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Sustainable Development Report 2006 CHAIRMAN’S INTRODUCTION ECO-EFFICIENCY PERFORMANCE

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Sustainable Development Report 2006 CHAIRMAN’S INTRODUCTION ECO-EFFICIENCY PERFORMANCE Sustainable Development Report 2006 CHAIRMAN’S INTRODUCTION ECO-EFFICIENCY PERFORMANCE PERFORMANCE REVIEW (see page 26). We do not collect data from validation of site-level data and deliver the unilever’s mission is to add Vitality to life. these charts show the eco-effciency performance of our third-party companies that manufacture collated worldwide data faster and more or pack our products (these account for transparently. In 2005 we piloted the system manufacturing sites over the past 12 years, and set out our targets approximately 15% of production). in three regions (approximately 60 sites) and We meet everyday needs for nutrition, Sunlight soap and Blue Band margarine: during 2006 rolled it out to all sites. hygiene and personal care with brands that they built businesses with strong values and Our Vitality Mission and Corporate towards 2011. We also explain in brief our progress in 2006. Quality of data 100% of sites reported environmental data help people feel good, look good and get a mission to act as agents of social change. Purpose with 98.4% of sites reporting on all key more out of life. Our mission is to add Vitality to life. We meet We have continued to improve our global Sustainable development has become everyday needs for nutrition, hygiene and Scope of data in Unilever, 25 sites were closed or sold environmental prosecutions and resulting system for the management and reporting environmental parameters. personal care with brands that help people web links Our aspiration is to meet these needs in a the overarching goal for business and of environmental performance data through • feel good, look good and get more out of life. and did not submit any data. A further two fnes, including from our corporate head the defnitions and basis of reporting of the sustainable way. At the heart of our government. It demands that we meet In 2006, 317 sites in 70 countries reported sites consolidated into one combined site offces and research laboratories, which the development of a web-based system. l Key Performance Indicators Our deep roots in local cultures and markets environmental performance data. Of these indicators shown on these pages is described Corporate Purpose is the drive to grow the needs of society today without for their reporting. We also collect data on together represent an additional eight sites This will help improve the management and around the world give us our strong six sites were new reporters. Due to changes on our website under Data parameters. l Data parameters sustainably and in this way create long- compromising the ability of future relationship with consumers and are the term value for all those with a stake in the generations to survive and prosper. foundation for our future growth. We business. will bring our wealth of knowledge and A commitment to sustainable development international expertise to the service of local Our efforts are guided by our Code of and responsible business practice is consumers – a truly multi-local multinational. COD (chemical oxygen demand) Water Hazardous waste Non-hazardous waste Business Principles which sets the standards embedded in our mission and principles. Our long-term success requires a total KG/TONNE OF PRODUCTION M3/TONNE OF PRODUCTION KG/TONNE OF PRODUCTION KG/TONNE OF PRODUCTION commitment to exceptional standards of of behaviour we demand from all our In practice this means understanding the TOTAL COD LEAVING THE SITES ESTIMATED COD TO THE AQUEOUS ENVIRONMENT performance and productivity, to working 9 23.61 0.98 7.95 25 employees. It also outlines our commitments impact we have as a business on society, together effectively, and to a willingness to 0.96 3.94 1.0 8 7.26 to our stakeholders including consumers, not only in how we run our own operations, embrace new ideas and learn continuously. 44 3.65 6.79 3.23 To succeed also requires, we believe, the TARGETS 7 6.54 20 customers, suppliers, employees, but also in sourcing our raw materials and, 1995 17.58 17.46 1995 2.96 1997 0.69 0.8 1996 6.06 2.79 highest standards of corporate behaviour 0.66 3 TARGETS communities and the environment. crucially, through our brands. 1996 3 2.50 14.86 5.43 6 0.62 towards everyone we work with, the 2.31 2.33 1997 5.04 2.10 15 TARGETS 0.55 0.55 TARGETS 13.00 communities we touch, and the environment 1998 1.89 0.6 12.00 1996 0.50 0.50 Values-led brands will increasingly drive our 1997 1.80 1.75 5 4.29 1999 11.26 2 1995 on which we have an impact. 