Unilever Pakistan Sustainability Report 2012_tcm96-355078

7/29/2019 Unilever Pakistan Sustainability Report 2012_tcm96-355078

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SUSTAINABILITYREPORT 2012

Unilever Pakistan

Double the size of the business, whilst reducing our environmental footprint and

increasing our positive social impact.


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Our Vision 02

- Embedding Sustainability Globally 03

- Unilever Sustainable Living Plan in 2012 05- Global Impact Statement 07- Unilever Pakistan Sustainable Living Plan Highlights 2012 08- Local Impact Statement 09

Improving Health and Well-Being 10

- Health and Hygiene 11- Nutrition 14

Reducing Environmental Impact 18

- Green House Gases 19- Water 22- Waste 24

Enhancing Livelihoods 26

Community Development 29

ContentsUnilever Pakistan Limited and Unilever Pakistan Foods

Limited, collectively referred to as Unilever Pakistan in this

report, are subsidiaries of Unilever PLC and CONOPCO Inc.

respectively, which operate in over 100 countries.Established in Pakistan in 1948, Unilever Pakistan is

amongst the countrys oldest and largest consumer goods

companies. Its brands such as Blue Band, Lux, Lifebuoy,

Lipton, Knorr, Rafhan, Surf and Walls are known for their

consistent high quality and are trusted and consumed daily

by millions of people across Pakistan.

Lifebuoy reaches out to thousands of children through its

handwashing campaign, raising standards of hygiene; Lux

promotes film, fashion and music through the iconic Lux

Style Awards; Sunsilk partners PFDC in the fashion weeks;

Close Up and Pepsodent raise awareness on oral health

while Knorr and Blue Band support nutrition. Unilever

Pakistan also runs various initiatives to enhance

livelihoods, conserve water and energy, reduce carbon

emissions and waste and promote recycling.

For more information please visit:

www.unilever.com/sustainable-living and www.unilever.pk

About this Report:

This report, for the period 01 January 31 December 2012, gives an overview of UnileverPakistans efforts and contribution to the Unilever Sustainable Living Plan, the global blueprintfor achieving our vision. It also covers the community development initiatives undertaken byUnilever Pakistan. Pages 2 7 of this report pertain to Unilevers global progress against the

Unilever Sustainable Living Plan launched globally in November 2010.


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02

OUR COMPASS

The volatility and uncertainty facing the worldremain the new normal and are set to last forthe medium term. These ongoing pressures economic, social and environmental frame ourapproach to our business strategy and ourbusiness model.

We call our business strategy the Compasssince it sets out a constant path for Unilever forthe long term. The Compass lays out ourambitious vision and purpose, and defines fourWinning with pillars within the business thathelp us both: brands and innovation; marketplace;continuous improvement; and people. Ourperformance against these pillars is explained inour Annual Report and Accounts 2012.

First developed in 2009, the Compass wassharpened in 2012 but its core elementsremained the same.

In 2012 we added our new purpose To makesustainable living commonplace. This builds onthe original purpose of our 19th centuryfounder, William Lever, to make cleanliness

commonplace.

The Compass gives life to our determination tobuild a sustainable business for the long termand to find new ways to operate that do not justtake from society and the environment. This iscaptured in the Unilever Sustainable LivingPlan (USLP).

OUR VISIONDOUBLE THE

SIZE OF THE BUSINESS, WHILSTREDUCING OUR ENVIRONMENTALFOOTPRINT AND INCREASINGOUR POSITIVE SOCIAL IMPACTWe will lead for the responsible growth, inspiring people to takesmall everyday actions that will add up to a big difference.

We will grow by winning shares and building markets everywhere.

POSITIVE

SOCIAL IMPACT

DOUBLE THE

BUSINESS

REDUCE

ENVIRONMENTAL

FOOTPRINT
http://www.unilever.pk/aboutus/investorcentre/financials/http://www.unilever.pk/aboutus/investorcentre/financials/


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EMBEDDING SUSTAINABILITY GLOBALLY

Unilever Pakistan Sustainability Report 201203

PLEASE NOTE THAT ALL INFORMATION ON THIS PAGE RELATES TO OUR GLOBAL BUSINESS AND SUSTAINABLE LIVING PLAN PROGRESS REPORT 2012

In order to realise sustainable growth, we are

integrating sustainability into our strategy,

brands and innovation. We are working with

our customers and suppliers, engaging

employees and forging new partnerships.

OUR GLOBAL BUSINESS STRATEGY

With 7 billion people on our planet, the earths resourcescan be strained. This means sustainable, equitable growthis the only acceptable model of growth for our business.

We believe growth and sustainability are not in conflict. Infact, in our experience, sustainability drives growth.

By focusing on sustainable living needs, we can buildbrands with a significant purpose. By reducing waste, wecreate efficiencies and reduce costs, which help to improveour margins. By taking a long term view, we can reducerisk for example securing raw material supply throughsustainable sourcing. And we have found that once we startlooking at product development, sourcing andmanufacturing through a sustainability lens, it opens upgreat opportunities for innovation.

Our product category and functional teams are playing acentral role in driving sustainable growth. They reviewprogress against their targets quarterly. We are linkingprogress to reward with sustainable business goals in the

remuneration of a growing number of managers. Thisincludes the CEO and several members of the UnileverLeadership Executive. We have sustainability championscovering every key function, category and country.

BRANDS AND INNOVATION

We are accelerating the integration of sustainability intoour brands. Brands are developing their own USLPambition for example Knorr has chosen sustainablesourcing. Our Brand Imprint model enables us to take a360-degree view of the social, environmental and economicimpacts of brands and among other outputs triggeredLiptons decision to source its tea sustainably. We are nowapplying the methodology to help brands make a

development goals to succeed the MillenniumDevelopment Goals. Our CEO was subsequently invited to

join the UN Secretary Generals High Level Panel to reviewthe post-2015 Development Agenda.

We recognise the scale of change that is needed and weare stepping up our engagement in multi-sector andcross-sector stakeholder groups, such as the TropicalForest Alliance 2020, Refrigerants, Naturally! And the

Roundtable on Sustainable Palm Oil. We take part ininitiatives such as the World Economic Forums New Visionfor Agriculture and the UNs Scaling Up Nutrition (SUN)and Zero Hunger Challenge which tackle the challenge ofhigh levels of under-nutrition and hunger in the world.Sustainable business contribution in line with theirpositioning. Similarly, our Five Levers for Changemethodology is helping our brands prompt consumers toadopt new behaviours. Innovation is critical to achieving oursustainable living goals. We are committing a significantproportion of our R&D budget to finding sustainability-ledtechnologies. We are also supporting thecommercialisation of innovative technologies through ourinvestment arm, Unilever Ventures.

