast have developed an Internet4based service that offers advice on health management and vitality. Vou can even Loin in the Alim4Bast IIt 7ays to @oseI Instant4;in 9ame.,$D/ No purchase necessary to enter or !inU Lust fill in your details ,!hich !ill be used by the company to sharpen its marketing strategies/. 012void em*arrassin! moments) Vou can do your online shopping as !ell. Avoid those embarrassing moments. 7urchase products like Alim4Bast online" from the privacy of your home or office. ;hen you shop online for diet aids" youEll never have to face a clerk againW,$G/

Visit Slim-Fast online: http://sweepstakes.yahoo.com/slimfast *Light-weight citizens

EAlim.Bast has the longest clinical trials running of any slimming programme 4 in 7ound" ;isconsin the population using Alim.Bast for !eight control for the past five years is no! an average $$.%kg lighter than the population in a nearby to!n.E ,$0/

*Safety Alert On 3 August 2000 Slim-Fast !"olunta#ily$ #ecalle% mo#e than two million milk&ase% shakes saying they may p#esent a low #isk of tempo#a#y gast#ointestinal sickness an% shoul% not &e consume%. 'he shakes we#e &eing pulle% off supe#ma#ket shel"es %ue to a ((manufactu#ing p#o&lem). *20+

air & Lo!ely

Unilevers subsidiary based in India" :industan @ever @imited 2:@@3 markets Bair 8 @ovely Akin Jream and @otion" the largest selling Akin Jare 7roduct in IndiaU a brand developed in India" and no! e#ported to over .& countries.,1$/ Bair 8 @ovely is being promoted as a fairness face cream that !ill lighten your dark skin. (hrough their advertisements" :industan @ever spreads the message that a light skin is better than a dark skin. (his type of advertisement promotes racism. It sends out the message that dark4skinned people are inferior.

3. 4ho, +here, ho+ much5 a. Atructure/<!nership (he company is a Loint venture of Unilever NP 2(he Netherlands3 and Unilever 7@J 2U53" the parent companies. Aince $0.&" the t!o companies have operated as one" linked by a series of agreements. (hey trade separately but have one board of directors. Unilevers corporate centres are @ondon and Motterdam. Unilever P6C Unilever :ouse >lackfriars @ondon KJ*7 *>N Postal Address Unilever ,7 ;eena *%% .&$. A@ Motterdam (he Netherlands Postal Address
+

7 < >o# +G @ondon KJ*7 *>N Tel" X** 2&3 1& D G114%1%1 Fa8" X** 2&3 1& D G114%0%$ ;eb site: !!!.unilever.com

7 < >o# D+& .&&& =5 Motterdam Tel: X.$ 2&3 $& 1$D *&&& Fa8" X.$ 2&3 $& 1$D *D0G

"a#or sharehol$ers %&' "ar &(()*

Y(he @everhulme (rust and the @everhulme (rade Jharities (rust" Lointly 2%T3 Y7rudential Jorpn plc 2%T3 Y:olding in Unilever plcU In addition" NP Klma and United :oldings @td each hold %&T of the deferred shares of Unilever plc and %&T each of the special shares of Unilever NP. NP Klma is a subsidiary of Unilever NP and United :oldings is a subsidiary of Unilever plc.,11/

+,ecuti!e Co--ittee
@eading the Jommittee are the chairmen of Unilever 7@J and Unilever NP" the parent companies. <ther members are the global division directors for Unilever >estfoods and :ome and 7ersonal JareU the Jorporate =evelopment =irectorU the Binance =irector and the 7ersonnel =irector. ,iall Fit9:erald Jhairman" Unilever 7@J and Pice Jhairman" Unilever NP 2since $00+3 Nationality: Irish Age %+ Bit'9erald is also non4e#ecutive director of Merck 8 Jo 2one of the !orlds leading pharmaceutical companies3 and Kricsson 2one of the !orlds biggest suppliers in telecommunications" Kricsson is taking the lead in the e#pansion of mobile infrastructure" including 9AMs3. Y Niall Bit'9erald" JK< of Unilever" the U5Es largest advertiser !ith an annual spend of nearly a Huarter of a billion pounds" accepted the Advertising AssociationEs invitation to become 7resident of the AA as of 11 May 1&&&. :e took over the post from the incumbent" Air 9eorge >ull" Jhairman of Aainsbury plc" !ho has held the office since $00+. (he Advertising Association is a federation of 1+ trade associations and professional bodies representing advertisers" agencies" the media and support services. It is the only body" !hich speaks for all sides of an industry currently !orth over -$D billion per annum. Y Unilever chairman Niall Bit'9erald has recently been named as the most po!erful marketer in the U5 2May 1&&$3. Bit'9erald retains the number one spot in 7o!er $&& list" no! in its second year. 7o!er $&& ranks the most influential people in the industry by criteria such as spending po!er" personality" brand strength and contracts.,1./ YAccording to annual reports and >loomberg data" salaries for the highest paid e#ecutives at >ritains .& biggest companies rose +DT over the past year to a medium of -$"1 million. Unilever JK< Bit'9erald received a $%T increase in salary and bonus in 1&&&" !hile net income of the company fell +&T. Bit'9eralds total compensation !as -$"% million. ,1*/

More information about Bit'9erald can be found in Maga'ine Issue 0: Jorporate Man / Niall Bit'9erald ,:e has donated to building cooperation and peace in Northern Ireland" and has run the @ondon Marathon for charity... No! he is a corporate e#ecutive intent on ma#imising profits at any cost/ ,1%/ 2ntony (ur!mans Jhairman" Unilever NP and Pice Jhairman" Unilever 7@J 2since $0003 Nationality: =utch

Age: ,Member of the board of commissioners of the A>N AMM< >ank NP 2!hich made headlines last year because of their investments in >urma3 and member of the international advisory board of Allian' A9 2a global insurance company3. >urgmans is member of the KM(. :e also chaired a JK< 7anel at the ;orld ;ater Borum in March 1&&& 2the ;ater Borum has been !idely criticised for being an elitist gathering of high4positioned people talking about global !ater problems" in the absence of many vital stakeholders3. >urgmans is said to have a keen interest in =utch painters of the $+th and $Dth centuries and is chairman of the >redius Museum in (he :ague Clive (utler 2%*3 Jorporate =evelopment =irector 2since ?anuary 1&&$3 Jlive >utler is also non4e#ecutive director of @loyds (>A 9roup plc. Patric. Cescau 2%13 9lobal =ivision =irector: Boods 2since ?anuary 1&&$3 ;e.i 'adiseth 2%%3 9lobal =ivision =irector: :ome and 7ersonal Jare 2since ?anuary 1&&$3 (he former :industan @ever 2 Unilevers Indian ?e!el3 chairman =adiseth is also non4e#ecutive director of (he Indian :otels Jompany 2the largest hotel chain in India3. Mr. =adiseth is 2Bebruary ne!s" 1&&&3 a member of the National Jouncil and Jhairman of the Bast Moving Jonsumer 9oods Jommittee of the Jonfederation of Indian Industry 2JII3" a member of the K#ecutive Jommittee of the Bederation of Indian Jhambers of Jommerce 8 Industry 2BIJJI3" and a member of the Managing Jommittees of the >ombay Jhamber of Jommerce 8 Industry 2>JJI3 and the Associated Jhambers of Jommerce 8 Industry of India 2AAA<J:AM3. :e is also a =irector of the Indian Achool of >usiness 2IA>3" a management school being set up at :yderabad in affiliation !ith the ;harton and 5ellogg management schools" UAA.,1+/ 2ndr< van Heemstra 2%%3 7ersonnel director 2since May 1&&&3 %udy =ar.ham 2%*3 Binancial =irector 2since August 1&&&3

Regional .resi$ents
(he regional presidents are responsible for delivering business results in their respective regions. Megional presidents report to either the director of the Boods division or the director of the :ome and 7ersonal Jare division. Neil >eckerman =iego >evilacHua ?eff Braser (e# 9unning Malph 5ugler Anton @enstra :arish Man!ani Mobert 7olet ?ohn Mice Manfred Atach Jharles >. Atrauss Zetin V[ceulug Aimon Jlift Anthony Aimon

A$!isory /irectors
(he advisory directors are the principal e#ternal presence in Unilevers government. (he advisory directors comprise a maLority of the members of certain key committees of the board. (hey attend the key Huarterly meetings" committee meetings" conferences of the directors and the K#ecutive Jommittee" as !ell as meetings !ith the Jhairmen. Jharles M Ahoemate 2+$3 =irector JI9NA Jorporation 2an insurance company3" International 7aper Jompany and (e#aco Inc. Ahoemate !as president" chairman and JK< of >estfoods at the time of its acHuisition by Unilever @ord Aimon of :ighbury 2+$3 @ord Aimon" former Jhairman of >7" !as appointed Minister for Kuropean (rade and Jompetition by (ony >lair in May $00D. ;hen he !as appointed Minister he resigned from directorships at 9rand Metropolitan" =eutsche >ank" Mio (into \inc 2M(\3 and Allian' A9 :olding. :e put his shares in all these companies into a Eblind trustE" e#cept for >7" selling their shares for -1.1% million. :e !ent to Jambridge University. :e left the Jabinet in ?uly $000" frustrated !ith the slo! pace of >ritainEs advance to!ards a single Kuropean currency.,1D/ @ord >rittan !as not only an adviser to (ony >lair" he also became an adviser to Kuropean Jommission 7resident 7rodi. @ord Aimon !as vice president of the Kuropean Mound (able 2KM(3" a non4e#ecutive director of the >ank of Kngland" Mio (into and 9rand Metropolitan" and a member of the advisory boards of =eutsche >ank and Allian'. In addition" @ord Aimon is a member of the Advisory >oard of @K5 Jonsulting 2a leading international strategy firm that assists the !orldEs maLor companies in achieving superior returns for shareholders3" and a member of the Kuropean Advisory >oard of Morgan Atanley =ean ;itter 2a global financial services firm and a market leader in securities" asset management and credit services3. @ord @eon >rittan of Apennithorne 2+$3

