Our road towards sustainability

Opportunities for joint efforts

3

Introduction p 3

Current trends p 4

Consumers p 6

Operators and chefs P 8

Our definition of sustainability p 10

Our vision p 14

Growing for the future p 18

Four selected case studies p 22

Tea p 24

Palm Oil p 26

Water management p 28

Tomatoes p 30

Our road towards sustainabilityOver 100 years ago, besides creating some of the

world’s first consumer brands, the founders of

Unilever also built a business based on strong

values. And Unilever has been engaged with

society at large ever since. We realise that our

global impact entails taking corporate

responsibility and have therefore incorporated

sustainability into our core business. This has

resulted in us occupying the leading position in

the Food sector on the Dow Jones Sustainability

Index for the past 11 years – an achievement

matched by no other company.

This leaflet underlines the commitment to

sustainability of Unilever Foodsolutions, as part

of the broader Unilever vision of sustainability.

It outlines the way we integrate sustainability

throughout our business and the value chain.

Contents of leaflet

Introduction

3

Introduction p 3

Current trends p 4

Consumers p 6

Operators and chefs P 8

Our definition of sustainability p 10

Our vision p 14

Growing for the future p 18

Four selected case studies p 22

Tea p 24

Palm Oil p 26

Water management p 28

Tomatoes p 30

Our road towards sustainabilityOver 100 years ago, besides creating some of the

world’s first consumer brands, the founders of

Unilever also built a business based on strong

values. And Unilever has been engaged with

society at large ever since. We realise that our

global impact entails taking corporate

responsibility and have therefore incorporated

sustainability into our core business. This has

resulted in us occupying the leading position in

the Food sector on the Dow Jones Sustainability

Index for the past 11 years – an achievement

matched by no other company.

This leaflet underlines the commitment to

sustainability of Unilever Foodsolutions, as part

of the broader Unilever vision of sustainability.

It outlines the way we integrate sustainability

throughout our business and the value chain.

Contents of leaflet

Introduction

Current trends01

Current trends01

6 7

Consumers

Today, we are seeing major shifts in

consumer behaviour. In these insecure

times, people are trying to take greater

control of their lives. Eating healthy

food and taking care of the planet are

becoming increasingly important.

People are looking for products they

trust. They want products from

companies that are transparent in

their communications and behaviour.

Besides wanting reassurance that the products they

buy are ethically and sustainably produced,

consumers also want to choose brands that are

good for them and good for others. However, they

sometimes feel powerless to make a difference,

as the scale of the challenge is too great and their

individual actions are too small. We believe we are

well placed to help people understand how their

brand choices and small actions, when added to

those of others, can make a big difference across

the world.

6 7

Consumers

Today, we are seeing major shifts in

consumer behaviour. In these insecure

times, people are trying to take greater

control of their lives. Eating healthy

food and taking care of the planet are

becoming increasingly important.

People are looking for products they

trust. They want products from

companies that are transparent in

their communications and behaviour.

Besides wanting reassurance that the products they

buy are ethically and sustainably produced,

consumers also want to choose brands that are

good for them and good for others. However, they

sometimes feel powerless to make a difference,

as the scale of the challenge is too great and their

individual actions are too small. We believe we are

well placed to help people understand how their

brand choices and small actions, when added to

those of others, can make a big difference across

the world.

8 9

Operators and chefs

In 2009, Unilever carried out widespread research

among operators, which showed some

interesting findings:

• After food hygiene, key priorities are natural

products and healthy dishes

• Sustainably sourced ingredients are a

reason to believe in natural products and

reliable supplies

• Greenhouse gases, waste and water are

relatively important.

• Total food waste is a significant issue,

more so than the packaging of our products

• In total packaging, recyclability is the

most important factor

For chefs, sustainability is linked to ‘natural

ingredients, sourced in an environmentally friendly

way’. Sustainability is strongly connected to

authenticity, which is all about natural taste, food

that is responsibly sourced.

Research also shows that operators and chefs are

strongly motivated to make a difference in this area.