0.44 2 9.88 9.65 Our sustainability journey 1998 3.73 9.35 0.40 3.67 1.32 0.39 business strategy. We are now integrating 2000 1.30 1999 1998 3.52 8.35 3.29 10 1.05 4 This is our road to sustainable, proftable 2001 7.07 2003 0.4 1999 2002 0.86 social, economic and environmental 0.88 0.78 Over 100 years ago, William Hesketh Lever 2000 2001 growth, creating long-term value for our 1 2000 2001 0.54 2006 1.72 1 2002 0.48 3 0.41 considerations into our brand innovation 2004 2007 1.50 shareholders, our people, and our business 2003 2002 0.28 0.24 2003 and Samuel van den Bergh did not just 0.25 2004 2005 5 2004 2007 0.39 2006 1995 1996 2011 1.38 2005 2005 2006 3.43 0.2 2006 partners. 1997 2006 0.33 2006 7.57 2007 3.14 and product development. 2011 0.33 create the world’s frst consumer brands, 2 2006 1998 1999 0 2007 6.55 2000 0 2011 2.98 2001 2011 5.78 2002 2003 2004 2005 Governance 2006 Despite an increase in the number of product variants on many of our In 2006, we achieved a 2.5% reduction in total hazardous waste per In 2006, we achieved a 15.3% reduction in load per tonne of production In this way, we have built strong In 2006, the total COD load and load per tonne of production increased lines, requiring more frequent cleaning and changeovers, we achieved a tonne of production and a 0.8% reduction in absolute load, but missed and a 13.5% reduction in absolute load, signifcantly exceeding our target In 2006 we strengthened our governance foundations to fulfl our vitality mission slightly and we did not meet our target. This was due in part to an increased 6.5% reduction in water per tonne of production and a 4.8% reduction our ambitious target reduction of 15.9%. A few sites reported the disposal for the second year running. Many of our sites have found innovative in this area. The Board member with and our commitment to sustainable number of product variants, requiring more frequent changeovers and in total consumption, exceeding our target. This was largely due to water of a backlog of hazardous wastes during 2006 as well as waste product recycling routes for their waste streams, including energy recovery, cleaning of our production lines. The amount of COD sent to the aqueous recycling and conservation efforts and improved processing. We also that could not be reworked into our processes. Many sites performed well, composting and brick manufacturing. Seven sites reduced their non- responsibility for delivering our development. environment, however, continues to decrease. 97% of the total COD benefted from further restructuring in our supply chain. 15 of our sites however, and fve sites managed to reduce their hazardous waste by more hazardous waste by more than 1,000 tonnes, and a further six sites by commitments is our President of Home and Unilever is fortunate to have found Michael leaving our sites is subsequently treated in municipal works. We estimate reduced their water consumption by more than 100,000m3 and a further than 100 tonnes, three of which are involved in our Triple R project (see more than 500 tonnes. In 2006, 83.3% of our total waste (non-hazardous Personal Care. He is a member of our Board’s Treschow as my successor, who I know has a that 89.4% of this COD is removed, so the COD reaching the aqueous 7 sites by 50,000m3 or more. page 15). and hazardous) was sent for recycling. Corporate Responsibility and Reputation keen interest in sustainability. I am proud to environment is signifcantly less than the total cOD leaving our sites. Committee which provides oversight and have served this great company over the last guidance on unilever’s environmental and 35 years and am sure it will continue very social impacts and policies. successfully into the future. Energy CO2 from energy Boiler/Utilities SOx Ozone-depleting potential He also chairs our Corporate Responsibility GJ/TONNE OF PRODUCTION KG/TONNE OF PRODUCTION KG/TONNE OF PRODUCTION KG/TONNE OF PRODUCTION Council, which includes senior executives from across the business. The Council and 0.8 0.00025 0.71 2.92 0.00023 247.35 0.68 2.83 committee beneft from the input of a 3 242.91 2.69 250 0.59 2.57 0.55 TARGETS 0.00020 panel of external specialists in corporate 226.17 0.6 2.40 TARGETS 1996 1995 1995 0.00020 1995 217.23 0.45 2.27 1996 2004 responsibility. Chairman 1996 Antony Burgmans 0.42 2.19 2.15 1997 208.14 2.06 2.06 1997 0.34 1998 0.00016 0.4 0.00016 TARGETS 1998 1.92 2003 0.29 197.91 198.59 1997 1.82 195.17 1999 0.24 191.46 2 0.00014 0.23 1999 200 0.21 1998 2000 0.00013 185.67 0.18 0.00015 2000 2001 2002 1999 2003 2004 0.2 0.00012 2001 171.75 2001 2000 2005 2000 2001 2002 2006 1.87 164.59 2006 2002 2003 2003 2007 1.75 2004 2002 2005 2006 0.20 2004 Making progress on 2006 2011 1.64 2007 0.17 0.00010 2005 0 2011 0.16 CONTENTS 2006 1 2005 1995 NO DATA 150 1996 NO DATA 1997 NO DATA 1998 NO DATA 1999 NO DATA 2006 166.60 the big issues 2006 2007 155.43 In 2006, we achieved our target with a 5.2% reduction in unit energy We achieved a 4.2% reduction in load of CO2 from energy In 2006 we reduced the SOx emissions from our boiler and utility We measure the amount of ozone-depleting gases (CFCs, HCFCs and This report deals with the operations of chairman’s NUTRITION 8 INTEGRATING 2011 145.68 load and a 3.4% reduction in absolute energy use.
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