We have updated the tools we use to evaluate theenvironmental impacts of new products and packaging,known as Innovation Process Management. We use asimple traffic light system to compare the potentialimpacts of an innovation with the products we currentlymarket as well as the impacts on our category portfolio.

THE MARKETPLACE

Many retailers have sustainability goals. For the last threeyears, we have worked on A Better Future Starts at Home,a joint shopper programme with Tesco countries to achievethese goals together.

WORKING WITH OUR SUPPLIERS

In 2011 Unilever launched a programme called Partner toWin, to work more closely with its key suppliers, includingon sustainable practices. In particular, we are developingpartnerships with our agricultural raw material suppliersto achieve our sustainable sourcing goal.


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2 NUTRITION1 5 WASTE

4 WATER

3 6 7 BETTERLIVELIHOODS

*

of hundreds of thousands of people as

UNILEVER SUSTAINABLE LIVING PLAN IN 2012

PLEASE NOTE THAT ALL INFORMATION ON THIS PAGE RELATES TO OUR GLOBAL BUSINESS AND SUSTAINABLE LIVING PLAN PROGRESS REPORT 2012The Unilever Sustainable Living Plan (USLP) sets out to decouple our growth from our environmental impact, while at the same time increasing our positive social impact.

It has three big goals to achieve by 2020 to improve health and well-being, reduce environmental impact and source 100% of our agricultural raw materials sustainably and enhance the livelihoods

of people across our value chain.Supporting these goals are seven commitments underpinned by targets spanning our social, environmental and economic performance across the value chain from the sourcing of raw materials allthe way through to the use of our products in the home .

In the second year of our Plan, we made steady progress towards our goals. Our USLP is ambitious and we have much more to do. We continue to strive to deliver our stretching goals.

By 2020 we will help more

than a billion people toimprove their hygiene habitsand we will bring safe drinkingwater to 500 million people.This will help reduce theincidence of life-threateningdiseases like diarrhoea.

ENHANCINGLIVELIHOODS

We will continually work to

improve the taste and nutritionalquality of all our products. By 2020we will double the proportionof our portfolio that meets thehighest nutritional standards,based on globally recogniseddietary guidelines. This will helphundreds of millions of people toachieve a healthier diet.

HEALTH ANDHYGIENE

Halve the greenhouse gas impact

of our products across thelifecycle by 2020.*

Halve the water associated

with the consumer use of ourproducts by 2020.*

Halve the waste associated with

the disposal of our productsby 2020.*

By 2020 we will source 100% of

our agricultural raw materialssustainably.

SUSTAINABLESOURCING

By 2020 we will engage with at

least 500,000 smallholderfarms and 75,000 small-scaledistributions in our supplynetwork.


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Palm oil:SustainableTraceable

Paper and board

Soy beans and soy oil

Tea

Fruit

Vegetables

Cocoa

Sugar

Sunflower oil

Rapeseed oil

Dairy

Fairtrade Ben & Jerrys

Cage-free eggs

Increase sustainable sourcingof office materials

Reduce packaging

Recycle packaging:Increase recycling andrecovery rates

Increase recycled content

Reuse packaging

Tackle sachet waste

Reduce waste frommanufacturing:

Reduce total wasteZero non-hazardous wasteto landfill

New factories

Eliminate PVC

Reduce office waste:Recycle, reuse, recover

Reduce paper consumptionEliminate paper in processes

Reduce water use in thelaundry process:

Easy rinse productsProducts that use less water

Reduce water use in skincleansing and hair washing

Reduce water usein agriculture

Reduce water use inmanufacturing process:

Reduce abstractionNew factories

Reduce GHG from skincleansing and hair washing

Reduce GHG from washingclothes:

ConcentrationReformulationConsumer behaviour

Reduce GHG frommanufacturing:

CO2 from energyRenewable energyNew factories

Reduce GHG from transport

Reduce GHG from refrigeration

Reduce energy consumptionin our offices

Reduce employee travel

18% OF OUR PORTFOLIO BYVOLUME MET THE CRITERIAFOR HIGHEST NUTRITIONALSTANDARDS IN 2012

Reduce salt levels

Saturated fat:Reduce saturated fatIncrease essential fatty acids

Remove trans fat

Reduce sugar

Reduce calories

Improve heart health

Provide healthy eating

information

Improve employee healthand nutrition


92

92

2 NUTRITION1 5 WASTE

99

4 WATER

3 6 7 BETTERLIVELIHOODS

We have trained around 450,000

smallholder farmers.

LIVELIHOODS

Key

Achieved On-plan Off-plan % of target achieved

Note: Our most material targets are shaded

By 2020 we will help morethan a billion people toimprove their hygiene habitsand we will bring safe drinkingwater to 500 million people.This will help reduce theincidence of life-threateningdiseases like diarrhoea.

224 MILLION PEOPLEREACHED BY END 2012

Reduce diarrhoeal andrespiratory disease throughhandwashing

Provide safe drinking water

Improve oral health

Improve self-esteem

Reduce workplace injuries

and accidents

HEALTH ANDHYGIENE

We will continually work toimprove the taste andnutritional quality of all ourproducts. By 2020 we willdouble the proportionof our portfolio that meets thehighest nutritional standards,based on globally recogniseddietary guidelines. This will helphundreds of millions of peopleto achieve a healthier diet.

Halve the greenhouse gas impactof our products across thelifecycle by 2020.*

OUR GREENHOUSE GAS

IMPACT PER CONSUMER

USE HAS REDUCED BY

AROUND 6% SINCE 2010*

Halve the water associatedwith the consumer use of ourproducts by 2020.*+

OUR WATER IMPACT PER

CONSUMER USE HAS

REMAINED BROADLY

UNCHANGED SINCE 2010*

Halve the waste associated withthe disposal of our productsby 2020.*

OUR WASTE IMPACT PER

CONSUMER USE HAS

REDUCED BY AROUND 7%

SINCE 2010*

By 2020 we will source 100% ofour agricultural raw materialssustainably.

SUSTAINABLESOURCING

36% OF AGRICULTURAL

RAW MATERIALS

SUSTAINABLY SOURCED

BY END 2012

By 2020 we will engage with atleast 500,000 smallholderfarms and 75,000 small-scaledistributions in our supplynetwork.