Y@ord >rittan !as a Member of the Kuropean Jommission from $0G0 to $000" also serving as Pice 7resident. :e is also former Jhancellor of the K#cheHuer and Minister of (rade and Industry in the U5 2under (hatcher3 and can be labelled as a very important (hatcherite politician. Y >rittanEs career moves since he left >russels in Aeptember $000: @ord >rittan became Pice4Jhairman of the investment bank U>A ;arburg Lust three months after Huitting as (rade Jommissioner" and Loined the @ondon4based international la! consultancy :erbert Amith on $ ?anuary 1&&&" as part4time consultant on ;orld (rade <rganisation 2;(<3 issues. A fe! months later he !as appointed Advisory =irector at Unilever. Y <n D Bebruary 1&&$" he became Jhairman of the @<(IA Jommittee of International Binancial Aervices @ondon 2IBA@3" a lobby group representing the U5 financial industry. @ord >rittan is currently busy lobbying the Kuropean Jommission on talks over liberalisation of services in the ;(< 29A(A 1&&&3. ;hen I !as the KU Jommissioner responsible for trade negotiations I invited business leaders to become more involved. ,.../ No! that I am in the private sector myself" I am especially pleased to take on the Jhairmanship of the high4level @<(IA 9roup. - @ord >rittan of Apennithorne After taking up his position as Jhair of the @<(IA Jommittee" >rittan !rote that the business voice must make itself heard above the noise being generated from other sources threatening the ongoing health of the system. ;hile ackno!ledging that the more responsible and serious minded ,.../ non4 governmental organisations have staked a claim in the international debate on globalisation" the international institutions and the ;(< in particular" and saying that !e ,his corporate audience/ cannot afford to ignore them" he asserted that: ,!/hat !e have to do is to take the debate on and !in it. ,1G"10/ >ertrand Jollomb 2%G3 Jollomb is a member of the Allian' Aupervisory board" =irector of Jredit Jommercial de Brance 2JJB3" member of the >anHue de Brance advisory board" JK< of @afarge AA 2@afarge is a !orld leader in building materials3" and =irector of (otal Bina Klf. Jollomb is also a member of the Kuropean Mound (able 2KM(3" as !ell as member of several international business associations and councils. >ertrand Jollomb as been elected chairman for the Kuropean Union of the (ransatlantic >usiness =ialogue 2(A>=3 for the year 1&&& <scar BanLul 2%$3 BanLul is chairman of :idroelectrica del Jantabrico" one of ApainEs leading utilities !hich provides electricity and gas and also has ventures in cable (P and telecoms. In addition" he is a non4e#ecutive director of Kricsson AA" >anco >ilbao Pi'caya Argentaria >>PA. :e is also a member of the International Advisory >oard of Marsh 8 Mc@ennan and of the Jhubb Jorporation. :e !as the founder chairman and JK< of MK7A<@ 2an independent oil company3.,.&/ Jlaudio ]. 9on'ale' 2++3 Jlaudio ]. 9on'ales has been 7resident of the Me#ican Jouncil of >usinessmen 2JM:N3 and special adviser of the Me#ican 7resident. :e is chairman and JK< of 5imberly4Jlark de Me#ico" director of 5ellogg Jompany" director of 9eneral Klectric Jompany 2UAA3" >anco National de Me#ico and (elefonos de Me#ico. :ilmar 5opper 2+%3

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.oppe# is /i#ecto# an% 01O of the /eutsche 2ank an% /aimle#0h#ysle# A3. 4e is a %i#ecto# of 5e#o6 0o#p an% mem&e# of the Ak7o 8o&el 8V 2aye# A3 an% Sol"ay SA supe#"iso#y &oa#%s.
Aenator 9eorge ?. Mitchell 2+D3 Bormer member of the American Aenate 9eorge ?. Mitchell served as Jhairman of the peace negotiations in Northern Ireland in the mid4$00&s. :e is partner in the la!yers office Perner" @iipfert" >ernhard" Mc7herson and :and. Mitchell is a director of Bederal K#press Jorp." UNUM Insurance corp." ]ero# Jorp. and Ataples Inc. <nno Muding 2+$3 Bormer =utch Minister of Binances 2$0G14$00G3. Muding is president and vice4chairman of Jitibank. :e is also a director of Jorning Inc." 7echiney A.A. and M(@ 9roup" and member of the Mobeco 9roep advisory board. Brits Bentener van Plissingen 2+D3 Member" K#ecutive >oard A:P :oldings NP $0+D4$0D%" Jhairman $0D%4$0G* 2A:P :oldings NP is active in @79" Bood Non4Bood" Mecycling and Penture Japital3U Managing =irector" Blint :oldings NP since $0G*U Member" Aupervisory >oard" Amsterdam4Motterdam >ank $0D*4$00$" A>N AMM< >ank NP since $00$ and Ak'o Nobel NP since $0G*U (he Bamily Bentener van Plissingen is one of the !ealthiest families in the Netherlands. >aroness Jhalker of ;allasey 2%G3 (he only !oman holding a high position at Unilever. Ahe !as formerly U5 Minister of Atate for Boreign and Jommon!ealth Affairs and Minister for <verseas =evelopment 2under (hatcher3. (he >aroness is currently =irector of Breeplay Knergy @td 2manufacturer of battery4free technologies" self4 po!ered radios and torches3" @andell Mills 2@andell Mills provides !orld!ide research and consultancy services in the food" agribusiness" packaging and industrial sectors3 and =irector of Ashanti 9oldfields Jompany @td 2an African4based international gold mining and e#ploration group !ith seven producing mines in four African countries3. ;im =ik ;im =ik is currently a 7rofessor at the (echnical University in =elft" (he Netherlands. :e is e#pert on the subLect Management of IJ(4oriented organisations. 7rior to this" ;im =ik had a distinguished career in both the private and public sector. Brom $0+*4GG he !orked for Unilever" ultimately attaining the position of Jhairman of the >oard for UnileverEs =utch operations. =uring this period" he also served for 1 years 2$0G$413 as Minister for Boreign (rade in the =utch 9overnment. Brom $0GG to $00G" he !as Jhairman of the >oard and JK< of Moyal 7(( Nederland and" follo!ing the separation of post and telecoms in $00G" Jhairman of the >oard and JK< of 5oninkliLke 57N NP until March 1&&&. ;im =ik also holds the follo!ing positions 2by the date of $% ?anuary 1&&$3U Member of the >oard of =irectors of A>N AMM< >ankU 7resident of the Aupervisory >oard of Netherlands >oard of (ourismU Member of the >oard of =irectors of Jommercial 9eneral 8 Nor!ich UnionU Member of the >oard of =irectors of =rie Mollen :olding >PU Jhairman of the >oard of =irectors of :olland JasinoU Member of the Aupervisory >oard of Jarr^ (heatre" AmsterdamU Jhairman of the >oard of =irectors of Pan 9anse!inkel 9roupU Member of the >oard of =irectors (N( 7ost 9roupU Member of the >oard of =irectors of 9alileo International 9roup.

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JM9 plc" the Information and Jommunications (echnology 2IJ(3 group" has appointed 7rofessor ;im =ik to its 9roup >oard in the capacity of non4e#ecutive director as of $+ May 1&&$.,.$/

Senior Corporate Officers

Unilevers senior corporate officers are responsible for ensuring that board meetings and board committee meetings are supplied !ith the information they need. ?os ;esterburgen Atephen ;illiams ?effrey Allgrove ?ames =uck!orth ?an :aars

9ost of the info#mation a&out :nile"e#;s mem&e#s stems f#om the :nile"e# Annual <epo#t an%/o# the official :nile"e# we& site: www.unile"e#.com/unile"e#to%ay/companyst#uctu#e. 'he othe# sou#ces use% can &e foun% in the #efe#ence list at the &ottom of this %ocument.
b. Aubsidiaries Unilever operates numerous local companies. (he =irectory of Multinationals lists over .&& companies in D& different countries.,.1/ Be! international corporations have such a decentralised style. Unilever claims to have deep roots in many countries and depicts itself as a truly multi4local multinational. (he local operating companies are organised into ten regional groups 2!hich are either part of the global food division 4Unilever >estfoods Megions4 or part of the global :7J division3. A brief presentation of these regions 2to get a clearer picture of Unilevers global organisational structure3" !ill be follo!ed by an overvie! of * maLor subsidiaries !holly o!ned by Unilever 2because its too much !ork to list all the subsidiariesW3.

Home & Personal Care Regions

:ome 8 7ersonal Jare" North America :7JNA !as formed in $0DD by integrating @ever >rothers Jompany" Jhesebrough47onds and :elene Jurtis. :7JNA has maLor business and manufacturing facilities across the UA and Janada. :ome 8 7ersonal Jare" Kurope :7JK combines 1 businesses: @ever Baberge" operating in ;estern Kurope" and Unipath" operating on a global basis. :7JK has its :N in ;aterloo" near >russels" and operates in $+ Kuropean countries !ith $0 factories and D development laboratories. @atin America

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(he @atin America region has !ell4established operations in all main markets. :7J businesses throughout the region have leading shares in the laundry" personal !ash" hair" deodorant" skin and oral categories. Kast Asia 7acific Unilevers top selling brands in the region are =ove" Aunsilk" 7onds" Jlose4U7" <mo/7ersil" Me#ona" @yn#/A#e" Jornetto" @ipton Vello! @abel" Jontinental. Africa" Middle Kast 8 (urkey (op brands in the region are <mo" @ipton" 5norr" Moyco" @u#" Aurf" Aunlight" =inor" Jlose4up" 5ey and Aignal. Jentral Asia 8 Jhina Unilever established companies across Jentral Asia. (op selling brands in this highly populated region including @u#" ;heel" @ifebuoy" Aurf" Min" <mo" Bair8@ovely" Aunsilk" :a'eline" Jlose4up" \honghua and 7epsodent. In foods" @ipton" >rooke >ond and ;alls are the best selling brands. =iversey@ever =iversey@ever is the !orlds leading provider of cleaning and hygiene solutions. (he corporation has operations in more than +& countries and distribution links to another *&. =iversey@ever has its head office in Achiphol in the Netherlands and operates manufacturing facilities around the globe.

Unilever Bestfoods Regions

Unilever >estfoods" North America Unilever >estfoods" North America combines the @ipton and >estfoods business of both the United Atates and Janada. (he group provides consumers !ith a vast range of products in categories such as tea" salad dressings and margarine and spreads. Unilever >estfoods" North America is headHuartered in Kngle!ood Jliffs" Ne! ?ersey. Unilever >estfoods" Kurope Unilever >estfoods Kurope" headHuartered in Motterdam" stretches right across the continent incorporating countries from both !estern and eastern Kurope. Unilevers best4performing categories include Apread" Aavoury" =ressings and @eaf (ea. (op4selling brands in Kurope include @ipton" 5norr" >ertolli" Blora" >ecel" and Amore Maille. @atin America 8 Alim.fast !orld!ide (he @atin America region has recently invested in ne! food categories" particularly spreads" tea and tomato products. In addition" the region is no! also the international base for the AlimYBast nutritional product and healthy snack foods business" acHuired in May 1&&& Kast Asia 7acific (he KA7 region covers both :7J" and Bood >rands. KA7 has its regional office in Aingapore. (op4 selling brands include =ove" Aunsilk" 7onds" Jlose4U7" <mo/7ersil" Me#ona" @yn#/A#e" Jornetto" @ipton Vello! @abel" Jontinental. Africa" Middle Kast 8 (urkey (his region covers both :7J" and Bood >rands. (op4selling brands include <mo" @ipton" 5norr" Moyco" @u#" Aurf" Aunlight" =inor" Jlose4up" 5ey and Aignal. Jentral Asia 8 Jhina (he JAJ region covers both :7J" and Bood >rands. Unilever established companies across Jentral Asia. (op selling brands in this highly populated region including @u#" ;heel" @ifebuoy" Aurf" Min" <mo" Bair8@ovely" Aunsilk" :a'eline" Jlose4up" \honghua and 7epsodent. In foods" @ipton" >rooke >ond and ;alls are the best selling brands. Boodservice Boodservice is a global business concerned !ith food consumed outside the home 6 in hospitals" schools" at fast4food restaurants" in !ork canteens or even from vending machines.
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Ice Jream and Bro'en Boods (he global Ice Jream and Bro'en foods business stretches across Kurope" North America" @atin America and Asia. (he business is organised on the basis of the follo!ing organisation design principles: Y operating companies in specific countries interface !ith their local markets Y regional strategic business units are responsible for the strategic leadership of the ice cream category and channels in the region.

