UNILEVER SUSTAINABLE LIVING PLAN 2014 PROGRESS REPORT

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1 UNILEVER SUSTAINABLE LIVING PLAN 2014 PROGRESS REPORT

2 ABOUT UNILEVER In Brazil: Worldwide: GARANHUNS PE 1 factory 13,700 SUAPE-IPOJUCA PE 2 factories employees JABOATÃO DOS GUARARAPES PE 1 factory 4,500 IGARASSU PE 1 factory suppliers 15 factories in four states (São Paulo, Minas Gerais, Goiás and Pernambuco) R$ 17 billion POUSO ALEGRE MG 2 factories INDAIATUBA SP 1 factory DISTRIBUTION CENTERS IN 12 STATES OPERATIONS ALL OVER BRAZIL in gross revenue in 2014 ( billion) PERSONAL CARE 2 Unilever Sustainable Living Plan billion 172,000 VALINHOS SP 1 factory AGUAÍ SP 1 factory countries consumers use our products on any given day GOIÂNIA GO 1 factory VINHEDO SP 2 factories 190 employees 13 brands with sales of more than 1 billion a year 48 billion Total sales of in 2014 FOODS AND REFRESHMENT HOME CARE

3 CONTENTS THE BIGGER PICTURE 4 OUR STRATEGY FOR SUSTAINABLE GROWTH 6 SCALING FOR IMPACT 8 MAKING PROGRESS HIGHLIGHTS 17 Watch the Unilever Progress Report summary video: download a QR-code reader to your smartphone, take a photo of this code and check it out. Unilever Sustainable Living Plan

4 THE BIGGER PICTURE Unilever has a simple purpose to make sustainable living commonplace. In a volatile world which is facing environmental change and rising populations, we see this as the best long-term way for us to grow and bring benefits to all our stakeholders. To succeed in this goal, we need to change the way we do business and to scale up the impact on the issues that matter most. Paul Polman Chief Executive Officer, Unilever 4 Unilever Sustainable Living Plan 2014

5 GROWTH AND SUSTAINABILITY ARE NOT IN CONFLICT. IN FACT, IN OUR EXPERIENCE, SUSTAINABILITY DRIVES GROWTH. With 7 billion people on the planet, the Earth s natural resources are under immense pressure. Rising temperatures, water shortages, more expensive energy, uncertainty about food supplies and the growing gap between rich and poor pose major challenges for society. Companies have an important role to play in solving these problems. This is the reason we have put sustainability at the heart of our business model, brand creation and category and product innovation. With the implantation of its Sustainable Living Plan, Unilever is demonstrating its commitment to reducing its environmental footprint and increasing its positive impact on society. To overcome these challenges, we are focusing our investments: On our brands: our brands social missions deliver tangible benefits for millions of people. On the quality and performance of our products: in our Sustainability Plan we have placed great emphasis on the concentration and compaction of our products, reducing their impacts on the value chain. On capital goods: expanding production capacity and efficiency in the use of natural resources. On developing our people: the quality of life and well-being programs we offer our employees ensure an innovative and productive work place was the fourth anniversary of our Sustainable Living Plan and, as in previous years, saw great progress towards the targets we have set for In this report, you may see the main highlights of the year and our progress towards these achieving these targets. Enjoy reading it! Fernando Fernandez Chief Executive Officer, Unilever Brazil Plano Unilever de Sustentabilidade Sustainable Living da Unilever Plan

6 OUR STRATEGY OUR PURPOSE IS TO MAKE SUSTAINABLE LIVING COMMONPLACE We work to create a better future every day, with brands and services that help people feel good, look good and get more out of life. 6 Unilever Sustainable Living Plan 2014

7 OUR VISION IS TO DOUBLE THE SIZE OF THE BUSINESS, WHILST REDUCING OUR ENVIRONMENTAL FOOTPRINT AND INCREASING OUR POSITIVE SOCIAL IMPACT POSITIVE SOCIAL IMPACT DOUBLE THE BUSINESS UNILEVER SUSTAINABLE LIVING PLAN Achieving our vision In an uncertain and volatile world, we cannot achieve our vision to double our size unless we find new ways of doing IMPROVING HEALTH AND WELL-BEING for more than 1 BILLION By 2020 we will help more than a billion people take action to improve their health and well-being. business. This is why we launched the Unilever Sustainable Living Plan in This is helping to drive profitable growth, reduce costs and fuel innovation. The Plan sets out three big REDUCING ENVIRONMENTAL IMPACT by 1/2 By 2020 our goal is to halve the environmental footprint of the making and use of our products as we grow our business. goals. Underpinning these goals are nine commitments supported by targets spanning our social, environmental and economic performance. ENHANCING LIVELIHOODS for MILLIONS By 2020 we will enhance the livelihoods of millions of people as we grow our business. Our plan is distinctive It spans the entire portfolio of brands in all the countries in which we sell our products It has a social and economic dimension our products make a difference to health and well-being, and our business supports the livelihoods of many families. When it comes to the environment we work across the entire value chain from the sourcing of raw materials for our factories to the way consumers use our products. REDUCE ENVIRONMENTAL FOOTPRINT 21% 2% 2% 4% 70% 1% Raw Materials Manufacture Transport Retail Consumer Disposal Unilever s Greenhouse Gas Footprint Unilever Sustainable Living Plan