The impact of climate change and environmental

damage is becoming ever more apparent and is

hitting closer to home, thus promoting growing

awareness of the need for environmentally and

socially responsible actions and patterns of

consumption. People want to feel that their

consumption choices are making a contribution to

the world and their local community.

For operators and chefs, therefore, it is increasingly

important to create and offer a guest experience in

line with these consumer expectations. Their focus

on ingredients and processes continually takes

account of health and wellness and emphasises

the idea of natural health. We are offering and

reassuring better options for our meals. We are

continually developing innovative solutions which

help operators and chefs match their customers’

sustainability needs. For instance, we look for new

preparation and presentation techniques that

enable them to improve efficiency and sustainability

in making meals. These include methods that use

less water and energy, or new packaging that results

in less wastage. But of course, taste and health are

still major factors in these innovations.

8 9

Operators and chefs

In 2009, Unilever carried out widespread research

among operators, which showed some

interesting findings:

• After food hygiene, key priorities are natural

products and healthy dishes

• Sustainably sourced ingredients are a

reason to believe in natural products and

reliable supplies

• Greenhouse gases, waste and water are

relatively important.

• Total food waste is a significant issue,

more so than the packaging of our products

• In total packaging, recyclability is the

most important factor

For chefs, sustainability is linked to ‘natural

ingredients, sourced in an environmentally friendly

way’. Sustainability is strongly connected to

authenticity, which is all about natural taste, food

that is responsibly sourced.

Research also shows that operators and chefs are

strongly motivated to make a difference in this area.

The impact of climate change and environmental

damage is becoming ever more apparent and is

hitting closer to home, thus promoting growing

awareness of the need for environmentally and

socially responsible actions and patterns of

consumption. People want to feel that their

consumption choices are making a contribution to

the world and their local community.

For operators and chefs, therefore, it is increasingly

important to create and offer a guest experience in

line with these consumer expectations. Their focus

on ingredients and processes continually takes

account of health and wellness and emphasises

the idea of natural health. We are offering and

reassuring better options for our meals. We are

continually developing innovative solutions which

help operators and chefs match their customers’

sustainability needs. For instance, we look for new

preparation and presentation techniques that

enable them to improve efficiency and sustainability

in making meals. These include methods that use

less water and energy, or new packaging that results

in less wastage. But of course, taste and health are

still major factors in these innovations.

Our definition of sustainability02

Our definition of sustainability02

12 13

Our definition of sustainability

‘It’s about meeting the needs of

society today without compromising

the ability of future generations to

survive and prosper.’

This is a broadly agreed definition of sustainability

from the Brundtland Commission, convened by the

United Nations in 1983.

Sustainability is critical for the continued success

of our business, as well as for the environment and

the society we live in. Through our business and

brands, we want to create a better future every day

for people all over the world: the people who work

for us, those we do business with, the millions

of people who use our products and future

generations – whose quality of life depends on the

way we protect the environment today.

Engagement at Unilever FoodsolutionsWe focus on understanding our customers and

designing solutions specifically to meet their needs,

using our expertise in taste, chefmanship, nutrition,

food technology and service, as well as the right

selection of Unilever Foodsolutions products

and brands.

Half the population of the United States and a

quarter of the population of Europe claim they find

it difficult to eat healthily away from home. We

help to solve this problem by providing food service

operators with products that combine a great taste,

consistent quality and healthier menu options in a

cost-effective way.

Our healthier solutions take several forms.

We are helping to boost the consumption of

vegetables by making them more appealing

and developing healthier foods that are attractive,

convenient alternatives. Our Foodsolutions

people and operators continue to receive basic

nutritional training, so that they are well informed

of the benefits.

We also advise operators and chefs on managing

their food supplies more efficiently and reduce

waste in their operations.

Furthermore, we focus on canteens and

quick-service restaurants, which are under extreme

pressure to offer menus with healthier alternatives.