> =a?or #u*sidiaries/2 iliates, +holly o+ned *y Unilever (Covered (y Hoover's $nline) >en 8 ?erryEs :omemade" Inc. .& Jommunity =r. Aouth >urlington" P( &%*&.4+G1G 7hone: G&14G*+4$%&& Ba#: G&14G*+4$%%% http://!!!.benLerry.com Unilever bought >en8?errys for about -1&* million in April 1&&&. Unilevers main competitor Nestle !as also interested. >oth companies have declared ice4cream as a strategic and high4gro!th product category. Unilever and Nestle comfortably lead the ice4cream market !orld!ide and compete head4to4 head in many developed and emerging markets 2Ice Jream" the battle for leadership" April 1&&$3.,../ Jontroversy surrounded the Unilever take4over of >en8?errys" that !as considered a model ethical company. <f course" neither >en nor ?erry 2>en Johen and ?erry 9reenfield" the co4founders of >8?Es3 !anted to sell. >ut !hen your shares miss out on one of historyEs great bull market runs" shareholder pressure is bound to take its toll. >en 8 ?erryEs shareholders" frustrated by their socially conscious holdingEs 2a portion of pre4ta# profits go to charity3 generally disappointing recent share price performance" no doubt love the deal.,.*/ >estfoods D&& Aylvan Ave." International 7la'a Kngle!ood Jliffs" N? &D+.1400D+ Ne! Vork Jity 9uide 7hone: 1&$4G0*4*&&& Ba#: 1&$4G0*41$G+ http://!!!.bestfoods.com :industan @ever @imited :industan @ever :ouse" $+%/$++ >ackbay Meclamation Mumbai *&& &1&" India 7hone: X0$41141GD4&+11 Ba#: X0$41141GD4$0D& http://!!!.hll.com Alim4Bast Boods Jompany DDD A. Blagler =r." ;est (o!er" Ate. $*&& ;est 7alm >each" B@ ..*&$ 7hone: %+$4G..4001& Ba#: %+$4G1141GD+ http://!!!.slim4fast.com

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<n the follo!ing !eb site you can find some of Unilevers subsidiaries/divisions/affiliates" ordered by country: http://!!!.hoovers.com/co/capsule/&/&"1$+."*$G%&"&&.html

0nile!er presence in 01
Unilever has five of its offices based in @ondon 2including one of UnileverEs t!o corporate centres" and to t!o !orld4leading Unilever research centres3. :o!ever" far more of Unilevers subsidiaries are scattered around the U5. Unilever)s su*sidiaries in the U5: >irds Kye ;alls @tdU Unilever >estfoods U5U Unilever Josmetics InternationalU >en8?errysU =iversey@ever @tdU @ever Baberge @tdU @ipton Aoft =rinks @tdU Alim4BastU Unipath @tdU AunlightU Pan =en >ergh Boods @td ,.%/ 9o to ,http://!!!.unilever.co.uk/unileverintheuk/inde#.html/ for a full list of Unilever)s locations in the U5. 9o to ,http://!!!.unilever.co.uk/unileverintheuk/didyoukno!.html/ to find out all those little facts about Unilever)s products in the U5 youve al!ays !anted to kno!" such as: >irds Kye ;allEs makes enough burgers every year to stretch from @ondon to Mosco!" and it !ould take a barbecue the si'e of the Jity of @ondon to cook them all at once.

@.

-n luence

Unilevers roots go back to the latter half of the nineteenth century !hen the Industrial Age spa!ned !orking4class households !ith money to spend. Kntrepreneurs began to package products under brand names and promote them to millions of the ne! customers. It !as the da!n of modern advertising and merchandising. @ever !as one of the firsts to discover the efficacy of mass advertising. <bviously" the budget for marketing and advertising has gro!n dramatically ever since. Advertising has al!ays been a keystone of the business. ,K.g. Unilever >estfoods U5 spends almost -$&& million a year on advertisingU (he 79 (ips chimps family advertising campaign !as first screened at Jhristmas in $0%+. (he chimp adverts are no! the longest 4 running (P advertising campaign of any brand" having featured in over $&& commercials/.,.+/ Unilever even developed its o!n house agency" @intas 2@ever International Advertising Aervice3" !hich for many years ranked as one of the !orlds largest advertising agencies 2@intas is no longer part of Unilever3. Vou can imagine that Unilever e#erts tremendous influence through its ads" penetrating the lives of hundreds of million consumers every day. Its latest strategy to clinch even more customers 2especially !omen" the maLority of Unilevers customers3 to its brands involves the e#ploration of e4commerce. Unilever targets politicians as !ell" in order to influence" direct and shape policies. (he company takes an active stance" like all other multinationals !ith huge market po!er" aiming to create a more favorable business climate. (he finali'ing of the single Kuropean market 2and its e#tension to Kastern Kurope3 stems high on Unilevers agenda. Pia lobby groups such as the (K7 and the (A>= 2see belo!3 Unilever and other big corporations 2!hich are both the main driving forces behind the Kuropean Unification 7roLect as !ell as the main beneficiaries3 try to speed up the unification
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process. Another main priority for Unilever is enhancement of its grip on the food chain. (he promotion of 9M<s and large4scale" e#port4oriented agriculture fit in this proLect 2see belo!3. Unilever participates in various industry lobby groups" and undoubtedly has strong connections !ith many high ranking politicians. 7olitical lobbying has become more professional and institutionali'ed during the 0&s. It has been effectively subsumed into the much !ider area of reputation risk. Jorporate managers increasingly talk about corporate reputation management 6that is the big game everyone is no! playing. It involves not only the targeting of politicians" but of other groups as !ell 2employees" consumers" regulators" but most of all ethical or environmental pressure groups and N9<s3. Jompanies generally provide little information about !hat is actually being said and decided !ithin lobby groups" or claim it to be a4political. >ut they all kno! very !ell that their economic !eight enables them to substantially influence policy decision4making processes" be it informally or formally" indirectly or directly. Kconomic and political po!er al!ays come together. a. @obbying 9roups Unilever is a member of several influential lobby groups on the national" Kuropean" regional 2transatlantic3 and the global level" including: -n the U;" (ritish Cham*er o Commerce ((CC)" (he >JJ represents over $.%"&&& businesses" of all si'es in all sectors" from all over the U5" and describes itself as one of the U5s most po!erful business affinity groups. About its influence" the >JJ claims the follo!ing: at all levels" local" regional and national" the >ritish Jhambers of Jommerce provide a po!erful voice for business. <ur regular surveys" consultations and reports provide grassroots business opinion and have strong influence on governments ministers and officials" M7s" and other decision makers and opinion formers. (his is reflected by our high profile in all kinds of mediaU each year !e generate thousands of ne!spaper headlines" (P and radio intervie!s" often directly involving our member companies. >JJ !eb site: http://!!!.britishchambers.org.uk/ Con ederation o (ritish -ndustry (C(-)" (he J>I is the representative body for >ritish business as a !hole" and depicts itself as the U5s leading employers organisationU >ritains business voice. Its membership of 1%&"&&& firms employs about half the U5Es !orkforce. (he stated obLectives of the J>I are Ito uphold the market system and the profit motive that sustains it.I It !orks both proactively" in forming and pushing policies" and reactively" in trying to deflect government proposals. In fact fe! policies or bills are !ritten !ithout e#tensive consultation !ith the J>I. It has daily contact !ith every level of government" !ith civil servants" !ith Ministers 2including the 7M3" and once a bill reaches ;estminster !ith M7s. (he J>IEs chief economist is a member of the independent panel of Ai# ;ise 7ersons !hich advises the Jhancellor on the >udget. In addition" the J>I offers its members a voice on policy in Kurope and internationally. J>I !eb site: http://!!!.cbi.org.uk/ -nstitute o 'irectors (-o')" Membership of the Io= is individual 6 each member Loins the Io= in his or her capacity as a director. <ne of the Io=s obLectives is to make sure the vie!s of business leaders are taken into account !hen the government is revie!ing policy. ;ith over .D"&&& members the lo!est common denominator effect ensures that itEs far less influential than e.g. the >JJ. In fact its

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vie!s are more balanced than those of the J>I" as the Io= is an association of people each !ith an eHual say 4 the maLority come from small businesses 2!hereas the J>I is an association of businesses" some of !hich are larger and more influential3. ;hile the J>I is split on the issue of the single currency 2euro3" the Io= is opposed to it. Io=Es biggest recent success has been the $00% >udget cuts to both capital gains and inheritance ta#. http://!!!.iod.co.uk/ -n Aurope" Auropean %oundta*le o -ndustrialists (A%T)" (he KM(" founded in $0G." consists of some *% captains of industry from Kuropean multinational corporations !ith a significant manufacturing and technological presence !orld!ide. (he KM( !as formed !ith the e#press intention of reviving the KU unification process and shaping it to the preferences of Kuropean corporations. Unlike most other corporate lobby group in >russels" the KM( has never bothered to lobby on detailed legislation. Instead" it concentrates on painting the big picture" and filling the KUs agenda !ith si'eable ne! proLects. (he KM(s access to Kuropean commissioners is unchallenged" and it also enLoys privileged connections !ith members of the Kuropean 7arliament. In combination !ith long4standing linkages bet!een member companies and their national governments" this access to the >russels bureaucracy has been a critical element of the KM(s lobbying successes. Jompanies currently represented in the KM( include >ayer" >ritish 7etroleum" =aimlerJhrysler" Aiemens" Ahell" Menault" Kricsson" Biat" 7hilips" (otal and Unilever. KM( !ebsite: http://!!!.ert.be/ Auropean 2ssociation or (ioindustries (Auropa(io)" Pirtually the entire Kuropean biotechnology industry is united in Kuropa>io" !hich !as created in $00+. Kuropa>io is made up of some +&& companies" ranging from the largest bioindustry companies in Kurope 2including the Kuropean offices of UA companies like Monsanto3 to national biotech federations representing small and medium4si'ed enterprises. Member companies include all of the maLor Kuropean multinationals interested in biotechnology" e.g. >ayer" the =anone 9roup" Novartis" Monsanto Kurope" Nestle" Novo Nordisk 2fertili'er and pesticide company3" Mhone47oulenc" Aolvay 2an international chemical and pharmaceutical 9roup" headHuartered in >russels" >elgium3 and Unilever. Kuropa>io lobbies for a stronger role for biotechnology !ithin the KUs economy. 7rof. =r. Kduard Peltkamp" Aenior Pice 7resident >usiness Mesearch Boods" Unilever" is one of Kuropa>ios >oard Members. Kuropa>io !ebsite: http://!!!.europa4bio.be/ $n a re!ional/transatlantic level" Transatlantic (usiness 'ialo!ue (T2(')" (he (A>= arguably is one of the most far4reaching and influential international corporate4state alliances. (hrough the (A>=" KU and UA based corporations develop government policy recommendations" !hich the both governments in turn do their utmost to implement. In both ;ashington =J and >russels" the (A>=Es access to the political process is remarkably institutionalised. (he primary aim of the (A>= is to build an integrated transatlantic marketplace and to develop and steer KU4UA leadership in international trade negotiations such as !ithin the ;orld (rade <rganisation 2;(<3. (he (A>= has identified many trade barriers and