450,000 SMALLHOLDER

FARMERS TRAINED;

SMALLHOLDERS METRIC

IN DEVELOPMENT;

48,000 SMALL-SCALE

SHAKTI DISTRIBUTORS

BY END 2012

Smallholder farms

Small-scale distributors

In our 2011 Progress Report we presented ourpeople and workplace targets as a standalone setof targets. In 2012 we incorporated these targetsinto the main body of the Plan.

* Throughout this document, our environmental targetsare expressed on a per consumer used basis. Thismeans a single use, portion, or serving of a product. Wehave taken a lifecycle approach with a baseline of 2008.

+ In seven water-scarce countries representing aroundhalf the worlds population.

Our greenhouse gas and waste impacts per consumer use have reducedand our water impact per consumer use has remained broadly unchanged.*


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2012 turned out to be another difficult year,but not always in ways that were anticipated.Economic growth remained sluggish andcontinued volatility on the worlds marketsresulted in commodity cost inflationsignificantly in excess of expectations.Meanwhile, the threat only narrowly averted of the worlds largest economy going over afiscal cliff brought added uncertainty and afurther undermining of already fragileconfidence.

Of greater concern were the broaderchallenges to the worlds social andenvironmental equilibrium, which becameeven more evident in 2012. Geopoliticaltensions spread to other parts of the world andrising levels of unemployment especiallyamong the young put an added strain onsocial cohesion. The biggest challenge came inthe continuing threat to planetary boundaries,with scientists warning of an abrupt andirreversible environmental change. This isalready resulting in more extreme weatherpatterns. We saw the impact of this in a

number of our markets last year, including inthe US where a severe drought in themid-west was followed by the largest Atlantichurricane on record, Hurricane Sandy.

We remain convinced that businesses able tointernalise these external challenges andrespond with models that address the directconcerns of citizens and the needs of theenvironment will be those that prosper overthe long term, especially as governments andother agencies struggle to develop practicalsolutions. This thinking lies at the heart of theUnilever Sustainable Living Plan (USLP) andour vision of doubling the business whilereducing our environmental footprint andincreasing our positive social impact. As theUSLP becomes increasingly embeddedthroughout the company there is growing

evidence that it is accelerating our growth.It certainly contributed to another strong yearfor Unilever in 2012.

GLOBAL IMPACT STATEMENT


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BETTERLIVELIHOODS

More than 900 women in 85

villages benefited from the

Guddi Baji Programme

500 small salon owners

trained


NUTRITION

UNILEVER PAKISTAN SUSTAINABLE LIVING PLAN HIGHLIGHTS 2012

IMPROVING HEALTH

AND WELL-BEING

ENHANCING

LIVELIHOODS

HEALTH AND

HYGIENE

Lifebuoy inculcated

Handwashing habit in more

than 610,000 consumers

Over 33,000 households

reached through Brush Day

and Night Campaign

Communicated health

benefits of tea to 13,690

doctors and 47,000

households

Knorrs Healthy Snacking

Programme benefited

200,000 children

1 million consumers

reached through Knorrsrural programme

Blue Bands School

Programme impacted

600,000 children

WASTE

WATER

REDUCING

ENVIRONMENTAL IMPACT

GREENHOUSE

GASES

7.7% less CO2 emitted

through manufacturing

initiatives*

Office energy consumption

reduced by 8.6%*

11% reduction in water

consumption during the

manufacturing process*

55% reduction in waste

through more efficient

manufacturing processes*

* All reductions are calculated against 2011 as base year.

PLEASE NOTE THAT ALL INFORMATION FROM HERE ON RELATES TO THE PAKISTAN BUSINESS AND SUSTAINABLE LIVING PLAN PROGRESS 2012.


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The operating environment in Pakistanremained challenging in 2012. Low economicgrowth, inflation and power outages impacted

the business throughout the year.Pre-electoral political uncertainty coupledwith a fragile law and order situation especially in Karachi acerbated thechallenges. Additionally, competitive intensitysharpened across all categories.Notwithstanding the aforementioned, ourprofit for the year rose by 32 % as comparedto 2011 and turnover was 15 % higher againstthe same period*.

In the tough operating realities of Pakistan, wesharpened the focus on our vision of doublingthe business while reducing ourenvironmental footprint and increasing ourpositive social impact. Through multiplebrands and functions, we have for the pastseveral years been working with variouspartners to improve health and well-being ofthe communities we serve. For exampleLifebuoy reaches out to thousands of children

through its handwashing campaigns, raisinghygiene standards across the country, Luxpromotes film, fashion and music through the

iconic Lux Style Awards, now in its twelfthyear; Close Up and Pepsodent raise oralhealth awareness while Knorr and Blue Bandpromote health and vitality. Through ourproducts we enable our consumers to preparehealthy, nutritious and great tasting mealsevery day. We also lead a number of initiativesto enhance livelihoods particularly in ruralareas, leveraging our extensive sales anddistribution network. We conserve water andenergy and promote recycling and reduction in

carbon emissions and waste.

Our success is due to the dedication and hardwork of colleagues at Unilever Pakistan andthe support we receive from our globalcounterparts. I hope this report gives you anoverview of the progress we are makingtowards sustainable growth.

LOCAL IMPACT STATEMENT

*Figures quoted here are combined figures for Unilever Pakistan Limited and Unilever Pakistan Foods Limited.

April 30th 2013

Chairman Unilever Pakistan


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IMPROVING HEALTH

AND WELL-BEING

HEALTH AND HYGIENE

Unilever Pakistan through multiple brands and variouspartners, has been working towards improving thehealth and well-being of the community throughbehaviour change programmes on health and hygieneand nutritious food products that meet the requiredhealth standards.


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REDUCE DIARRHOEAL ANDRESPIRATORY DISEASESTHROUGH HANDWASHING

Each year 2.1 million children die globallybecause of diarrhoea and respiratorydiseases, which are easily preventable by

the simple habit of handwashing with soapat key occasions. Globally, Lifebuoy aims tochange the hygiene behaviour of 1 billionconsumers across Asia, Africa and LatinAmerica by promoting the benefits ofhandwashing with soap at key times.

