GOOD CSR OF UNILEVER

as reported

by

PAN SHENG

Unilever has built a strategy of making sustainable living commonplace. Unilever believes

profitable growth should also be responsible growth. That approach lies at the heart of its

business model, driven by sustainable living and the USLP. It guides its approach to how

it does business and how it meets the growing consumer demand for brands that act

responsibly in a world of finite resources. They’ve always believed in ‘doing well by doing

good’. That’s why they created the Unilever Sustainable Living Plan (USLP). It’s their way

of ensuring that every time you scrub, brush, lick or slurp one of our products, you help

support sustainable living.

The aspects of CSR where Unilever has employed over time are：environmental aspect

and social aspect. They believe that they can create a better world by focusing on three

key areas: reducing their Environmental Impact, improving Health and Wellbeing, and

Enhancing Livelihoods. Because responsible business makes for good business, the

USLP means their consumers are better off, the planet’s better off, and our business is

better off.
Firstly, reducing Environmental Impact.

Protecting forests:

Forests are vital to life but we’re losing them at an alarming rate. They’re working –

both within their business and with others outside it – to eliminate deforestation from

agricultural commodity supply chains like palm oil, tackle climate change and achieve UN

Sustainable Development Goal 15 – Life on Land. For example, they’re the world’s

largest single buyer of palm oil –purchasing 3% of global production each year – so they’re

focusing on playing a leadership role in breaking the link between palm oil production and

deforestation. Tthey also buy other commodities associated with a risk of deforestation,

including soy and paper and board. However, they believe that transparency helps them

to build a more sustainable supply chain, which is why they have disclosed their direct

suppliers of all of these commodity groups.

Working with governments and other partners: ensuring that tackling deforestation

gets the political attention and financial resources it needs and deserves is a critical

component of their response to climate change. In particular, they are focused on helping

catalyse transformative change at the landscape or jurisdictional level in key regions of

South-East Asia, South America, and West and Central Africa. They’re also using their

networks and relationships to help tropical forest countries access large-scale,

performance-based payments for emissions reductions from forests.

Innovating to reduce greenhouse gases:

They are redesigning and innovating products to bring more benefits to people while

cutting greenhouse gas (GHG) emissions. Sustainable innovation and design are also

vital to their growth. In January 2017, an international study by Unilever revealed that a

third of consumers (33% of the 20,000 participants across five countries) are now

choosing to buy from brands they believe are doing social or environmental good. These

findings are further supported by the performance of their Sustainable Living brands–

including Dove, Hellmann’s and Ben & Jerry’s–which have integrated sustainability into

their brand purpose and products.

Limit water waste:

They’re addressing the challenge of water scarcity holistically, so people can continue to

enjoy their products and they can enable their business to thrive in a water-constrained

world. They are developing innovative products which deliver the benefits people need

and provide the same performance with less water. For example, their Rin and Sunlight

smart-foam fast-rinse laundry detergents available in India and South Africa respectively,

and theirLove Beauty and Planet range, which uses fast-rinse technology in its

conditioners, are helping people to use less water, as they require less water to work

effectively.
Rethinking plastic packaging–towards a circular economy

They want to help build a circular economy in which they not only use less plastic,

but also ensure the plastic they do use can be reused, recycled or composted.

Secondly , Improving health & well-being: Health & hygiene

By the end of 2018 we had reached 1.24 billion people through our programmes on

handwashing, safe drinking water, sanitation, oral health, self-esteem and skin healing.
Opportunities for women

They want to help create a world in which every woman and girl can create the kind

of life she wishes to lead, unconstrained by harmful norms and stereotypes. They believe

a world where women are economically empowered will be a fairer, happier and more

prosperous place to live for everybody–and that their business will flourish in it.

Empowering women will transform individual lives, societies − and their business. It’s

essential to the United Nations 2030 Sustainable Development Agenda and its

Sustainable Development Goals (SDGs).

Improving nutrition

As one of the largest manufacturers of foods, ice cream and tea in the world, they

believe they can have a big positive impact on people’s health and well-being. By using

the scale and reach of our brands, they can play their part in helping address the

enormous challenges faced by the global food system. They want to live up to their
mission to produce products that taste good, make people feel good, and are a true force

for good.

They’re committed to producing tasty, accessible, affordable and nutritious products,

as well as to encouraging people to eat nutritious diets. In addition, they strive to source

their ingredients sustainably and support farmers and others who make their livelihood

from working for us and with them. Lastly, they are reducing their environmental impact,

in particular by minimising food waste, reducing their packaging impact and greenhouse

gases from their freezers.