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brought them do!n" furthering transatlantic trade liberalisation" e.g. in the field of biotechnology. Monsanto and Unilever 2see section *3 led the (A>=s biotech initiative" intending that products approved once should be accepted on both sides of the Atlantic. (A>= !eb site: http://!!!.tabd.org/ $n a !lo*al level" (ilder*er! :roup 2an international elite forum3: (he >ilderberg group is one of the oldest and most impenetrable international groupings in !hich maLor corporations play a significant agenda4setting role. (he first >ilderberg gathering of politicians" military strategists" bankers" business leaders" academics" media" trade unionists and other opinion shapers took place in $0%* in the >ilderberg :otel in <osterbeek" the Netherlands. (his initial meeting !as paid for by Unilever and the UA Jentral Intelligence Agency 2JIA3. (oday" appro#imately $1& global elite from North America and !estern Kurope meet annually under the aegis of the >ilderberg 9roup. (here is no fi#ed membership" but a number of large corporations have taken part over the years" including >7" K##on" Bord" 9eneral Motors" I>M" Mio (into" Ahell and Unilever. (he >ilderberg agenda remains fi#ed upon current issues !ithin the neoliberal" free market discourse. It is !idely believed that the consensus reached !ithin this forum is a basis for international policy developments.,.D/ -nternational Cham*er o Commerce (-CC)" (he IJJ is the most effective global business organisation. <n its !ebsite the highly ambitious/pretentious IJJ introduces itself as being the only representative body that speaks !ith authority on behalf of enterprises from all sectors in every part of the !orld. (he IJJ is very clear about its tremendous decision4making po!er and declares: >ecause its member companies and associations are themselves engaged in international business" IJJ has unrivalled authority in making rules that govern the conduct of business across borders. Although these rules are voluntary" they are observed in countless thousands of transactions every day and have become part of the fabric of international trade. IJJ !as founded in $0$0. (oday it groups thousands of member companies and associations from over $.& countries. (he business organisation !as moderni'ed and relaunched in the mid4$00&s. It has succeeded in reproducing the privileged position established by corporate lobby groups !ithin the KU" the United Atates and ?apan on a global level. (he IJJ has long been a triumphant lobbyist for global economic deregulation in fora such as the ;(<" the 9G and the <KJ=. ;ithin a year of the creation of the United Nations" IJJ !as granted consultative status at the highest level !ith the UN and its speciali'ed agencies. (he IJJ is currently trying to increase its influence !ithin the UN. (he UN 6 undergoing an ideological transformation and eagerly embracing corporate groupings4 entered into different partnerships !ith the IJJ" resulting in several Loint proLects bet!een business and various UN agencies 2see belo!3.

=00 we&site: http://www.iccw&o.o#g/

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Unilever !as one of the *%& multinationals taking part in the :eneva (usiness 'ialo!ue" a meeting" taking place late Aeptember $00G" !hich marked the beginning of a gro!ing 2increasingly formalised3 relationship bet!een the UN and the IJJ. (he 9eneva >usiness =ialogue !as convened in order to bring together the heads of international companies and the leaders of international organisations" so that business e#perience and e#pertise is channelled into the decision4making process for the global economy 2according to IJJ 7resident :elmut Maucher" JK< Nestle3. (he dialogue bet!een the IJJ and the UN is an ongoing one" and includes regular meetings at the highest level. And !hile the IJJ appears to have consolidated its hold on the UNs activities in the economic realm" another global lobby coalition has long been an active partner in the UNs !ork on environment and development. (he 4orld (usiness Council or #ustaina*le 'evelopment (4(C#')" !hich describes itself as the pre4eminent business voice on sustainable development !as the first corporate lobby group to force an institutionalised partnership !ith the UN.,.G/ Unilever is one of the $%& multinationals taking part in the ;>JA=. 7ractical cooperation bet!een business and UN agencies like the UN Jonference on (rade and =evelopment 2UNJ(A=3 and the UN =evelopment 7rogramme 2UN=73 is also becoming routine. ;>=A= !eb site: http://!!!.!bcsd.ch/

'he :8-p#i"ate secto# sei7e% momentum on 2> ?uly 2000 when the 2lo3al Co-pact -&asically a set of p#inciples on the en"i#onment human #ights an% la&ou# #ights which multinationals ag#ee% to act on- was launche%. =n the wo#%s of :nile"e#@s chai#man Fit73e#al%: A'he :8 3lo&al 0ompact is a sym&ol of lea%e#ship in a comple6 wo#l% an% of the potential fo# mutual un%e#stan%ing as we ente# a new centu#y. =t p#o"i%es a fo#wa#%-looking fo#um in which the :nite% 8ations companies an% ci"il society o#ganisations can come togethe# in open an% t#anspa#ent %ialogue. =t offe#s the oppo#tunity to %iscuss p#actical ways of wo#king togethe# to c#eate a mo#e p#ospe#ous an% sustaina&le wo#l%.@ Othe#s pe#cei"e the 3lo&al 0ompact in a totally %iffe#ent way an% consi%e# the 3lo&al 0ompact as the ultimate g#eenwash oppo#tunity fo# co#po#ations !o# call it &luewash #efe##ing to the colou# of the :8 flag$. O&"iously it is "e#y &eneficial fo# co#po#ations to ha"e thei# name associate% with the :8 an% make use of the 0ompact logo.
9lobal Jompact !eb site: !!!.unglobalcompact.org/ ;anting to take advantage of the UNs receptive stance to!ards the private sector" lobby groups such as the -nternational (ioindustry Forum (-(F) increasingly target the UN. (he I>B" an umbrella group of national and regional associations such as Kuropa>io" >I<" >I<(KJanada" and the ?apan >ioindustry Association" is concerned by the gro!ing culture of regulation resulting from !idespread public concern and the backlash against biotechnology" particularly 9M food products. >y bringing the !orldEs most po!erful and influential biotech companies" such as Unilever" Monsanto" Nestl^" Novartis" 7fi'er" and =u7ont together" the I>B lobbies to prevent the adoption of potentially industry unfriendly agreements in the UN" and to transform the UN and its agencies into promoters of biotechnology.

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Jritics have recently hit the ne!ly released :uman =evelopment Meport 21&&$3 of the United ,ations 'evelopment Pro!ramme (U,'P) for blind biotech bias" stressing the report presents as facts the unsubstantiated promises of the genetic engineering 29K3 industry !hile dismissing the environmental risks and ignoring the real challenges of agriculture in developing countries. Parious civil society organisations strongly disagree !ith the main messages contained in the UN=7 :uman =evelopment Meport 1&&$. (he report taken in its entirety forms an unabashed pat on the back for the hi4tech band!agon on !hich a minority of po!erful elites are galloping to even greater riches" even more po!er. (he verdict of the report is clear: the hi4tech !orld of information technology and biotechnology is the saviour of millions of poor" starving" desperate people in the IdevelopingI countries.,.0"*&/ Most of the information about the aforementioned lobby groups stems from their official !eb sites. Another important source is the follo!ing: >elen >alanya_,et al./ 21&&&3 EKurope Inc." regional89lobal Mestructuring and the Mise of Jorporate 7o!erE" 7luto 7ress" @ondon. <ther sources used can be found in the reference list at the bottom of this document. b. Influencing research and education Unilever claims to have spent $.1bn euros ,-D%+"* million/ on research 8 development in 1&&&" some 1.%T of the companys turnover. >ut on !hat kind of research and !ith !hat intentionsC Is research being conducted in the public interest" or is it being conducted solely to meet the companies profit driven endsC Unilever sponsors many proLects in the field of education and science 2see belo!3. (he dangers involved in this are" amongst others" the loss of the independent nature of education and science 2or !hat is left of this independence3" shrinking academic freedom and a blurring of the line bet!een public and private interests. K.g. corporations often define education as a function of the labour market 2in order to create appropriate future employees !ho fit in !ell in corporate structures3 instead of a means to 2strengthen3 personal development. In addition" corporations consider schools as fertile ground to target 2and createW3 young consumers.

Connections with schools and universities, a few examples: 0nile!er targets chil$ren
Unilever developed teaching materials for schoolchildren. @ittle books" titled =irty and Jlean" should educate children on hygiene. (he message is you can become dirty" as long as you !ill become clean againW 9lori# 2a Unilever brand3 is the messenger" but 2as Unilever reassures the !orried reader !ho might think the book is meant as an advertisementW3 use of the brand !ill be reduced to a minimum. (he books are being used in .%T of all primary schools in the Netherlands.,*$/ Unilever supports the 1U,AP/U,A#C$ Partnership on Bouth and 6i e #tyles" The Bouth and #ustaina*le Consumption %esearch Pro?ect) (his UNK7/UNKAJ< program aims at developing and promoting the adoption of sustainable consumption patterns among youth.,*1/ Bor us" the most important thing is to make young and less4 young consumers a!are of the po!er of their choices on companies behaviour and of their right to ask corporations for more sustainable products" says Isabella Marras" an associate program officer of UNK7s =ivision of (echnology" Industry and Kconomics.,*./ (he involvement of Unilever in this

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proLect is very dubious" if not appalling" since Unilever aggressively promotes consumerism" preferably amongst children 2see section four3.