Keeping the global mission in perspective,Lifebuoy launched a mass activationcampaign drive to reach out to school goingchildren in Pakistan. The 21-day behaviourchange programme uses multipleclassroom contacts and interactivetechniques including a catchy jingle toinculcate the lifesaving habit ofhandwashing with soap at 5 key occasions;before the 3 meals, after using the loo andwhile bathing. The school programme

communication was endorsed by theinspirational cricketer, Wasim Akram andsupported by partnering NGO,Idaara-e-Taleem-o-Aagahi (ITA).

In 2012, Lifebuoy was able to expand theschool programme to 1,750 schools acrossPakistan to reach out to over 613,800 schoolgoing children and their families.

Lifebuoy also celebrated GlobalHandwashing Day in 2012 with 1,360 schoolsacross the country to reinforce its keymessage of health and hygiene. This wasmade possible with the support of partnerorganisations, ITA, The Citizens Foundationand Sindh Education Foundation and thevolunteer support of more than 600 Unileveremployees across Pakistan.


HEALTH AND HYGIENE

Understanding the critical role our brands can play through cost effective interventions and affordableproducts, we have taken a lead in this area and have made good progress towards our goal.

Over 613,000children were taughtto wash hands 5times a day.


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IMPROVE ORAL HEALTH

An average brushing experience requires1 gm of toothpaste. However in Pakistan,research shows that the average usage oftoothpaste per individual per day is only 0.2gms. In other words, most Pakistanis brushonly once every 5 days. This is primarily due tolack of awareness of the consequences ofpoor oral health.

This prompted Pepsodent and Close Up in

Pakistan to team up with Population ServicesInternational Greenstar (PSI) to run an activitygeared towards educating children and theirmothers on the importance of day and nightbrushing. In 2012, the importance of oralhygiene was integrated into the healthawareness sessions conducted by PSI field staff.During the PSI household visits and one-on-onediscussions, mothers were encouraged to brushtheir teeth twice a day and build this habit withintheir families. Through this partnership, more

than 28,000 households in 11 districts wereeducated on oral hygiene. Close Up alsopartnered with FDI to take the same message toan additional 5,000 households in 2012.

IMPROVE OVER ALL HYGIENE

Lifebuoy shampoo partnered withIdara-e-Taleem-o-Aagahi to teach childrenbasic hygiene which included hair careamongst other cleanliness habits. The famouslifebuoy brand character Chulbulli was usedto create awareness by holding variousactivities about clean hair through short videosof her in 1,750 schools and engaged a total of613,800 children in 2012.

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HEALTH AND HYGIENE

The message ofbrushing teeth twiceper day reached over28,000 households.


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REDUCE WORKPLACEINJURIES AND ACCIDENTS

Unilever Pakistan Limited places Safety,Health and Environment (SHE) at the heart ofits business agenda. The Central SafetyHealth & Environment Committee (CSHEC),comprising of the companys managementcommittee, review performance and providespolicy guidelines to business units. EachCommittee member, in turn, leads asub-committee to drive a specific SHE

mandate across the company. Unileversglobal SHE standards are the key buildingblocks and the CSHEC regularly monitors theperformance through leading and laggingindicators of all its manufacturing andnon-manufacturing Units.

We continually engage our business partnersand other organisations through various safetyprogrammes. Key initiatives are safetyprogrammes for transport and marketactivation service providers and Supplier

Ethical Data Exchange (SEDEX) certificationaudits for key suppliers and co-packers. Thefirst cycle of SEDEX audits was completed in2012 and improvement programmes wereinitiated to strengthen safety and socialcompliance across the value chain.

Motivational drives such as Family SafetyMela, Safety Week and the Wellness Week

were also initiated internally for employeeengagement and to raise awareness of keysafety issues.

Road Safety remained a key pillar of our safetysystems in 2012. Defensive DrivingWorkshops, Behavioral Risk Assessment andRoute Risk Assessments were conductedregularly throughout the year to pro-activelyidentify and manage driving-related risks.Based on these initiatives, Pakistan wasawarded a leadership role to drive the Safe

Travel Programme across South Asia.

We continually improve our managementsystem and standards, not only in theworkplace but also through Off the Job Safetyinitiatives to inculcate this consciousnessamongst the employees round the clock.

The above initiatives contributed significantlyin achieving a 56% reduction in injury rate in2012 as compared to 2011.

13

HEALTH AND HYGIENE

56%Total RecordableFrequency Rate

0.212011: 0.48


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Unilever Pakistan aims to give its consumers ahealthy choice without compromising on taste,convenience and affordability, reinstating itscommitment to health and vitality.

HELPING PEOPLE

MAKE HEALTHYCHOICES

NUTRITION


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PROVIDE HEALTHY

EATING INFORMATION

Communicating Health Benefits of Tea

Second only to water in consumption, tea is thebeverage of preference and is widely consumedaround the world. For the Pakistani market, teabinds people together and is socially andindividually consumed in a number of ways.

What makes tea so spectacular are itsnutritional benefits. However, majority of

Pakistanis are not aware of these. Brooke Bondtook the responsibility to educate theconsumers with the support of health careorganisations.

In 2012, Unilever participated in the AnnualMedical Symposium of the JinnahPostgraduate Medical Center to share thebrand science with health care professionals.The science behind tea and health was alsoshared with family physicians at the PakistanSociety of Family Physicians AnnualInternational Medical Conference throughworkshops, demonstrations and interactive

booths. It was inspirational to see that most ofthe health care professionals realised the

need to raise awareness about the healthbenefits of tea.

We partnered with the Pakistan Nutrition andDietetic Society (PNDS), one of the largestassociations of doctors and nutritionists in thecountry, and also developed a newsletter bythe Brooke Bond Tea Council, where expertsfrom nutrition and medicine contributedarticles that busted tea related myths andexplained how tea contributes to hydration.

This newsletter was distributed at varioushealth forums across the country. Over 7,000experts have connected themselves to ourmission.

Brooke Bond Supreme and PSI Green Staralso trained field staff in 20 towns of Sindhand Punjab to create awareness amongsthouse wives about the health benefits of tea.Brooke Bond Supreme also launched a driveto induct health care professionals to createawareness on the benefits of tea. These

efforts received recognition both internallyand externally and more than 37,000 familieshave already been educated.

NUTRITION

Over 37,000 familieseducated about healthbenefits of tea.


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Making Snack Time Nutritious

Malnutrition is a key obstacle in growth andprosperity. In 2012, Knorr Noodles took theirmessage of fun, health and nutrition one stepfurther.