We provide them with healthier options for their

customers, such as Hellmann’s Extra Light

Mayonnaise and Becel spread portions. In short,

we have upgraded and clarified our portfolio to

ensure we have the right solution for every chef.

12 13

Our definition of sustainability

‘It’s about meeting the needs of

society today without compromising

the ability of future generations to

survive and prosper.’

This is a broadly agreed definition of sustainability

from the Brundtland Commission, convened by the

United Nations in 1983.

Sustainability is critical for the continued success

of our business, as well as for the environment and

the society we live in. Through our business and

brands, we want to create a better future every day

for people all over the world: the people who work

for us, those we do business with, the millions

of people who use our products and future

generations – whose quality of life depends on the

way we protect the environment today.

Engagement at Unilever FoodsolutionsWe focus on understanding our customers and

designing solutions specifically to meet their needs,

using our expertise in taste, chefmanship, nutrition,

food technology and service, as well as the right

selection of Unilever Foodsolutions products

and brands.

Half the population of the United States and a

quarter of the population of Europe claim they find

it difficult to eat healthily away from home. We

help to solve this problem by providing food service

operators with products that combine a great taste,

consistent quality and healthier menu options in a

cost-effective way.

Our healthier solutions take several forms.

We are helping to boost the consumption of

vegetables by making them more appealing

and developing healthier foods that are attractive,

convenient alternatives. Our Foodsolutions

people and operators continue to receive basic

nutritional training, so that they are well informed

of the benefits.

We also advise operators and chefs on managing

their food supplies more efficiently and reduce

waste in their operations.

Furthermore, we focus on canteens and

quick-service restaurants, which are under extreme

pressure to offer menus with healthier alternatives.

We provide them with healthier options for their

customers, such as Hellmann’s Extra Light

Mayonnaise and Becel spread portions. In short,

we have upgraded and clarified our portfolio to

ensure we have the right solution for every chef.

Our Vision03

Our Vision03

16 17

Our Vision

In 2009, Unilever launched a new vision – to double

the size of our business while reducing our environ-

mental impact across our entire value chain – from

the sourcing of raw materials through to consumer

use and the disposal of products. The key to realise

this ambition is inspiring customers and consumers

to switch to a more sustainable way of life through

their choice of brands.

We recognise the fact that the world is changing.

Populations are expanding and the global rise in

incomes continues to fuel the growing demand for

consumer products. Products like ours rely on an

increasingly constrained set of natural resources,

whether they are fuel or other raw materials.

At the same time, climate change is not just a

problem for the planet; it represents a huge threat

to economic and social stability.

We know that if we are to achieve our ambitious

growth objective we must reduce the total

environmental impact of our business. Our

commitment at Unilever Foodsolutions extends

right across our value chain – from the sourcing

of raw materials, through our own production

and distribution and the development of new

technology for more efficient and sustainable

preparation of meals, to the eventual disposal of

residual packaging.• We work to create a better future every day.

• We help people feel good, look good and get

more out of life with brands and services that

are good for them and good for others.

• We will inspire people to take small, everyday

actions that can add up to a big difference for

the world.

• We will develop new ways of doing business

with the aim of doubling the size of our

company while reducing our environmental

impact.

• We fully recognise that we will need to develop

a new model for business growth. We are

embarking on a long-term programme of

work with our suppliers, customers and other

partners to achieve this goal.

• With our portfolio of strong brands, presence

in emerging markets and our long-standing

commitment to shared value creation, we believe

we are well placed to succeed in this ambition.

16 17

Our Vision

In 2009, Unilever launched a new vision – to double

the size of our business while reducing our environ-

mental impact across our entire value chain – from

the sourcing of raw materials through to consumer

use and the disposal of products. The key to realise

this ambition is inspiring customers and consumers

to switch to a more sustainable way of life through

their choice of brands.

We recognise the fact that the world is changing.

Populations are expanding and the global rise in

incomes continues to fuel the growing demand for

consumer products. Products like ours rely on an

increasingly constrained set of natural resources,

whether they are fuel or other raw materials.