4he 0nile!er 5elson "an$ela Scholarships

Brom $00G Unilever has provided scholarships 2enabling Aouth African students to undertake postgraduate study in the U53 to encourage leadership development among previously disadvantaged Aouth Africans. Unilever has committed more than -..$ million to this proLect and !ill a!ard up to ten scholarships each year until 1&&G.,**/

0nile!er-Ca-3ri$ge 0ni!ersity .artnership for Science

<ne of the !orldEs leading scientists" 7rofessor Mobert 9len" is to head a ne! research centre being created through a partnership bet!een Unilever and the University of Jambridge in the U5. 7rofessor 9len" the co4inventor of the anti4migraine drug \omig 2(M3 has taken up the post of Unilever 7rofessor of Molecular Acience Informatics at Jambridge UniversityEs =epartment of Jhemistry. Jommenting on his appointment" 7rofessor 9len said: (his is the most e#citing opportunity of its kind any!here in the !orld 4 a real chance to shape the !ay that scientific research !ill be conducted in the future. :e added that the !ay ahead for leading universities lies in Loint ventures !ith businesses. Academia and business need to !ork together more closely to bring benefits for everyone around the !orld. Acientists are no longer divorced from business" nor should they be" and businesses need cutting4edge science to survive in our fast changing !orld.,*%/ >ut there is another !ay" pointed out earlier" to look at this. (raditionally" universities have been reservoirs of independent thinking !here tenured faculty had the academic freedom to analyse and interpret science and its implications for society !ithout pressure from financially interested parties. >ut as funding ties bet!een private industry and universities gro!" the pool of independent research is shrinking. 5aren Jharman 2source: Sierra" ?uly/August 1&&$3 e#amines the gro!ing sense of intimidation felt by academic critics of the biotechnology industry in particular.,*+/ Unilever sponsored Pro essor 'r. %ol (ir. (C1) to hold a special chair in the field of international entrepreneurial la! at the @a! Baculty of @eiden University" (he Netherlands. >irk !ill conduct research on entrepreneurial practices transcending borders. :is research is supposed to amongst others" support the creation of a Kuropean (rading 7artnership.,*D/ Unilever has sponsored ,i!erian academics to attend a symposium at the Unilever Jambridge Jentre for Molecular Informatics. (he t!o professors !ill be attending !ith other top academics from around the !orld in the field of informatics.,*D/

Support for biotech research

Unilever played its part in the >ig >iotech 7roLect of secretly flooding the food supply chain !ith 9M<s. ,Unilever !as the first multinational company that started using genetically modified 29M3 products. (heir I>eanfeastI range 2!hich is no! being sold3 contained 9M soya. A tiny asterisk attached to the ingredient list !as the only mark to !arn consumers./ Atakeholders in biotechnology
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tried to slip genetically engineered food into the food supply" hoping people !ouldnt notice or obLect" until the point of no return. (his strategy has been Huite successful. ;ithin Lust a fe! years 9M<s found their !ay to supermarket shelves on a massive scale. No proper public debate and no assessment of public support for 9M<s preceded the influ# of 9M<s in the food supply. (here !as no proper regulation in place to protect the health of humans and the environment" and to protect the interests of farmers and consumers. >ut even after public opposition to 9M<s had gro!n" Unilever kept using 9M<s in its food products. No! that the company cannot possibly ignore consumer resistance any longer" Unilever is taking a country to country position on 9M<s. ;e !ill continue to respond to demands in our different local markets to provide products that meet consumers e#pressed needs. (his is !hy some of our companies have removed ingredients derived from 9M plants from their products. Unilever is a maLor advocate of biotechnology 2the company became the first maLor manufacturer to put its !eight behind the controversial area of genetically modified foods3" and claims to support independent research in this field. Its obviously very convenient for all big corporations dealing !ith food processing to purchase standardised" uniform" easy4to4process products !ith long shelf lives. (he application of biotechnology in agriculture is a very helpful tool in meeting this end. In addition" Unilever hopes to boost its profits by producing so4called functional food products 6 foodstuffs !ith enhanced nutritional value and/or health benefits. A special team !ithin Unilever is concentrating on a ma#imisation of the opportunities provided by functional food products" !ithin all brands and categories. Niall Bit'9erald" !riting in Financial Times" stressed the necessity of state guidance of public opinion if >ritain !ants to take advantage of the tremendous opportunities offered by biosciences. >asically" Bit'9erald believes that science !ill eventually convince 2ignorant3 people of the benefits of biotechnology.,*G/ In addition" regulation is considered a very important instrument to regain and boost public trust in 9M<s. ,Assuming that the lack of public support for 9M<s in Kurope is mainly caused by lack of proper regulation/ Bit'9erald has this future ambition of changing the character of foods and personal care products through genomics" in order to make these products suit the needs of every single individual. Apeaking at the opening of a -$& million >iosciences @aboratory at Unilevers research establishment in Aharnbrook" >edfordshire" Bit'9erald said: Ultimately" the complete picture of the genome !ill allo! us to offer people life4enhancing functional foods and personal care products through their entire lifetime.i Isnt this an e#citing prospectW,*0"%&/ Aee also: Jorporate ;atch briefing on functional foods 29K briefings" at: http://!!!.corporate!atch.org.uk/publications/list.html3.!ood or =onsanto's health.)), at" http"//+++.corporate+atch.or!.u./pu*lications/list.html In the U5" Unilever Mesearch is one of the corporate sponsors of A%(- 44Net!orking in Jambridge and the Kast of Kngland bio4community. KM>I Mission statement" <ur role is to enhance the gro!th and development of biotechnology in the Kast of Kngland" thereby asserting the region as a !orld reno!ned centre of e#cellence. >iotechnology is a key kno!ledge4based industry and the Kast of Kngland 2Ksse#" Norfolk" Auffolk" >edfordshire" :ertfordshire and Jambridgeshire3 has the highest concentration of bio4business activity in Kurope.,%$/ <n a global level" Unilever participates in the -nternational (io-ndustry Forum (-(F). ,Aee section three above/

11

c. @inks !ith the U5 government YNiall Bit'9erald has !arned (ony >lair that if he continues to delay a decision on the euro their could be serious repercussions for business investment in the U5. Unilever is a maLor advocate of the single Kuropean currency. Bit'9erald e#plains: the single market !ill only be properly completed !hen it is governed by a single currency. (hat gives you the ultimate transparency that you need. Y @ord >rittan of Apennithorne !as appointed advisory director to Unilever in May 1&&&. @ord >rittan !as a Member of the Kuropean Jommission from $0G0 to $000" also serving as Pice 7resident. =uring the negotiation of the Maastricht (reaty in the $00&4$00$ Intergovernmental Jonference" @eon >rittan !as Jompetition commissioner. At a later stage he became (rade Jommissioner and !as completely devoted to the commissions free trade crusade" !orking in close harmony !ith UNIJK 2the Kuropean employers organisation3 and other industrial lobby groups. Although @eon >rittan is officially no longer part of the Kuropean Jommission" his strong ties !ith >russels must be very convenient for Unilever. Y Unilever !as part of the committee on medical aspects of food and nutritional policy $00041&&&" an advisory committee part of the U5 =epartment of :ealth. Y Unilever co4operates !ith the U5 government to promote the use of biotechnology/9M<s in agriculture/food through various advisory groups and institutes" including the -nstitute o Food %esearch (-F%) and the 'epartment or Anvironment, Food and %ural 2 airs ('AF%2): (he IBM is an U5 centre for research of international Huality" a company limited by guarantee" !ith charitable status" sponsored by the (iotechnolo!y and (iolo!ical #ciences %esearch Council 2>>AMJ3. IBM has e#tensive contacts !ith universities and research institutes in the U5 and overseas. (he IBM >usiness =evelopment Aection directs its efforts to!ards identifying !here the scientific e#pertise of the IBM can bring the greatest added value to our industrial partners. IBM has a broad customer base that includes U5 government departments" Kuropean Jommission" research councils" industry and consumer groups. Its fully o!ned subsidiary" IBM Knterprise" undertakes research involving industrial support" commercialises IBM innovations and has launched the Bood and :ealth Net!ork. Y (he Food and Health ,et+or. bridges the gap bet!een fundamental food4related research and the needs of the food and drink industry and aims to improve industrial competitiveness. (he Bood and :ealth Net!ork represents one of IBMs commitments to technology transfer in the support of U5 and Kuropean food and drink industry" said Ian @ester" :ead of >usiness =evelopment at IBM. ;eb site: http://!!!.ifrn.bbsrc.ac.uk/ (he =epartment for Knvironment" Bood and Mural Affairs 2=KBMA3 depicts itself as a sponsor department for the U5 food and drink manufacturing and retailing industries. =KBMA underscores the need to secure competitive improvement and !orks closely !ith individual sectors and key businesses to foster and promote greater competitiveness and to remove obstacles to gro!th. (he Food Chain

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:roup is part of =KBMA. (he pro4biotech Bood Jhain 9roup !as set up in $000 in order to help make the governments science funding relevant to our colleagues in food chain companies. ;eb site: !!!.defra.gov.uk/foodrin/fdchain/fdchain.htm YIn the aftermath of the foot and mouth disease outbreak of 1&&$" the U5 government launched 2August 1&&$3 the 7olicy Jommission on the Buture of Barming and Bood" an independent policy commission looking at the future of the farming and food industries in Kngland. Its terms of reference are: (o advise the 9overnment on ho! !e can create a sustainable" competitive and diverse farming and food sector !hich contributes to a thriving and sustainable rural economy" advances environmental" economic" health and animal !elfare goals" and is consistent !ith the 9overnments aims for Jommon Agricultural 7olicy 2JA73 reform" enlargement of the KU and increased trade liberalisation. Members of the commission include Air 7eter =avis" Jhairman AainsburyEs plc and Iain Berguson" Aenior Pice47resident Unilever plc.,%1/ :omepage: http://!!!.cabinet4office.gov.uk/farming/inde#.htm Y Unilever" like all other big multinationals !ith firm roots in >ritain" seeks to profit from the ne! business opportunities opened up by the governments Private Finance -nitiative. (he initiative" started by the Jonservatives and developed by @abour" has become the means by !hich many" even most" of infrastructure proLects in >ritain are no! built. d. 7M companies Unilever has its o!n advertising and 7M teams. Kvery year they bring home prestigious international a!ards: proof that our advertising is effective. Unilever !as 2and might still be3 one of Ahand!icks clients. (he bible of the 7M industry" <=!yers 7M Aervices Meport" lists Ahand!ick as the fourth largest 7M firm in the !orld !ith total $00G net fees of more than )$D& million ,-$$+". million/. 2(he three largest firms are >urson4Marsteller" :ill 8 5no!lton and 7orter Novelli.3 Ahand!ick also counts (ony >lairs @abour 7arty among its clients.,%./ >. Corporate Crimes

Promotin! consumerism Unilever spends a lot of energy and money on marketing and commercialisation of consumer products all over the !orld , 7aint the ;orld Vello! 6 the @ipton marketing campaign !hich provide everything !ith the @ipton @ogo" from surfboards to Jhevrolets`!as a tremendous success" according to Unilever. It created a much bigger @ipton @ogo a!areness amongst consumers./ Aince the Northern consumer market is saturated 2so not much room left for e#pansion of market shares3 Unilever aims at ma#imising the processing of food" !hich means adding value to improve products and then charge more for these products. Unilever changes the product only slightly 2e.g. stra!berry toothpaste3" or Lust changes the visual language in order to sell e#actly the same product. Naturally this process involves heavy advertising. Many of the improved products are basically useless" and there is no demand for them 2the demand is being manufactured by the multinationals themselves3. In short"

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Unilever tries to bring as many products as possible to the market !ithout asking itself the Huestion is there a real need for the products !e produceC Aince the maLority of people in the Aouth still go hungry every day" there is much more room for gro!th in these countries. If the income of the poor rises" there is a big change they !ill spend the money on food products. Unilever is in a uniHue position to e#ploit this. (hey have e#panded market share in the Aouth" and in Jentral and Kastern Kurope through heavy advertising and the introduction of ne! products. 7roducts from the !est 2like cigarettes" !atches3 are often very popular in the Aouth" because of their supposed high Huality and because they can be associated !ith lu#urious" !estern lifestyles 2see also the paragraphs on using consumerism to eradicate poverty3. Blooding the !orld !ith ever more 2useless3 products is a pretty immoral sales strategy. <nly think of the ecological costs that come along !ith it 2processing of products" packaging" !aste processing" transport" etc. all involve high ecological costs3. If people in the Aouth start consuming the same amount of products and services as people in the North" the natural environment !ill definitely not survive. (he only real and sustainable solution to environmental problems is less production and less consumption. Unilever and other multinationals are main actors being responsible for the ongoing trend in the opposite directionWW >esides" heavy advertising generates psychological effects like feelings of inadeHuacy" disorientation" mood disorders" and cynicism. In effect" advertising involves tremendous non4value added costs" in other !ords" a tremendous !aste of resources.