Knorr Noodles partnered withIdara-e-Taleem-o-Agaahi (ITA) and Gup Shup,to implement the Healthy SnackingProgramme in schools across Pakistan. Theidea was to provide one food from each foodgroup in order to develop healthy eatinghabits. Knorr Noodles engaged nutritionists to

develop Healthy Eating Calendars tocomplement the health and nutritioneducation.

In order to take the message of health andwell-being further to more far flung areas,Knorr Noodles expanded its reach to citiessuch as Muzaffargarh, Charsadda, Mardan,Swat, Quetta, Hyderabad and Shikarpur. In2012, the programme was able to reach over270,000 students.

Moreover, an Education and ConfidenceBuilding programme was activated bycascading the Knorr books, which revolvearound meaningful lessons such asconfidence building and early childhoodeducation, in a fun and engaging manner forchildren. The students interest was enhancedthrough the use of exciting animations,especially through the famous characters ofRamiz and Rania from the Knorr NoodleGang Series.

Health Programme for Rural

Communities

Rural areas of Pakistan constitute

approximately 65% of the countryspopulation. An initiative was introduced to givebasic education to the rural communitiesregarding nutrition and introduce healthyalternatives such as Knorr Noodles asopposed to unhealthy snacking options.

The initiative was communicated throughposters and localised announcements andhome based activities in over 2,500 villages inSindh and Punjab.

NUTRITION

270,000 studentsused healthy eatingcalendar.


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Improved Employee Health

Unilever Pakistan has always put a great dealof emphasis on employee health. We believethat our sustainability growth goals can onlybe achieved if we ensure a safe and healthyenvironment internally for our staff and givespecial attention to their health needs. For thispurpose, annual health check-ups wereconducted for all employees in 2012.

Across various offices, employees have accessto fitness facilities like the gym, swimmingpool and indoor sports such as table tennis to

encourage physical exercise. Sportstournaments such as soccer, cricket, volleyballand table tennis matches are a regular featureat the company. We also implemented inPakistan, Unilevers global No SmokingStandard for employees while at work.

Our records indicate that employees haveincreasingly become more conscious abouttheir fitness and well-being over the years. Thehabit of smoking has reduced from 22% in2006 to 17% in 2012 amongst our employees.

Almost 58% of the employees now indulge inphysical exercise and obesity has reduced byalmost 6% since 2006. The cholesterol level inalmost 71% of the employees is normal andconsumption of unhealthy food products hasgone down to 7% in 2012 from 58% in 2006.

A health passport system has also beendeveloped to encourage employees to enterthe healthy zone of living. The passport ranges

from green to red, with green indicating a riskfree lifestyle and red being a stage of high risk.

More employees are now entering the greenzone indicating a positive trend and risingawareness and interest in ones ownwell-being. These have proven to be valuabletools in safeguarding employees health,improving productivity and reducing costs.

Health and Well-Being of the

Extended Value Chain

We recognise that our business partners and

associates are instrumental in meeting oursustainable living plan goals. Hence, we arecommitted to ensuring their well-being andhealth concerns are addressed.

In 2012, Unilever Pakistan embarked on adrive to ensure that our Distributors SalesRepresentatives (DSRs), Office Staff andAncillary Service Staff were covered withhealth and accidental insurance. The initiativewas driven with the support of our partnerNaya Jeevan, a social enterprise catering to

the low income group. Our third party serviceproviders, MOP and Human Recourse ServicesGlobal Outsourcing (Pvt) Ltd, continued to offerinsurance coverage facilities to 69 employeeswhereas more than 3,500 DSRs were alsoincluded in the year through our distributionpartners. The insurance covers basichospitalisation, emergencies, pre andpost-surgery tests and recovery expenses.

Five claims were made during the year and atotal of PKR 96,078 in claims was settled by

the insurers against the five cases ofhospitalisation and recovery. This move hasenhanced morale in the extended value chain.

NUTRITION

More than 3,500 DSRsprovided healthinsurance through

distribution partners.


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GREEN HOUSE GASES

Unilevers commitment to reduce environmentalimpact extends across our value chain and aims tocontinually improve our management systems todeliver consistent and measurable progress againstour growth ambitions in an environmentallyresponsible manner.

HELPING TO TACKLEENVIRONMENTALCHANGE


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GREEN HOUSE GASES

REDUCE GHG FROMMANUFACTURING

In 2012, Unilever Pakistan reduced 2,212tonnes of carbon dioxide from itsmanufacturing operations which was 7.7 %less as compared to 2011.

An eco-efficient, environment friendlymanufacturing process lies at the heart of ourstrategy. We aim to reduce our carbon impactby maintaining the 2008 level despitesubstantial increase in volumes of production.

Due to the energy crisis in Pakistan, mostsites rely on self-generation, posing a greatchallenge to the environment.

Despite the odds, we have taken the followinginitiatives at our production sites to contribute

to this goal:

Steam consumption optimisation in soapmanufacturing process at Rahim Yar Khanfactory

Waste heat recovery through condensateutilisation

Balancing air-conditioning load in factoryoffices

Smart production scheduling by shutting

down the ice cream plant and ketchupchillers during winters

Temperature optimisation in compressors

Reverse Osmosis plant installation at icecream factory to improve boiler efficiency

Engineering improvements inmanufacturing to reduce energy waste.(Limit switches at air-curtains, variablespeed drives)

Utilising day light in production halls andwarehouses and conduction of departmentwise energy measurement

Phasing out window air-conditioners and

installing energy savers in the productionhall, warehouses and boundary-wall lights

Result

Despite the social, economic and energy pressures, we have significantlyreduced greenhouse gas emissions.

Key highlights are:

2,212 tons of CO2 in absolute terms, which is 7.7% less as compared to 2011

28,494 Giga Joules (~ 7.9 mn KW Hrs) of energy in absolute terms, which is9.3% less as compared to 2011

7.42 tons of less Sulfur Oxide (SOx) emissions, which is 24 % less ascompared to 2011

9%CO2 (kg/tonne)

195.982011: 215.8


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GREEN HOUSE GASES


REDUCE GHG FROMTRANSPORT

Product Warehousing and Logistics continueto be a contributor in meeting our GHGfootprint reductions. Unilever Pakistanlaunched Project 8 by 10 as a holistic strategyfor improving the Logistics and TransportationBusiness Partners. This not only allows gaveus a competitive advantage but alsoestablished a sustainable model for improvingCarbon Footprint and Safety on Road.