 UNILEVER’S APPROACH TO CORPORATE SOCIAL RESPONSIBILITY
as reported
JEMIMAH A. VELASCO
Our Corporate Purpose and
Business Principles
A commitment to the highest
standards of business behaviour
is at the heart of Unilever’s
Corporate Purpose and Code of
Business Principles.
by
SUSTAINABLE LIVING
• Took Important Steps Towards A Circular Plastics
Economy
• Launched New Water-Smart Products That Use
Less Water Or No Water At All
• Harnessed Tv Commercials To Change
Handwashing Habits On A Massive Scale
• Unlocked Growth For Small-Scale Retailers
Through Game-Changing Distribution Models
• Pioneered Innovative Approaches To Make Our
Supply Chain More Transparent & Sustainable
• Developed A New Scenario Model To Understand
Climate Change Risks
• Advanced Human Rights For Workers Across Our
Own Business & Supply Chain
• Used The Power Of Our Brands To Break Down
Barriers That Hold Women Back
• Stepped Up Our Commitment To End Inequality &
Promote Diversity
• Expanded Our Portfolio For Consumers Who Love
Plant-Based, Non-Dairy Foods & Refreshment
Took Important Steps Towards A Circular Plastics Economy

SACHET

RECYCLING

PLANT

Our sachet recycling pilot plant in Indonesia opened in 2018 and it’s the world's first

to use CreaSolv® Recycling technology, which we’ve been co-developing since 2011. This

technology recycles sachets into safe, high-quality polymers that can be used again and

again. We aim to transform the problem of sachet waste, which litters streets, waterways

and oceans, into a sustainable growth opportunity.

And in January 2019, we announced a partnership with Loop™, a waste-free

shopping and delivery pilot project in the US and France, in which products are shipped

directly to consumers, then returned and refilled. Nine of our brands are involved and a

number have also developed new formats for the platform – such as refillable deodorant

sticks made from stainless steel and toothpaste tablets which come in a recyclable jar.
LAUNCHED NEW WATER-SMART PRODUCTS THAT USE LESS OR NO WATER AT ALL
W\ATER OR NO WATER AT ALL

DOMESTOS
FLUSH LESS

DAY2

LOVE BEAUTY &

PLANET

Domestos Flush Less is a toilet spray that disinfects and eliminates odours without

the need to flush, launched as a response to severe water shortages in South Africa.

Day2, our new dry wash spray that revives clothes to look, feel and smell ‘just-

washed’, is made with only 0.02% of the water used in a normal laundry load.

And our Love Beauty and Planet range in the US and Europe uses fast-rinse

technology in its conditioners – saving time and water in rinsing.

HARNESSED TV COMMERCIALS TO CHANGE HANDWASHING ON A MASSIVE SCALE
HABITS ON A MASSIVE SCALE

TO CHANGE HANDWASHING
HABITS ON A MASSIVE SCALE

Our on-ground Lifebuoy handwashing programmes have reached 459 million

people since 2010. And by 2018, we’d reached a further 587 million people through our

Lifebuoy TV commercials designed to change handwashing behaviour.

We’ve long understood the power of TV commercials but wanted to test this out. So

we ran a randomised control trial in India to examine our adverts' effectiveness. Our study,

which was peer-reviewed and published in the Journal of Health Communication, showed

a significant increase in the frequency of handwashing with soap – especially before

eating, after people had watched our adverts. And via our innovative partnership with Gavi

(the Vaccine Alliance) we’ve boosted the reach of Lifebuoy's handwashing programmes

even more.
UNLOCKED GROWTH FOR SMALL-SCALE RETAILERS THROUGH GAME-CHANGING
DISTRIBUTION MODELS

KASHA, A
MOBILE E-
COMMERCE
PLATFORM

A pioneering partnership between Unilever and the UK's Department for

International Development is supporting social enterprises to pilot and test innovative

business models that meet low income household needs. Projects funded include Kasha,

a mobile e-commerce platform in Rwanda and UJoin, a mobile-friendly online community

in Nairobi, Kenya, for owners of small shops, known as dukas.