"islea$ing -arketing
Mebranding the same or slightly changed products for sale can legitimately be labeled misleading" like!ise the introduction of ne! products that supposedly improve the daily lives of consumers 2 you will feel better starting the day with3 or strengthen their self4image 2 you are worth it arent you!3. (he U5 Advertising Atandards Authority 2AAA3 has recently accused Unilever for false advertising. (he AAA ruled that Unilever misled >ritish consumers in the !ay the company presented the health benefits of its cholesterol4lo!ering margarine" Blora pro4activ. According to AAA" Unilevers Pan den >ergh Boods unit overstated the benefits of Blora pro4activ in one press advert that claimed it could reduce @=@ cholesterol by $& to $% percent. After the AAA ruling" Unilever agreed to make the reHuired changes and not advertise in the same !ay again.,%*/ ,Aanctions against advertisers !ho break codes of practice in >ritain are ineffective. (he AAA has no statutory po!ers. It can report persistent offenders to the <ffice of Bair (rading" but it is reluctant to use this deterrent 2Monbiot" 1&&$3/

"arket $o-ination
Multinational corporations evidently have tremendous market po!er. (hey can decide !hat products are to be manufactured" !hat crops are to be gro!n" and above all" they can dictate prices. @ocal businesses and Lobs are destroyed along the !ay" because that is the la! of the Lungle. Bor e#ample" take tea. Unilever is the !orlds largest tea company" and o!ns $G"&&& hectares of plantations in 5enya" (an'ania and India. It controls 1&T of the market 2most likely these $000 figures have

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changed3" through its o!nership of the >rands @iptons and >rooke >onds. JonseHuently" it has maLor po!er over the tea price. In the mid G&s" !hen the Indian tea price started to rise" Unilever and other corporations acted to bring it do!n by temporarily boycotting Indian tea. ;hen the Indian government tried to set a minimum e#port price" the multinationals collectively !ithdre! from the market" forcing the government to retreat" and slash the price. Corporate Control of Agriculture -the case of the Netherlands(!o or three suppliers are controlling nearly all sectors in agriculture. (ake for e#ample the dairy sector" !hich is being dominated by Briesland Joberco and Jampina Melkunie. <r take the pig sector" !hich is being controlled by Numico and =umeco. (hese companies supply the farmers !ith the animals 2in this case" the pigs3 provide the animal feed" and finally" they slaughter and process the pigs 6 in the meantime the farmer temporarily looks after them. (he arable sector is structured along the same lines. 7otatoes" cauliflo!er" onions" carrots: t!o" at most three" companies supply the seeds and bring the crops to the retailers. (!o big supermarket chains 6Ahold and @aurus" are controlling the retail business. :o!ever" food corporation Unilever is positioned at the top of the pyramid. "eference# $olkskrant %aga&ine '()*()+**' Procter&:am*le and Unilever reach a!reement ;hile creating the image of tough competition" big corporations often cooperate in order to divide markets among themselves. Unilever and 7rocter89amble 27893 have recently 2+ Aeptember 1&&$3 reached an agreement to settle all issues related to disclosure of competitive business information. (erms of the agreement !ere not disclosed ,ho! surprisingW/. 789 chairman ?ohn K. 7epper said" ;e believe the agreement protects both 789s and Unilevers business interests. ,!hat about the consumers interestsC/ 7epper continues: (his agreement ,_/ !ill not inhibit fair and vigorous competition in the marketplace.,%%/ ,!ith multinational corporations dominating the marketplace in many" if not all sectors of the economy" one cannot speak of fair competition/. Pushin! the neoli*eral a!enda and spreadin! alse in ormation @ike all big multinationals" Unilever is a maLor advocate of economic liberalisation and privatisationU processes that !ill enable multinationals to take ever more advantage of business opportunities !orld!ide. Mecently" at a meeting of the Kconomic Jlub of ;ashington =J" Unilever chairman Niall Bit'9erald called upon his fello! JK<s to dra! together in support of a ne! round of global trade negotiations. Aince the ;(< debacle in Aeattle 2Aeptember $0003" official trade negotiations have held back. Bit'9erald describes the gro!ing resistance against the ;(< and free4trade as an emotional backlash of passionate naysayers against globalisation" ignoring the strong resistance and fact4 based/sound arguments coming from many developing countries" N9<s" activist groups" scientists and !ell4informed people in general. Bit'9erald ackno!ledges that these people have legitimate concerns" but he thinks providing these people !ith the right information !ill take their concerns a!ay. (he bottom line is" according to Bit'9erald" that free4trade !ill benefit all" including the billions of people struggling to improve their lives. Bit'9erald is eager to get a ne! trade round going 6and make it a success" so that !e can ensure that increased global prosperity benefits all of us" and contributes to the opportunity for billion of ordinary people to live !ith dignity and aspire to their highest goals.,%+/

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+,ploiting -relati!ely cheap- resources in the 4hir$ 6orl$

,-nternational by design we ha.e deep roots in many countries) /y the .ery nature of our business we are an integral part of the societies in which we operate) 0ocal companies are predominately run by local people in tune with their communities and who understand their needs and .alues - a truly multilocal multinational) Unilever Atatement Unilever has strong ties to the (hird ;orld thanks to the operation of plantations and the agricultural e#periments it has carried out on the behest of" or in co4operation !ith" national governments. Unilevers (hird ;orld operations often have higher profit margins than its Kuropean and North American operations" not surprisingly of course" since capital4rich multinationals can easily enforce access to cheap ra! materials" land and lo!4paid !orkers in the Aouth. Many of Unilevers consumer products originate in the Aouth" e.g. tea 2see paragraph on market domination3. Multinational corporations usually take the maLor part of the profit4cake" and leave the crumbs for the small producers/farmers in the (hird ;orld. It is of course the latter that are providing the real core value of a product 2although in this age of commercialisation and commodification off all things" including ideas and images" brands are increasingly being considered as the core value of a product3. Again" lets take tea as an e#ample 2see also the paragraphs on market domination3. Almost all tea is gro!n on plantations" !here !orkers 2mainly !omen3 are dependent on the plantation for Lobs and completely po!erless to improve their situation. ;ages are generally e#tremely lo! and living conditions appalling. Mean!hile companies" like Unilever" !hich do the blending" packaging and marketing of the tea 2in the consumer countries3 cream off .&4%&T of the retail price. Its obviously very convenient for Unilever to be involved in the entire process that results in a consumer product" in other !ords" to vertically control the food chain. Unilever and other food corporations control virtually every step of the food production and distribution system" at the cost of food security and agricultural diversity in various countries. Multinationals like Unilever direct and shape agricultural and economic systems to their o!n profit driven needs 2see paragraphs on unsustainable agriculture3.

Africa
(he Unilever companies originally moved into overseas territories for t!o reasons: (hey !anted to sell their products every!here and they !anted to secure ra! material bases. :o!ever" once a unit !as established some!here" it tended to be interested in all manner of businesses. A prime e#ample !as the fabled United 2 rica Company 2UAJ3" !hich ;illiam :esketh @ever began building in $0$& !hen he bought ;. >. Maclver" a @iverpool trading company operating in Nigeria. In the ne#t nineteen years trading company after trading company in ;est Africa fell into the hands of @ever >rothers" culminating on March ." $010" nine months before the merger !ith the Margarine Union" in the amalgamation of the @ever4controlled Niger Jompany !ith the African and Kastern (rade Jorporation. (he formation of the ne! @ever subsidiary" United Africa Jompany" !as announced from the Aavoy :otel in @ondon. Aubsumed in UAJ !ere activities of more than a do'en trading companies" most of them of >ritish origin" one of !hose histories !ent back three hundred years to its days as a slave trader. UAJ !as basically a merchant business that acted as a !holesaler" retailer" manufacturer" e#porter" importer" banker. Vou name it" and UAJ did it. (he companyEs basic role !as to e#port the crops of African farmers and import manufactured goods from Kurope. ;hen UAJ !as formed" it controlled +& percent of the e#ports of palm oil" *% percent of palm kernel" +& percent of peanuts" and %& percent of cocoa from the four >ritish colonies of ;est Africa 4Nigeria" 9old Joast 2no! 9hana3" 9ambia" and

1D

Aierra @eone. In addition" UAJ had e#tensive operations in other African countries" including the >elgian Jongo" Jameroon" and the Ivory Joast. In all" it had one thousand locations on the African continent. Bor the ne#t t!enty years" from $010 to $0*0" UnileverEs UAJ !as unHuestionably the largest and most important company operating on the African continent. Nor !as its contribution to Unilever insignificant. In the years immediately follo!ing ;orld ;ar II" UAJ accounted for one fifth of UnileverEs turnover and" if the contribution of the plantations !as added" bet!een one third to one half of the profits. Independence movements s!ept >ritain" Brance" >elgium" and 7ortugal out of Africa in the post4 ;orld ;ar II years but not Unilever. As nationalist consciousness gre! in Africa" criticism of the company focused on both UAJs dominant position in domestic African economies and on its rate of profit and the easy remittance of those profits overseas to its Anglo4=utch parent. 9radually" African governments/commercial classes took bigger stakes in UAJ. Unilever found its companies nationali'ed in more than a do'en countries ,E(his nationali'ation"E the company once noted" Emay be !ith full compensation" as in IraHU !ith deferred compensation" as in >urmaU or !ith partial" differed compensation" as in KgyptU or anything in bet!een.E/ Its role has changed. It no longer controls the marketing of ;est African crops. And it has been forced to sell manufacturing units to governments" including a maLority interest in its biggest subsidiary" United Africa Jompany of Nigeria. In $0D." to adLust to these changing political conditions" Unilever changed the name of United Africa Jompany to UAJ International and changed its charter as !ell. If it had its !ay" Unilever !ould o!n $&& percent of its overseas subsidiaries. >ut as a seasoned sailor in international !aters" it kno!s ho! and !hen to tack to the !inds of change.,%D/ (o conclude" UAJ played a key role in developing commodity4based" e#port economies !hich many African countries are grappling !ith today and Unilever" !hatever name it uses" remains positioned to direct and shape the markets to its o!n advantage 2see for a full story on Unilever and UAJ: Multinational Monitor" issue 0" $00G3.