Key drivers of this strategy are:

Vehicle standardisation

Reducing number of trips by deliveringmore products

Managing load efficiently, so that maximum

vehicle space is utilised

Route optimisation to eliminate redundant

vehicle movement

Warehousing and Logistics team have takenfollowing key initiatives for meeting this

challenge:

Distribution Centre Rationalisation

Overall countrys product distribution mapwas studied and Hyderabad and Rahim YarKhan Distribution Centers were eliminated,

thereby resulting in less road trips to thesetowns.

Cross docking

Customers in Hyderabad and Rahim Yar Khanare being reached directly by bringingproducts in 40 foot containers from Karachioff-loading each towns load directly into asmaller vehicle. This initiative not onlyeliminated product off-loading andwarehousing in these cities, but also improved

vehicle management, resulting in less trips.

Joint Logistics Initiative

We collaborated with non-competingorganisations on utilising vehicles to sharecontainer load on round trips.

Vehicle Tracking Systems

This helped ensure improvedroute-compliance, timeliness of delivery as

well as safety during transportation.

Improve Container Space Utilisation

The Packaging Development team continuallycollaborates with Logistics team to optimisecontainer space utilisation. A key initiative of2012 was using thin and light weight sacksinstead of corrugated cartons for smallpacks of Surf Excel. This initiative alone

doubled the container space utilisation, thus

resulting in fewer container trips andreducing GHG emissions subsequently.

Result

While we have been making steady progress, with 26% less CO2 emissions as

compared to 2008, overall this target remains challenging due to the changing

ground realities.


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GREEN HOUSE GASES

21

REDUCE GHG FROMREFRIGERTION

Walls pioneered the use of climate friendlyfreezers in Pakistan to reduce the environmentalimpact caused by using electricity run freezersat retail outlets across the country. The initiative,which required months of planning wasexecuted in 2012 resulting in replacing 3,400

electricity run freezers at 3,200 retailers with

hydrocarbon (HC) freezers that have a negligibleglobal warming potential compared to those that

contain hydrofluorocarbons (HFCs). The newWalls freezers also use up to 15% less energy.

The initiative will continue through 2013 as we

replace the remaining freezers. The Ozone CellMinistry of Climate Change (MoCC) hasendorsed the initiative as a first in Pakistan andacknowledged the role played by UnileverPakistan in developing capacity of localmanufacturer that will aid other companies toalso adopt environment friendly technologies.Unilever has also agreed to engage in sharing

its expertise through the MoCC platform todrive awareness of environment friendlybusiness practices.

REDUCE ENERGYCONSUMPTION IN OUR OFFICES

The Unilever Pakistan Head Office achievedWWF Green Office certification based on itssustainability initiatives through a structuredprogramme of measuring, monitoring andreducing energy, paper consumption andwaste segregation.

Key enablers were:

Temperature optimisation in central

air-conditioning system and reducing idletime cooling

More than 85% of the employees shifted to

laptops, which are more energy efficient ascompared to desktop computers

Replacing tube-lights with energy savers

Creating awareness on switching off idle lights

The Head Office consumed 24% less energy in

2012 as compared to 2011.

REDUCE EMPLOYEE TRAVEL

Reducing the amount of time employees spendon the road to sell products, visit markets andcommute to factories helps address safety aswell as health and environmental concerns. Tomeet this goal, the following steps were taken:

Investment in technology such as

teleconferencing, live meetings and Skypeacross all manufacturing locations, third

party operations and all regional offices Agile working policy enabling people to

work from home by providing employeeslaptops and out-of-office connectivity. As of2012, more than 85% of management

employees have switched to Laptopsallowing implementation in letter and spirit

0.53 mn less km travelled when compared

to 2011 and 2.6 mn km less travelled whencompared to 2008

10%Energy (GJ/tonne)

2.232011: 2.48


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With water scarcity becoming a reality, we feel itimperative to invest in measures that conserve thisprecious and essential resource. Our approach isto work across our value chain beginning withreducing water consumption in our processes.

WATER

REDUCING OUR

WATER USE WHEREIT MATTERS MOST


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23

REDUCE WATER USED INMANUFACTURING PROCESS

Our eco-efficient manufacturing strategy

includes a rigorous review of water usage at

our manufacturing sites especially during

production with a view to minimise its usage.

We initiated a project to reuse the treated

water from the factorys Effluent TreatmentPlant (ETP) for gardening and constructionwork that resulted in a water saving of 28

million litres. In the first phase a 3,000 feetline was installed to connect the ETPs linethat discharged water around to direct the

water towards the necessary points. This wascompleted at zero cost by reusing scrap

material available on the factory premises

and resulted in the total consumption of fresh

water has decreased by 15%.

In the second phase, the line of the treated

water was extended for further use in steam

generation and cooling towers after the

installation of chemical treatment plant toyield further savings in consumption of water.

The project owner Abdullah Toseef, AssistantManager Supply Chain, was one of 6employees recognised at Unilevers global

forum in 2012 for his contribution to

sustainable living plan goals.

Additionally, there is a systematic plan in place

to reduce our water footprint in the entire

manufacturing chain.

Key levers of this strategy are:

Reduce Water Consumption at Source

We have adapted a dry-floor policy to avoidwaste of water

Optimising product run-strategy so thatfrequent product changeovers and cleaning

activities are minimised

Cleaning circuits are optimized, so that lesswater is flushed out during product

changeovers

Removing Open-water hoses andintroducing Trigger-Tripguns wherewashing is needed to reduce waste

Water-metering initiated to createmonitoring system and culture of water

reduction

Reuse and Recycle Water Reusing water in cooling circuits for

multiple cycles in Soap Manufacturing

Grey-water is used in sanitary flushing andfor watering green belts instead of fresh

water

Total of 38 million liters of treated waterfrom Rahim Yar Khans effluent treatment

plant and other water conservationinitiatives was reused to water green belts

and in construction activities

Installation of Reverse Osmosis Plant tominimise blow down losses, which helped in

improving energy and water conservation

Water from sauce plant was reused in thecooling processes at the ice cream factory

Other Water Saving Initiatives

Other research based initiatives that helped

Unilever Pakistan conserve water were:

Reducing phosphate from 18% to 2% indetergent formulation to minimise

consumers water consumption while using

the product

Started a pilot study in 2012 to explore RainWater Harvesting at our Foods Factory. Thisproject has a potential of 7,000 m3 water per

annum and is expected to yield results in 2013

WATER

12.5%Water (m3 /tonne)

2.8872011: 3.298


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Packaging plays a key role in protectingour products. However, it may end up aswaste or litter. In a developing countrylike ours where we lack the infrastructureto manage such waste, this is particularlyimportant. Our approach is to reduce,reuse and recycle.