We're also using the power of digital to unlock the potential of our distribution

network through our Jaza Duka partnership with Mastercard in Kenya which uses a

combination of innovative technology, targeted training and the strength of our

relationships with our distribution network to free retailers from the constraints of cash.
PIONEERED INNOVATIVE APPROACHES TO MAKE OUR SUPPLY CHAIN
MORE TRANSPARENT & SUSTAINABLE

SATELLITE DATA

Satellite data helps us detect deforestation and assess risk. Mobile platforms mean we

can reach farmers with critical information. And digitalisation helps us lead the way on

transparency in critical areas such as palm oil. In 2018 we were the first consumer goods

company to publicly disclose our palm oil supplier list. And by getting closer to thousands

of smallholder farmers, we're bringing much-needed improvements to their livelihoods

while driving our policy commitment to 'No deforestation, No development on peat, No

exploitation of people and communities'.

DEVELOPED A NEW SCENARIO MODEL TO UNDERSTAND CLIMATE
CHANGE RISKS

REDUCE EMISSIONS

Our work to reduce emissions is based on solid evidence − two of our carbon reduction

targets have been officially approved by the Science-Based Targets Initiative. But we also

need scenario analysis of the potential impacts of climate change on us, and our supply of

agricultural ingredients.

Building on previous scenario model work, we extended our analysis to study direct risks

from climate change to the price of soybean oil. Our forecast for soy suggested that climate

change may lead to higher yields and lower prices in future – we shared more details in

our Annual Report (PDF | 4MB). But we know that this is only the start of our analysis to

understand the impact of climate change on our key agricultural commodities, which we’re

now extending to palm oil and tea.

ADVANCED HUMAN RIGHTS FOR WORKERS ACROSS OUR OWN BUSINESS &
SUPPLY CHAIN

We know there are challenges to human rights for workers in every value chain – including

ours. We're creating change for the better through our Responsible Sourcing Policy, and

we've made further progress through our new internal policy on the Sustainable

Employment of Temporary Workers, new guidance to tackle poor working conditions in

the trucking industry and our work with UN Women to develop a Global Women’s Safety

Framework in Rural Spaces. We’ve also made progress on our Framework for Fair

Compensation, five principles which deliver compensation to our employees that is open,

fair, consistent and explainable.

USED THE POWER OF OUR BRANDS TO BREAK DOWN BARRIERS THAT HOLD
WOMEN BACK

Dove launched the ‘No Digital Distortion’ mark, which guarantees that the women featured

in brand images are just as you’d see them in real life - a natural part of the Dove Self-

Esteem Project, which has reached more than 35 million young people around the world.

TRESemmé created The Presence MasterClass™, a free seven-part MasterClass

designed to help women succeed. And our Radiant laundry brands ran their Academies of

Shine, reaching over 200,000 women with career, entrepreneurship and confidence-

boosting skills. Not only does this support Sustainable Development Goal 4 by increasing

employability, it’s good for business too as we’ve seen particularly strong sales in the

countries where the Academies are most advanced – Brazil, India and Thailand.
STEPPED UP OUR COMMITMENT TO END INEQUALITY & PROMOTE
DIVERSITY

35% of our total workforce and 49% of our managers are women. We're proud of our

progress – but there's more to do to make our business more inclusive. We’ve announced

our ambition to be the number one employer of choice for people with disabilities. And

because we believe that stereotypes and harmful social norms are the biggest barriers to

inclusion, we're breaking them down through our #Unstereotype the Workplace initiative,

just as the external #Unstereotype campaign is changing the way advertising portrays

women and men.

EXPANDED OUR PORTFOLIO FOR CONSUMERS WHO LOVE PLANT-BASED,
NON-DAIRY FOODS & REFRESHMENT

PLANT-BASED,
NON-DAIRY
FOODS &
REFRESHMENT

A few years ago, vegans and people who couldn't eat dairy began to ask Ben & Jerry's to create

non-dairy versions of their favourite ice creams. There was even a Change.Org petition urging us

to create dairy-free options. We listened, and in 2016 introduced our first vegan/non-dairy frozen

dessert.

Since then, Ben & Jerry’s vegan/non-dairy range has expanded to 11 flavours in North America

and Europe, including the new Chocolate Chip Cookie Dough. And it's proving popular -

vegan/non-dairy is among the fastest-growing subcategories of ice cream globally.

"As well as offering something for everyone, expanding our non-dairy/plant-based ice cream range

will help us accelerate our carbon reductions," explains Ran Harel, our Global Ice Cream R&D

Director. "That's because a significant part of our carbon footprint comes from the milk that we use.

Our goal is to reduce our carbon by 40% per pint container by 2025, and 80% per pint container

by 2050.”