At the same time, climate change is not just a

problem for the planet; it represents a huge threat

to economic and social stability.

We know that if we are to achieve our ambitious

growth objective we must reduce the total

environmental impact of our business. Our

commitment at Unilever Foodsolutions extends

right across our value chain – from the sourcing

of raw materials, through our own production

and distribution and the development of new

technology for more efficient and sustainable

preparation of meals, to the eventual disposal of

residual packaging.• We work to create a better future every day.

• We help people feel good, look good and get

more out of life with brands and services that

are good for them and good for others.

• We will inspire people to take small, everyday

actions that can add up to a big difference for

the world.

• We will develop new ways of doing business

with the aim of doubling the size of our

company while reducing our environmental

impact.

• We fully recognise that we will need to develop

a new model for business growth. We are

embarking on a long-term programme of

work with our suppliers, customers and other

partners to achieve this goal.

• With our portfolio of strong brands, presence

in emerging markets and our long-standing

commitment to shared value creation, we believe

we are well placed to succeed in this ambition.

18 18 19 19

Growing for the future04

18 18 19 19

Growing for the future04

Growing for the future

At Unilever we have set up our own

‘Growing For The Future’ program to

ensure that there is a really strong focus

on the three key areas of Sustainability.

This program combines the Social

(people), Environmental (planet) and

Economic (profit) aspects of the

production processes of our suppliers,

with the aim of achieving the following:

• We should produce crops with high yield

and nutritional quality to meet existing and

future needs, while keeping resource inputs

as low as possible.

• We work hard to reduce the adverse

effects on soil fertility, water and air quality

and biodiversity from agricultural activities

are minimised and positive contributions are

made where possible.

• We should optimise the use of renewable

resources while minimising the use of

non-renewable resources.

• We should enable local communities

to protect and improve their wellbeing

and environment.

The Unilever Sustainable Agriculture Initiative has

identified 11 key indicators of sustainability.

These are key guidelines for good agricultural

practice and help our local farmers, organisations

and communities benchmark themselves against

these good practices. They can then plan to make

improvements which are continually monitored to

ensure they are showing continuous progress.

These key indicators of sustainability are grouped

as follows:

1. Overall Continuous Improvement 2. Agrochemicals and fuels 3. Soils 4. Water

5. Biodiversity 6. Energy 7. Waste 8. Social & Human Capital

9. Animal Welfare 10. Value Chain & Local

Economy

11. Training

For further information please go to

www.growingforthefuture.com.

2120

Growing for the future

At Unilever we have set up our own

‘Growing For The Future’ program to

ensure that there is a really strong focus

on the three key areas of Sustainability.

This program combines the Social

(people), Environmental (planet) and

Economic (profit) aspects of the

production processes of our suppliers,

with the aim of achieving the following:

• We should produce crops with high yield

and nutritional quality to meet existing and

future needs, while keeping resource inputs

as low as possible.

• We work hard to reduce the adverse

effects on soil fertility, water and air quality

and biodiversity from agricultural activities

are minimised and positive contributions are

made where possible.

• We should optimise the use of renewable

resources while minimising the use of

non-renewable resources.

• We should enable local communities

to protect and improve their wellbeing

and environment.

The Unilever Sustainable Agriculture Initiative has

identified 11 key indicators of sustainability.

These are key guidelines for good agricultural

practice and help our local farmers, organisations

and communities benchmark themselves against

these good practices. They can then plan to make

improvements which are continually monitored to

ensure they are showing continuous progress.

These key indicators of sustainability are grouped

as follows:

1. Overall Continuous Improvement 2. Agrochemicals and fuels 3. Soils 4. Water

5. Biodiversity 6. Energy 7. Waste 8. Social & Human Capital

9. Animal Welfare 10. Value Chain & Local

Economy

11. Training

For further information please go to

www.growingforthefuture.com.