WASTE

REDUCE, REUSE,

RECYCLE


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WASTE

25

REDUCE PACKAGING

In 2012, Unilever Pakistan reduced 66 tonnesof waste from its manufacturing operationswhich was 55 % less as compared to 2011.

Our Packaging Development teamscontinually strive for Right-Sizing so thatunnecessary packaging is avoided. This is notonly beneficial to the environment but alsohelps save material, energy andtransportation. Consequently we have beenable to eliminate.

170 tons of excess packaging through

grammage reduction and structureoptimization

30 tons of PVC packaging with recyclable

PET material

Reduce Waste in Manufacturing

The eco-efficiency programme inmanufacturing units is built on the principleof reduction at source to reduce waste from

quality rejections, machine malfunction,process and material failure or poor

operational skills. Our manufacturingexcellence programme aims at zero waste inoperations by 2015 and we have made

significant progress. In 2012, 66.5 tons of

less waste has been generated, resulting in a55% reduction from 2011.

Recycle Waste

In line with the global goal of achieving zeronon-hazardous waste to landfill by 2015 and

developing programmes to recycle waste, wehave been strategically allying with oursuppliers, waste recycling service providers,municipal authorities and NGOs forincentivising efficient collection of flexibleplastic waste.

55%Waste (kg/tonne)

0.4092011: 0.91


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Our business contributes to the economic well-being of manycommunities across our value chain, whether throughemployment, up skilling or linkage into our extended supplychain. Our core focus under this pillar is rural areas andrecruiting and training female entrepreneurs.

01

ENHANCING LIVELIHOODS

SUPPORTING

ECONOMICDEVELOPMENT


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SMALL-SCALE DISTRIBUTORS

Guddi Baji

Guddi Baji, literally meaning doll sister, is a

unique initiative piloted in 2011 that attainedscale in 2012. It is a certified vocationaldevelopment programme which equipsparticipants with beautician skills whilecreating brand ambassadors for Unileverspersonal care products in rural areas.

The programme, run with the support of

Idara-e-Taleem-o-Aagahi and certified bythe Punjab Technical Education andVocational Training Authority (TEVTA),targets women between 18 and 30 years of

age most of whom have no opportunity togenerate income otherwise. Inductees forthe programme are selected from ruralvillages and undergo an extensiveself-grooming course. The Guddi Bajis are

provided with comprehensive beauticiantraining along with basic selling techniques,

commercial product knowledge, ultimatelyleading them to become skilledentrepreneurs. After the training, thewomen are also recruited as Unilever brandambassadors for Lux, Sunsilk andFair & Lovely, giving them an opportunity toearn additional income.

Some women enrolled in the programmehave stepped out of their houses for the firsttime, earning an average of PKR 6,000 to

7,000 per month; have shown a noteworthyincrease in confidence and self-esteem and

many have already established their ownbeauty salons.

This initiative not only benefits the participantsbut through these ambassadors, providesother women in their communities withenhanced access to genuine personal careproducts. At the back end, the Guddi Baji is

provided with stock through Unilever Rahbar,our small scale distributor programme formen belonging to and serving ruralcommunities.

In 2012, Unilever trained and recruited 911

women from more than 850 villages in rural

areas of Pakistan. We aim to induct a total of7,000 Guddi Bajis by 2015 to reach out to

525,000 rural households introducing

Unilever beauty brands to more than 2million rural women.

Umeed

In December 2012, we also collaborated withNational Rural Support Program(NRSP)enabling them in providingentrepreneurial support using micro-financingmodel to under-privileged individuals. TitledUmeed, this aims to establish a sustainablebusiness model that will utilise mutualexpertise in providing economic opportunitiesthrough self-employment. 50 candidates were

selected from rural areas to receive microfinance loans from NRSP to set up their own

mini shops and receive entrepreneurialtraining covering fund management, basic sale

techniques and record keeping. Umeed givesUnilever the opportunity to expand itsdistribution footprint into deep rural areas bydeveloping and empowering small scaledistributors. The pilot is expected to yieldresults in 2013.

27

More than 900

women providedwith beauticiantraining.


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DIVERSITY

We celebrate diversity of people and value aworkforce where different views, opinions andexperiences come together to make a greatteam. A diverse workforce gives us theopportunity to learn from one another, achievebetter business performance and connect withthe widest range of consumers. To deliver ourbusiness goals, it is vital we have people withthe right talent, skills and creativity. As womenmake up more than 75% of our consumer base,

gender diversity amongst our employees is topof mind for us. We believe that having agender-balanced, engaged workforce thatreflects our consumer base is a criticalelement of our long-term growth strategy.

Unilever is able to achieve the stretchingtargets every year because of the right mix ofpeople working towards the growth agenda. Weensure that a suitable environment is providedfor our people to thrive in, may that beproviding housing for the women working away

from home, flexible working hours through theagile working policy, safe working conditionsespecially for the females in the sales team oraccess to the leadership to voice any concerns.More than 200 females are performing variousroles across the functions in the Companyincluding two women on our ManagementCommittee.

The focus on gender diversity at Unilever doesnot take away from facilitating every teammember. To broaden our scope of inclusion,the Unilever Day Care Centre, started in 2003 tocater to the needs of the female employees isnow also used by male employees, whosespouses work elsewhere. In 2012, we furthernurtured our partnership with AIESEC Pakistanby sourcing a foreign intern through theirinternship exchange programme and havecontinued the practice even this year.


More than200 femaleemployees.


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COMMUNITY DEVELOPMENT

From nurturing businesses to empowering through education, fromtaking lead at the time of need to small efforts that make people feelgood, look good and get more out of life, Unilever Pakistan investsdeeply in community development through multiple programmes inthe rural and under-developed areas of the country.


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LOCAL INITIATIVES

The Citizens Foundation

We have been supporting TCF since the past10 years. We continue to foster ourpartnership with an annual financial supportof PKR 7,000,000, now under the ambit ofUnilever Foundation. A total of 963 primary

students in 5 TCF schools in Lahore,

Rawalpindi and Balochistan benefitted with

this support in 2012. 48% of the beneficiaries

were female.

Rahim Yar Khan GovernmentElementary School

We continue to support RYK GovernmentElementary School, built at the UnileverPakistan estate in Rahim Yar Khan with anannual donation of PKR 1.4 million.

The school was upgraded to a high school in2011 and enrolls 1,500 students.