Central an$ +astern +urope %C++*

Unilever and 7rocter 8 9amble are !estern companies that have profited from the collapse of Jentral and Kastern Kuropean communist regimes and the conseHuent opening4up of their economies. (he food corporations took advantage of the uneHual playing field in Kurope. (hey have basically divided the JKK market for personal care products bet!een them" shutting do!n national companies in the process. Jentral and Kastern Kurope provide multinationals !ith an enormous supply high4skilled" lo!4!age !orkers and some $%& million consumers. In KM( Aecretary49eneral Michardsons vie!: It is as !e have discovered a ne! Aouth4east Asia on our doorstep. Multinationals are eager to incorporate JKK into the KU and see the KU enlargement become a fact. (hey see this as a !in4!in situation for both Kastern and ;estern Kurope. :o!ever" dependency on foreign investments has already had negative impacts on employment and environment in JKK societies.,%G/ In :ungary" for instance" multinationals currently account for up to .&T of 9=7. @ocal companies throughout the region struggle 6often unsuccessfully4 to compete !ith large corporations" !hich benefit from enormous advantage of scale" access to cheaper capital" superior technology and massive advertising budgets. (hat multinationals are able to produce greater Huantities at less e#pense and !ith fe!er employees gives them a distinct advantage" but creates the legacy of increased unemployment. ,%0/ >y $001" significant sectors of the :ungarian economy" including bre!ing" cement" glass" bread" vegetable oil" sugar confectionery" paper and refrigerators !ere in the hands of foreign multinational corporations. In $00$" nine of the largest ten privatisations !ent to ;estern multinational corporations.

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Kighty4five percent of privati'ation proceeds came from foreign investors. Multinationals including Klectrolu#" Unilever" and 9eneral Klectric have plucked attractive state enterprises.,+&/

.ro-oting unsustaina3le agriculture

Jorporations control virtually every step of the food production and distribution system" !hich is riddled !ith ecologically unsustainable practices. K.g." Lust 1& chemical companies account for the sales of over 0& percent of all the !orlds pesticides. (hese agricultural chemicals are responsible for tens of thousands of deaths" and at least a million more farm !orker poisonings every year. 9lobal giants such as 7hillip Morris" United Bruit" 7epsico" Jargill" Unilever and Nestle oversee vast portions of international agricultural production and trade. In fact" multinationals either directly or indirectly command G& percent of the land around the !orld that is cultivated for e#port crops such as bananas" tobacco and cotton. Auch agro4e#port IdevelopmentI patterns regularly displace farmers producing food for local consumption" pushing them into situations !here they must overe#ploit the environment to survive. Unilever claims to be among the !orlds largest users of agricultural ra! materials" such as tea" vegetables and vegetable oils. It thus has a huge impact on the shaping of global agriculture. Unilever claims to be open to different alternatives 2all agricultural systems have something to offer and !e !ant to find out !hat !orks best under differing circumstances3" but the company believes it is the market mechanisms that !ill decide !hat system !orks best. <ur belief is that market mechanisms stimulate performance improvement and efficiency along the supply chain and raise Huality standards to meet consumer needs and e#pectations. Ultimately" !e !ant the market to !ork for sustainable development and to encourage fully sustainable agricultural systems" says ?eroen >orde!iLk" Jhairman Unilever Austainable Agriculture Ateering 9roup. ;hy do you think Unilever considers sustainable agriculture so importantC >ecause" as the company claims" !e have a clear obligation to our shareholders and consumers to ensure that !e continue to have access to supplies of natural ra! materials. :igh4input" industrial agriculture is the !ay for!ard. In its publication on sustainable agriculture Unilever sums up the blessings of the 9reen Mevolution. It mentions briefly that the success of the 9reen Mevolution came at a cost 2but lets not elaborate on that" is !hat Unilever probably thought3" but plays them do!n immediately 2 such costs are not ne! in the history of agriculture3. Many leading e#perts and institutions still argue strongly in favour of the high4input method that characteri'ed the green revolution.,+$/ >ut of course no mentioning of the many e#perts !ho claim small4scale agriculture is much more productive and sustainable. @arge4scale" industriali'ed" high4 input agriculture fits in nicely in the corporate proLect of increasing corporate control of agriculture. Jhemical giants such as Ahell" Monsanto" Mitsubishi and Aando' no! control many of the !orlds genetic seed stocks 2through patents3" as !ell as much of the agricultural biotech industry 6 !hich presents a ne! series of potential environmental problems" and undermines subsistence farming. Unilever strongly supports the use of *iotechnolo!y in agriculture 2see section three above3. >iotechnology is used as a tool to create uniform" standardi'ed crops convenient for industrial processing" or crops !ith a long shelf life. Unilever tried to create genetically uniform palm trees through tissue culture. (he company !anted to e#pand its palm oil operations 2palm trees are gro!n for the oil in their seedsU the seeds are used for snack foods and industrial lubricants3" but the trees !ere too variable in si'e to be industriali'ed. Unilever created large plantations of genetically identical palms 4and bought out small farmers" cut do!n tropical rainforests and displaced indigenous people in the process. Also" processing factories for palm oil caused severe !ater pollution.
10

Unilever started using 9M<s in its food products in a very early stage" even before proper regulation 2e.g. on labeling3 got off the ground" let alone a public debate 2proper regulation is still not in place3. Unilever took a leading role in the promotion of genetically engineered food 2Unilever introduced >achelors >eanfeast into the U5" one of the first food products containing 9M<s3. After the Huick introduction of 9M<s in its foodstuffs" Unilever could claim there !as no turning back. It !ould be impossible to separate 9M<s from 9M4free organisms. \oe Klford of the 9enetic Kngineering Net!ork once 2$00G3 put it like this: Unilever is basically forcing genefoods do!n consumers throats. (he company kno!s most people cannot stomach the idea of genefoods. Unilever is !illfully abusing its customer brand loyalty. :o!ever" as consumer resistance mounted up" Unilever miraculously seemed to be able to produce 9M4free foodstuffs. (he company takes a country to country position on the subLect of 9M<s 2adLusting its strategy to 9M sensitivities in local markets3. Unilever recently declared it !as moving to a ne! system in Kurope !here hardly any G%1 ingredients will be used. (his statement clearly is very vague" and leaves much room for continuous use of 9M<s. Anvironmental pollution Unilever claims to be concerned for the safety of its operations and the environment but this attitude clearly does not stretch to India. Unilever has recently been accused by 9reenpeace of double standards and shameful negligence for allo!ing its Indian subsidiary" :industan @ever" to dump several tonnes of highly to#ic mercury !aste in the densely populated tourist resort of 5odaikanal and the surrounding protected nature reserve of 7ambar Ahola" in (amilnadu" Aouthern India. 9reenpeace activists and concerned residents cordoned off a contaminated dump site in the centre of 5odaikanal to protect people from the mercury !astes that have been recklessly discarded in open or torn sacks by :industan @ever !hich manufactures mercury thermometers for e#port" mainly to the United Atates. According to :industan @ever" from there" the thermometers are sold to 9ermany" U5" Apain" UAA" Australia and Janada. (he factory" set up in $0DD" !as a second4hand plant imported from the United Atates" after the UA factory !as shutdo!n for unkno!n reasons. Unilever states that its policy is to Ie#ercise the same concern for the environment !herever ,it/ operate,s/I" Iensure the safety of its products and operations for the environmentI and Iprovide !hatever information and advice is necessary on the safe use and disposal of ,its/ productsI. Vet !orkers at the Indian factory are offered no protection from the mercury spills and several !orkers have complained of health problems !hich" they allege" is caused by their e#posure to mercury in the !orkplace. Mercury is highly poisonous and e#posure to even the small amount through air" !ater or skin" e#erts severe effects on the central nervous system 2brain3 and kidneys. Boetuses and young children are particularly vulnerable to poisoning by mercury.,+1/ Not !anting to play do!n the various violations of environmental acts by Unilevers subsidiaries" the promotion of consumerism 2and e#cessive use of packaging materials" transportation of products !orld!ide" etc.3 should be ranked highest on the companys environmental criminal record. (aking the ecologically destructive effects of consumerism 6aggressively promoted by multinationals like Unilever4 into account" all efforts of these companies to save the environment can only be regarded as green!ash practices.

0sing consu-eris- to 7era$icate8 po!erty

>y some this is perceived as a good thing and the only !ay out of misery for poor people. (he UN has sent a message to global corporations" urging them to recognise the potential of the !orlds poor as
.&

consumers. (he Financial Times reports 2.& April 1&&$3 that Unilever is one of the fe! companies that have already taken the initiative" reformulating some of its products to make them accessible and affordable to poor in India. =etergent 2e.g. <mo3 and shampoo" for e#ample" are no! available in small sachets that sell for as little as half a rupee in India 2speaking of e#cessive packagingW3. (his apparently made good Huality products available to the poor" but begs the Huestion !hy arent local businesses able to provide consumers !ith productsC

4aking pu3lic space93arring i-agination

;e are proud of our proLect of voluntary activities for the benefit of society. ;orld!ide Unilever companies have donated more than %& million euroY on voluntary activities. In co4operation !ith others !e support proLects that improve health care" rise levels of education" and stimulate local economic and cultural activities. 2Unilever Atatement3 ,+*/ YIncidentally this amounts to less than &"$T of total turnover Multinationals are increasingly penetrating the lives of people by taking public space" first of all by advertisements. Unilever does not perceive this as a problem at all and proudly states: <n the !ay to !ork" in to!n or at home" consumers come across advertisements for our brands in all areas of their daily lives 6 on television" radio and the internet" in print" posters and direct mail and through sponsorship and public relations campaigns. Unilever also bombard us through sponsorship and the interference !ith education and science 2partnerships bet!een universities and the private sector are mushrooming3. Aponsoring sport events and art proLects seems to be among the latest trends" though art should energi'e peoples imagination and should be free from commercial interests. Unilever does not see contradiction in the mi# of art and business interests" because it is good for a company to be associated !ith creativity 2in the !ords of Bit'9erald3 and to enlarge its visibility in the public domain. Around the !orld" Unilever companies invest some -1% million in community involvement proLects" including education and arts sponsorship. <n May $." $000" Unilever chairman Niall Bit'9erald announced a -$.1% million sponsorship agreement !ith the ne! (ate 9allery of Modern Art in @ondon. (he funds !ould enable the gallery" !hich opened in May 1&&&" to commission and e#hibit large4scale !ork 2kno!n as the Unilever Aeries3 each year for the coming five years. It !as the first maLor sponsorship of the ne! galleryEs programme. ,Unilever is committing -1%&"&&& a year until 1&&* to enable the (ate to commission ne! !orks of art./