2120

case studies05• Tea• Palm Oil• Water Management• Tomatoes

IntroductionA clear vision, of course, is the starting point

for everything. But it must be followed up with

practical actions in order to translate our vision

and ambition into tangible results. These

actions involve improving our own activities

and encouraging our consumers, customers,

suppliers and others to do the same.

Unilever is proud of its achievements in the

area of sustainability. The four case studies

outlined illustrate our achievements so far

and our goals for the future.

case studies05• Tea• Palm Oil• Water Management• Tomatoes

IntroductionA clear vision, of course, is the starting point

for everything. But it must be followed up with

practical actions in order to translate our vision

and ambition into tangible results. These

actions involve improving our own activities

and encouraging our consumers, customers,

suppliers and others to do the same.

Unilever is proud of its achievements in the

area of sustainability. The four case studies

outlined illustrate our achievements so far

and our goals for the future.

24 25

Tea

Sustainable teaUnilever purchases around 12% of the world’s black

tea supply. Much of this is for Lipton, the world’s

leading tea brand. In 2007 we committed to source

all of our Lipton and PG Tips tea bags from

Rainforest Alliance Certified™ farms by 2015.

We also launched Rainforest Alliance Certified™

tea in the US, Japan and Australia. The launch in

Australia was followed by a 12% growth in sales.

Globally around 15% of our tea now comes from

certified farms, representing good progress towards

our 2015 goal. By the end of 2009, 69 tea factories

and estates had been certified and in Kenya

alone, around 38,000 smallholder farms have

achieved certification.

Results• By the end of 2009, about 80% of Lipton

Yellow Label and PG Tips tea bags sold in

Western Europe were sourced from Rainforest

Alliance Certified™ farms.

• In Kenya, schools, colleges and hospitals have

been built in the vicinity of tea plantations,

and 500,000 trees were planted to help curb

deforestation.

24 25

Tea

Sustainable teaUnilever purchases around 12% of the world’s black

tea supply. Much of this is for Lipton, the world’s

leading tea brand. In 2007 we committed to source

all of our Lipton and PG Tips tea bags from

Rainforest Alliance Certified™ farms by 2015.

We also launched Rainforest Alliance Certified™

tea in the US, Japan and Australia. The launch in

Australia was followed by a 12% growth in sales.

Globally around 15% of our tea now comes from

certified farms, representing good progress towards

our 2015 goal. By the end of 2009, 69 tea factories

and estates had been certified and in Kenya

alone, around 38,000 smallholder farms have

achieved certification.

Results• By the end of 2009, about 80% of Lipton

Yellow Label and PG Tips tea bags sold in

Western Europe were sourced from Rainforest

Alliance Certified™ farms.

• In Kenya, schools, colleges and hospitals have

been built in the vicinity of tea plantations,

and 500,000 trees were planted to help curb

deforestation.

26 27

Palm Oil

Sustainable Palm OilWe are one of the largest buyers of palm oil, using

around 3% of the world’s volume. More than 80%

of palm oil is grown in Indonesia and Malaysia and

the rapid expansion of the industry has accelerated

deforestation. An area the size of Greece is cleared

every year. Deforestation accounts for some 20%

of all greenhouse gases – making Indonesia the

third-highest emitter after the US and China.

Our commitment We have long been convinced of the need to break

the link between palm oil and climate change.

We were founding members of the Roundtable on

Sustainable Palm Oil (RSPO) in 2004. In 2008 we

supported a moratorium on deforestation for palm

oil in South-East Asia and made a commitment to

purchase all our palm oil from certified sustainable

sources by 2015. In 2009 we purchased GreenPalm

certificates covering 185,000 tonnes of palm oil,

accounting for around 15% of our total needs. We

plan to double this to 30% in 2010 and double that

again to reach 60% in 2011. GreenPalm certificates

support the production of sustainable palm oil

certified to the standards of the RSPO.

Driving industry actionTo complement the efforts of the RSPO, we have

also encouraged industry-wide discussion to address

these issues. To achieve the scale of impact required,

we need to encourage others to make public

commitments and help drive market demand.