To counter the drop out ratio of the girl child,we initiated a separate section for the femalestudents starting from grade 6. This hasencouraged families to allow the girls tocontinue their middle school and high school

education.

The school premises are also utilised as acertified vocational training center in theafternoon for beautician and auto-cad coursesin partnership with TEVTA and managed byITA. The 3 month long courses were selected

after a detailed need analysis of the skillsdemanded in the town, which has led to over300 trained men and women in the last year.

Iqra Foundation SchoolUnilever Pakistan also facilitates theoperation of Iqra Foundation that is within thepremises of the Unilever Residential Estate inRahim Yar Khan for the children of the lowincome estate staff. The school, with classesup to grade 3 was founded in 2003 and

continues to be managed by the UnileverPakistan Rahim Yar Khan team and their

families residing in the estate. The bulk of theschools funding comes from the contributionsof our employees and their families.

LOCAL INITIATIVES


UNILEVER FOUNDATION

Established globally in 2012, the Unilever Foundations mission is to improve the quality of life for communities through the provision of hygiene,

sanitation, access to clean drinking water and basic nutrition, and by enhancing self-esteem. The Foundation is developing programmes designed togrow the business and support the sustainable living goal to help more than 1 billion people take action to improve their health and well-being.

The Foundation works with five global partners - Oxfam, PSI (Population Services International), Save the Children, UNICEF and the World FoodProgramme (WFP) as well as select local partners in country to meet the development and community needs in line with our goals.


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Health Care

We also extended support towards SIUT, TheKidney Center and The Layton RehmatullahBenevolent Trust for basic health care

support in the form of cash donations duringthe year 2012.

Environment

Unilever Pakistan Limited is a member ofWWF Pakistan. We observed Earth Hour in2012 by switching our office lights for the hourand also encouraged our employees to pledge

to do the same.

Safe Drinking Water

In 2012, we inaugurated the safe drinkingwater project in Purnawan, in the outskirts ofLahore with our partners, Pakistan PovertyAlleviation Funds. The water plant, built with atotal cost of PKR 5,000,000, was initiated in

2010 and the final installment of PKR 1,650,000

as made in 2012. The plant caters to

approximately 10,000 people through sevenwater distribution centers at different locationswithin the village. The water plant provideshygienic water facilities for drinking andcooking resulting in the reduction of waterbourne illnesses. The project has beendeveloped with a community ownership modelto ensure it is sustained in the long run.

Employee Payroll Programme

Our employees also support causes close tothe company through individual contributions.The Unilever Pakistan Employee PayrollProgramme allows employees to voluntarilycontribute a set amount that is deducted fromtheir salaries. Based on employee choices, the

funds are directed towards Aga KhanUniversity Hospital for Child Heart Surgery,United Nations World Food Programme fortheir Fight against Child Hunger programmeand The Citizens Foundations Support a Childprogramme. The funds are passed onto the

partner organization in the first quarter of thefollowing year. In 2012 a total contribution ofPKR 2,227,500 was collected from this

programme.

The utilisation is summed in the table below.

31

EMPLOYEE PAYROLL PROGRAMME UTILISATION

TCF PKR 268,644 22 students

AKU PKR 223,870 3 heart surgeries

WFP PKR 1,746,186 69,840 meals


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Breast Cancer Awareness Campaign

Ponds partnered with Shaukat Khanum

Hospital to create awareness about breastcancer. Ponds developed an all-roundcampaign which reached more than 100,000people on digital media, thousands throughbillboards and millions through the TV ads.Ponds dedicated 50% of their air time for the

month to run the TV ads. Ponds also ran acause related marketing campaign for themonth where 1% of each Ponds purchaseduring the month was donated to the hospitalfor breast cancer research.

Product Donations

During the year, we also supported Karachi

Vocational Training Center (school for specialchildren), Roshni Homes, Marie AdeladeLeprosy Center and Institute of Behavioral

Psychology through annual product donationswhich include Lifebuoy Soap, LifebuoyShampoo, Brooke Bond Supreme, Close Up,

Vim, Vaseline, Comfort, Surf, Lux, Energile,Knorr, Sunlight and Rafhan.

Disaster Relief

Unilever Pakistan has always played an activerole during disaster and emergencies. In the2012 wave of floods, we contributed productsworth PKR 2 million to relief camps inShikarpur, Sukkur, Khairpur, Jacobabad and

Kashmore through our partner NGO.


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Supporting Talent

Lux, as part of its legacy, awarded 8 fashion,

arts, music and film making students the LuxStyle Awards scholarships. The studentsbelonging to National Academy of PerformingArts, Pakistan Institute of Fashion Designing,Asian Institute of Fashion Designing andNational College of Arts went through rigorousevaluations as they competed for thescholarships.

Encouraging Young Professionals

2012 saw immense success of Lipton TalentHunt in colleges, engaging over 1,000participants from 36 universities in a

competitive yet learning environment thatgave them a unique opportunity to build theirconfidence and capacity. The teams competedto develop the best green tea campaign forLipton to win entry into the UnileverManagement Trainee Programme 2013 as

well as a trip to see the Dubai Liptonoperations. The participating students got a

sneak preview in the corporate ways ofworking that will serve as instrumental careerdevelopment insights.

Nurturing Small Businesses

Salons are an effective forum and have a great

influence on the lives of women when it comesto purchase decisions regarding grooming andbeauty. Fair & Lovely understands theimportance of this forum and thus partneredwith Mussarat Misbah at Depilex, a renownedbeauty expert of the country to train 500 small

salon owners from 5 cities to enhance their

skills and techniques. As a result, small salonowners learned ways to improve their servicesand maintain customer loyalty. Additionally, the500 salons were given a visual uplift by

Fair & Lovely.

Supporting Campaigns

We also extended support to Zakat Campaignsof The Kidney Centre, SUIT, Aga KhanUniversity Hospital, The Layton RehmatullahBenevolent Trust and The Citizens Foundation

by placing their campaign communication onUnilever billboards in Karachi, Islamabad andLahore during Ramadan.



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In a conscious effort to promote a greener Pakistan, this report is not printed and

made available for downloading on the Unilever website:

www.unilever.pk

Unilever Pakistan

Avari Plaza, Fatima Jinnah Road,

Karachi 755330.

T: +92 21 35660062-9

F: +92 21 35681705

www.unilever.pk

[email protected]

Documents

Unilever Pakistan Sustainability Report 2012_tcm96-355078