At the en% of the summe# !2000$ :nile"e# claims enthusiastically two thousan% people f#om 1u#ope hea%e% off fo# =&i7a !B$ whe#e :nile"e# o#gani7e% a &ig %ance pa#ty !in a con"e#te% 7oo$ in o#%e# to int#o%uce a new p#o%uct !a new "a#iant of A6e pe#sonal ca#e$.*>-+

Colla3oration with oppressi!e regi-es

Margarine Unie brought maLor interests in Na'i 9ermany. <ne source remarked that Adolf :itler Ihad decided to leave the management of tropical colonies and enterprises 2after his presumed victory3 to
.$

the =utch" !ho" he said"_ E!ould do it better than !e could hope toE. ;hat had evoked his respectC R(he incredible efficiency of one firm_I More recently" Unilever !as one of the companies !hich successfully lobbied the Kuropean Jommission to begin legal proceedings at the ;orld (rade <rganisation to challenge UA state Massachusetts refusal to a!ard public contracts to companies that do business !ith or in >urma 2on grounds of >urmas appalling human rights record3.,+%/ Unilever !rilled on *ri*ery, human ri!hts and environmental practice *y ((C (31 2u!ust 3DD1) Unilever JK< Bit'9erald has admitted that local management in some of the 0& countries !here the company operates accept Rs!eetenersS or Rfacilitating paymentsS to seal business deals.,++/ E. For urther in ormation Unilever in the McApotlight: http://!!!.mcspotlight.org/beyond/companies/unilever.html McApotlight is a source of information about multinationals. (heir homepage: http://!!!.mcspotlight.org

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%e erences" $. !!!.unilever.com/ 2source: Unilever" date vie!ed: 1&/0/&$3 1. http://!!!.mind4advertising.com/nl/unileveranl.htm 2source: mind advertising profiles" date vie!ed:$0/G/&$3 .. http://Lust4food.com/ne!sadetail.aspCartb*$+DG8dmbyes 2source: Lust4food.com editorial team" date vie!ed: $0/G/&$3 *. http://Lust4food.com/ne!sadetail.aspCartb*$&*$8dmbyes8cb$ 2source: Lust4food.com editorial team" date vie!ed: $G/0/&$3 %. !!!.unilever.com/ 2source: Unilever" date vie!ed: $0/0/&$3 +. Unilever do!ngraded on concerns over >estfoods artificial sales gro!th" 10 August 1&&$" by Lust4 food.com D. http://Lust4food.com/ne!sadetail.aspCartb*$+DG8dmbyes 2source: Lust4food.com editorial team" date vie!ed: $0/G/&$3 G. >estfoods buy boosts Unilever" The Guardian 2August *" 1&&$3 0. Unilever ?aarover'icht 1&&&" en verkorte Laarrekening 2Unilever publication" =utch version3 $&. http://cobalt.freetekno.org/issueD.htm 2source: Jobalt" date vie!ed: $0/G/&$3 $$. http://!!!.heureka.clara.net/gaia/genetics.htm 2article titled 9enetic Kngineering a 7aradise on Karth or a =escent into :ellCE" date vie!ed: $0/G/&$3 $1. http://!!!.!arringtonhistory.co.uk/products.html 2source: ;arrington" date vie!ed: $0/G/&$3 $.. http://!!!.sbaer.uca.edu/Mesearch/$00%/AMA/0%s!a.%G.htm 29@<>A@ >MAN=IN9 7<@IJIKA >V (:K >I9 (:MKK A<A7MA5KMA: AN U7=A(K= AN= K]7AN=K= A(U=V" date vie!ed: $0/G/&$3 $*. http://!!!.unilever.co.uk/unileverintheuk/didyoukno!.html 2source: Unilever" date vie!ed: $G/0/&$3 $%. http://!!!.business!eek.com/maga'ine/content/&$a.1/b.D**$.D.htm 2source: >usiness;eek online" date vie!ed: $0/G/&$3 $+. http://!!!.hoovers.com/co/capsule/1/&"1$+."*&*.1"&&.html 2source: :oovers online" date vie!ed: $0/G/&$3 $D. http://i!$.pri'es.com/Alimfast/rules.asp 2source: Alim4Bast" date vie!ed: $0/0/&$3 $G. http://!!!.over4the4counter.com/dietaids.html 2source: Alim4Bast shopping online" date vie!ed: $0/0/&$3 $0. http://!!!.unilever.co.uk/unileverintheuk/didyoukno!.html 2source: Unilever" date vie!ed: 1&/0/&$3 1&. !!!.safetyalerts.com/recall/f/&&/slimfast.htm 2source: AafetyAlerts.com" date vie!ed: $0/0/&$3 1$. http://!!!.hll.com/ab&1.htm 2source: :industan @ever @imited" date vie!ed: $0/0/&$3 11. The 2irectory of %ultinationals The 3orlds Top 4** 5ompanies" %thth edition" volume 1" ;aterlo!" Apecialist Information 7ublishing @td $00G" pg. $+$* 1.. http://!!!.marketing.haynet.com/ne!s/n&$&%.$/po!er$&&.html 2Bit'9erald" 7o!er $&& list3 1*. http://!!!.bermudasun.bm/archives/1&&$4&%4$$/&.>usiness$. 2Bit'9erald" high pay" lo! performance3 1%. http://!!!.corporate!atch.org.uk/maga'ine/issue0/c!0cm1.html 2Aept. 1&&$3 2source: Jorporate ;atch" date vie!ed: 1&/0/&$3 1+. http://!!!.hll.com/&&kbd.htm 25eki =adiseth3

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1D. http://!!!.red4star4research.org.uk/subframe$.html 2source: Med Atar Mesearch" visit this site for information on various friends of (ony >lair" date vie!ed: $0/0/&$3 1G. http://!!!.#s*all.nl/cceo/observerG/brittan.html" an e#cellent site to find out more about @ord >rittan 10. http://!!!.#s*all.nl/cceo/observerG/brittan.html 2source: Jorporate Kurope <bservatory" date vie!ed: $0/0/&$3 .&. http://!!!.londonstocke#change.com/press/releases/1*a4&$4&$.asp 2<scar BanLul3 .$. http://!!!.cmg.com/Jorporate/7ressMoom/AppointmentX;imX=ik.htm 2;im =ik3 .1. Bor the complete overvie!" see: The 2irectory of %ultinationals The 3orlds Top 4** 5ompanies" %th edition" volume 1" ;aterlo!" Apecialist Information 7ublishing @td $00G" pg. $+$*4 $+$+ ...http://!!!.pictet.com/en/services/brokerage/recent/sector/icecream.pdfdo!nload.&&&$.7dfBile&.pd f/7ublicationT1&inT1&Knglish.pdf 27dfBile" study titled EIce Jream" (he >attle for @eadershipE" April 1&&$" source: 7ictet" date vie!ed: 1&/0/&$3 .*. http://!!!.fool.com/ne!s/foolplate/1&&&/foolplate&&&*$1.htm 2 A :appy RKndingS for >en8?errysC" $1/*/&&" source: (he Mothley Bool" date vie!ed: $0/0/&$3 .%. http://!!!.unilever.co.uk/unileverintheuk/location.html 2source: Unilever" date vie!ed: 1&/0/&$3 .+. http://!!!.unilever.co.uk/unileverintheuk/didyoukno!.html 2source: Unilever" date vie!ed: 1&/0/&$3 .D. >elen >alanya_,et al./ 21&&&3 Kurope Inc." Megional 8 9lobal Mestructuring and the Mise of Jorporate 7o!er" 7luto 7ress" @ondon" p. $*%4$*+ .G. (o find out !hy Jorp;atch honoured the ;>JA= !ith a 9reen!ash A!ard" visit: http://!!!.corp!atch.org/trac/green!ash/!bcsd.html .0. http://!!!.greenpeace.org/pressreleases/geneng/1&&$Lul$&.html 2source: 9reenpeace" date vie!ed: 1&/0/&$3 *&. http://!!!.corp!atch.org/bulletin/1&&$/&&*0.html 2source: Jorp;atch" date vie!ed: 1&/0/&$3 *$. Unilever ?aarover'icht 1&&&" en verkorte Laarrekening 2Unilever publication" =utch version3 *1. http://!!!.unepie.org/pc/sustain/youth/research4proLect.htm 2source: UN=7/UNKAJ<" date vie!ed: $G/0/&$3 *.. http://!!!.iht.com/articles/$0*0G.html 2 ;hen Vouth >uys" the ;orld @istens" source: 6erald Tribune" date vie!ed: $G/0/&$3 **. Unilever press release" $%.&0.1&&$ 2vie!ed on the official Unilever !eb site" date: &0/G/&$3 *%. Unilever press release" 1G.$&.$000 2vie!ed on the official Unilever !eb site" date: &0/G/&$3 *+. see: !!!.pr!atch.org/cgi/spin.cgi/ 2source: 7M !atch" date vie!ed: &0/G/&$3 *D. Unilever press release" 1G.&..1&&& 2vie!ed on the official Unilever !eb site" date: &0/G/&$3 *G. Financial Times" $* May 1&&& *0. Unilever press release" 1&.&D.1&&& 2vie!ed on the official Unilever !eb site" date: &0/G/&$3 %&. Unilever press release" $$.&D.1&&& 2vie!ed on the official Unilever !eb site" date: &0/G/&$3 %$. http://!!!.bioportfolio.com/erbi/ 2source: KM>I" date vie!ed: 1&/0/&$3 %1. http://!!!.cabinet4office.gov.uk/farming/inde#/About.htm 2source: =KBMA 7olicy Jommission on Bood 8 Barming" date vie!ed: 1&/0/&$3 %.. http://!!!.pr!atch.org/pr!issues/1&&&N$/shand!ick.html 2source: pr !atch" date vie!ed: 1G/G/&$3 %*. Financial Times" &*/D/1&&$ %% http://Lust4food.com/ne!sadetail.aspCartb*$&%D8dmbyes8cb$ 2source: Lust4food.com editorial team" date vie!ed: $G/0/&$3 %+. ;ashington" /usiness 3ire" press release $*.&+.1&&$ %D. (he 9lobal Market 7lace" $0GD %G. >elen >alanya_,et al./ 21&&&3 Kurope Inc." Megional 8 9lobal Mestructuring and the Mise of Jorporate 7o!er" 7luto 7ress" @ondon" pg. 10

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%0. Ibidem +&. http://!!!.transnationale.org 2source: transnationale" date vie!ed: &0/G/&$3 +$. Unilever ?aarover'icht 1&&&" en verkorte Laarrekening 2Unilever publication" =utch version3 +1. 9reenpeace press release" March D" 1&&$ // see also: Multinational Monitor" April 1&&$" pg. +4D +.. Unilever ?aarover'icht 1&&&" en verkorte Laarrekening 2Unilever publication" =utch version3 +*. Ibidem +%. Jorporate ;atch" J; Maga'ine" Autumn $00G ++. http://Lust4food.com/ne!sadetail.aspCartb.00&18dmbyes8cb$ 2source: Lust4food.com editorial team" date vie!ed: $G/0/&$3

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