This in turn will reassure growers that they will

get a return on their investment in sustainability

certification. In 2008, we established a global

coalition of companies and NGOs to combat

defores tation. Nearly two-thirds of the company

members have now set public targets for purchasing

certified sustainable supplies.

26 27

Palm Oil

Sustainable Palm OilWe are one of the largest buyers of palm oil, using

around 3% of the world’s volume. More than 80%

of palm oil is grown in Indonesia and Malaysia and

the rapid expansion of the industry has accelerated

deforestation. An area the size of Greece is cleared

every year. Deforestation accounts for some 20%

of all greenhouse gases – making Indonesia the

third-highest emitter after the US and China.

Our commitment We have long been convinced of the need to break

the link between palm oil and climate change.

We were founding members of the Roundtable on

Sustainable Palm Oil (RSPO) in 2004. In 2008 we

supported a moratorium on deforestation for palm

oil in South-East Asia and made a commitment to

purchase all our palm oil from certified sustainable

sources by 2015. In 2009 we purchased GreenPalm

certificates covering 185,000 tonnes of palm oil,

accounting for around 15% of our total needs. We

plan to double this to 30% in 2010 and double that

again to reach 60% in 2011. GreenPalm certificates

support the production of sustainable palm oil

certified to the standards of the RSPO.

Driving industry actionTo complement the efforts of the RSPO, we have

also encouraged industry-wide discussion to address

these issues. To achieve the scale of impact required,

we need to encourage others to make public

commitments and help drive market demand.

This in turn will reassure growers that they will

get a return on their investment in sustainability

certification. In 2008, we established a global

coalition of companies and NGOs to combat

defores tation. Nearly two-thirds of the company

members have now set public targets for purchasing

certified sustainable supplies.

28 29

Water Management

Water impactWater scarcity is a growing concern around the

world. Our products rely on this precious resource:

from the water needed to grow raw materials to

the water needed to use our products.

We need to improve water efficiency at each stage

of the product lifecycle. Climate change and rising

populations are putting increased pressure on

existing supplies. Since water is required at

all stages of a products lifecycle, we recognise

our responsibility to help conserve supplies.

Water is essential for:

• Growing agricultural ingredients

• Processes such as cleaning, cooling and

heating during manufacture

• Consumer use of our products,

for example in personal washing, laundry

and the preparation of some food products

Water in agricultureWe estimate that as much as half of our water

impact is accounted for by agriculture, so good

water management is included as one of the

11 key sustainability indicators we use when

assessing suppliers. When we deal directly with

farmers, we require them to implement the

practices outlined in our Sustainable Agriculture

Code. These lay out standards for irrigation and

catchment-level water conservation.

Water in manufacturingWe have been consistently reducing water use in

manufacturing. Since 1995, we have reduced the

quantity of water per tonne of production by 65%.

During 2009 we used a tool developed by the World

Business Council for Sustainable Development to

identify levels of water stress at each of our

manufacturing sites. This along with our existing

knowledge about how much water each site uses,

has allowed us to refocus our efforts on water

reduction where it matters most. Water scarcity is

also a key consideration when planning a new site

or changing the production mix, especially of

water-intensive products in water scarce areas.

Safe drinking waterOver one billion people wordwide do not have

access to safe drinking water. In India, our unique

water purifier, Pureit, provides over 15 million

people in 3 million households with clean water

that is more sustainable and affordable than boiled

or bottled water.

Results• Irrigation management has led to a 30%

reduction in water use in growing tomatoes

in Brazil and a 70% reduction in growing

gherkins in India.

• In manufacturing, we have reduced the

quantity of water per tonne of production

by 65% since 1995.

• In 2009, Pureit received external recognition

in the UK government backed innovation

awards, winning the consumer product

category for social innovation.

28 29

Water Management

Water impactWater scarcity is a growing concern around the

world. Our products rely on this precious resource:

from the water needed to grow raw materials to

the water needed to use our products.

We need to improve water efficiency at each stage

of the product lifecycle. Climate change and rising

populations are putting increased pressure on

existing supplies. Since water is required at

all stages of a products lifecycle, we recognise

our responsibility to help conserve supplies.

Water is essential for:

• Growing agricultural ingredients

• Processes such as cleaning, cooling and

heating during manufacture

• Consumer use of our products,

for example in personal washing, laundry

and the preparation of some food products

Water in agricultureWe estimate that as much as half of our water

impact is accounted for by agriculture, so good

water management is included as one of the

11 key sustainability indicators we use when

assessing suppliers. When we deal directly with

farmers, we require them to implement the

practices outlined in our Sustainable Agriculture

Code. These lay out standards for irrigation and

catchment-level water conservation.

Water in manufacturingWe have been consistently reducing water use in

manufacturing. Since 1995, we have reduced the

quantity of water per tonne of production by 65%.

During 2009 we used a tool developed by the World

Business Council for Sustainable Development to

identify levels of water stress at each of our

manufacturing sites. This along with our existing

knowledge about how much water each site uses,

has allowed us to refocus our efforts on water

reduction where it matters most. Water scarcity is

also a key consideration when planning a new site

or changing the production mix, especially of

water-intensive products in water scarce areas.

Safe drinking waterOver one billion people wordwide do not have

access to safe drinking water. In India, our unique

water purifier, Pureit, provides over 15 million

people in 3 million households with clean water

that is more sustainable and affordable than boiled

or bottled water.

Results• Irrigation management has led to a 30%

reduction in water use in growing tomatoes

in Brazil and a 70% reduction in growing

gherkins in India.

• In manufacturing, we have reduced the

quantity of water per tonne of production

by 65% since 1995.

• In 2009, Pureit received external recognition

in the UK government backed innovation

awards, winning the consumer product

category for social innovation.

30 31

Tomatoes

Sustainable farmingUnilever uses about 6% of the world volume of

industrially processed tomatoes. For our well-known

brands such as Bertolli, Knorr and Ragú, we work

with growers all over the world. In order to improve

sustainable farming methods, we work in close

cooperation with our suppliers.

Measures takenSo far, our sustainable farming programmes have

focused on improving soil fertility, water

management and pest control. Soil conditions are

improved through the sustainable agricultural

techniques we have developed. Fertiliser

applications are kept to a minimum and through

using Integrated Pest Management, pesticides are

only applied as a last resort. Irrigation and run-off

techniques are being improved and we are

continually assessing and promoting biodiversity.

GoalsOur long term goal is to source all our key

agri culture raw materials sustainably. This requires us

to gain greater control over crops, which we do by:

• Supplying seeds directly to our farmers;

• Installing a computerised sampling system

to assess the quality of the fruit as it arrives

at the factory;

• Developing new tomato varieties that are

better suited to the growing region.

30 31

Tomatoes

Sustainable farmingUnilever uses about 6% of the world volume of

industrially processed tomatoes. For our well-known

brands such as Bertolli, Knorr and Ragú, we work

with growers all over the world. In order to improve

sustainable farming methods, we work in close

cooperation with our suppliers.

Measures takenSo far, our sustainable farming programmes have

focused on improving soil fertility, water

management and pest control. Soil conditions are

improved through the sustainable agricultural

techniques we have developed. Fertiliser

applications are kept to a minimum and through

using Integrated Pest Management, pesticides are

only applied as a last resort. Irrigation and run-off

techniques are being improved and we are

continually assessing and promoting biodiversity.

GoalsOur long term goal is to source all our key

agri culture raw materials sustainably. This requires us

to gain greater control over crops, which we do by:

• Supplying seeds directly to our farmers;

• Installing a computerised sampling system

to assess the quality of the fruit as it arrives

at the factory;

• Developing new tomato varieties that are

better suited to the growing region.

Concept & realisation: Fleishman-Hillard August 2010

Contact Details:Unilever Foodsolutions PO Box 7603000 DK RotterdamThe Netherlands

www.unileverfoodsolutions.com

This brochure was printed on recycled paper