8 SCALING FOR IMPACT We have set a bold ambition to achieve change within our own company. But we are only one company among many and the change needed to tackle the world s major social, environmental and economic issues is big and urgent. What is really needed is fundamental change to the broader systems of which we are a part. 8 Plano de Sustentabilidade da Unilever 2014

9 WE HAVE SET OUT TO MAKE A DIFFERENCE TO THOSE BIG ISSUES THAT MATTER MOST Scaling for impact is ever more critical in 2015 as the United Nations prepares to adopt a set of Sustainable Development Goals and broker a climate deal to reduce emissions. Success for both will require input and active leadership by business. By combining our own actions with external advocacy on public policy and joint working with partners, we are seeking to create what we call transformational change that is fundamental change to whole systems, not simply incremental improvements. We are focusing on three areas where we have the scale, influence and resources to make this big difference: ELIMINATING DEFORESTATION Eliminating deforestation from commodity supply chains by 2020, to help combat the threat from climate change SUSTAINABLE AGRICULTURE & SMALLHOLDER FARMERS Making sustainable agriculture the mainstream, and so increase food yields and enhance the livelihoods of smallholder farmers WATER, SANITATION & HYGIENE Working towards universal access to safe drinking water, sanitation and hygiene In all three areas, the role of women is crucial, both as partners in change and as beneficiaries. Empowering women is critical to eradicating poverty and accelerating global development. To achieve change at scale, we need to go beyond what we can achieve in our own operations and with our suppliers. We are stepping up our engagement with governments, NGOs and others in our industry and forming partnerships to demonstrate the change we want to see. Often our partners become the best advocates of system-wide change. By focusing on these three areas, we believe we can help address the twin goals of combating climate change and promoting human development. Learn more: sustainable-living Unilever Sustainable Living Plan

10 MAKING PROGRESS TOWARDS 2020 We are already seeing the results of our efforts. Our focus on sustainability is driving brand growth, competitive advantage and differentiation. The virtuous circle of growth describes how we generate profit in our sustainable growth business model. OUR VIRTUOUS CIRCLE OF GROWTH Profitable volume growth Brands that are integrating sustainability into their core purpose are driving success for our business. The diversity of our product portfolio with sustainable criteria also helps drive growth for our retail partners. Cost leverage and Efficiency By reducing waste generation and water and energy consumption, we create efficiencies and cut costs, which helps us improve our margins. Innovation + Marketing Investment By looking at product development, sourcing and manufacturing through a sustainability lens, opportunities for innovation open up. By collaborating with partners, including NGOs, we leverage our skills, capacities and networks that are not ours. SUSTAINABILITYLED GROWTH COST LEVERAGE + EFFICIENCY PROFITABLE VOLUME GROWTH SUSTAINABLE LIVING LESS WASTE, LESS RISK SUSTAINABLE INNOVATION & COLLABORATION INNOVATION + MARKETING INVESTMENT 10 Unilever Sustainable Living Plan 2014

11 SUSTAINABILITY-LED GROWTH 1,100 cities have been encouraged to make access to high-quality water and sanitation a priority Each Unilever brand has a social mission to fulfil which delivers our Sustainable Living Plan VIM FOR UNICEF BECEL PRO ACTIV VILLAGE A VILLAGE, A CHALLENGE Lack of information on health care leads to deficient prevention and to higher disease and mortality rates, as well as increased costs for the public health care system. The Becel brand s mission is to make the hearts of the world healthier. With this in view, in 2014 the brand challenged the residents of Santo Antônio do Pinhal to reduce their cholesterol levels and improve quality of life for everyone in the town. The participants selected had high cholesterol levels. During three weeks they were invited and encouraged to adopt a balanced diet, to exercise and to consume 20 g (two soup spoons) of Becel Pro Activ, which contains phytosterols, every day. All were monitored by trained professionals during the period (nutritionist, physician and physical education instructor). After three weeks, the participants underwent new examinations to check whether there had been a reduction in their cholesterol levels. 81.7% of the participants had a reduction of at least 5% in their LDL cholesterol level. Overall, 60 people benefited directly from the action. This is how the Becel brand fulfils its social mission: providing people with important information about how to improve their lifestyles by means of simple actions. 82 % of participants have reduced their cholesterol levels In the Brazilian semi-arid region, more than 450 thousand children suffer from a lack of toilets or treated water in schools. The same year we launched VIM in Brazil, we leveraged our global partnership with UNICEF to promote an innovative campaign, supporting the development of sanitation in the basic level schools in the region. During the on site diagnosis, we realized it was not economically sustainable to build all the toilets needed to overcome all the challenges involved in sanitation, and that the municipalities and authorities should be part of the solution. The problem had to be solved by a joint effort involving the different parties. As part of the UNICEF Program in Brazil, municipalities that achieve determined targets receive the UNICEF Approved Municipality Seal in recognition of their accomplishments towards improving living conditions for children. Working with UNICEF, we help to establish and incorporate new and tangible targets for access to water and sanitation by means of this initiative. The initial result of the initiative was that more than 1,100 municipalities were encouraged to prioritise quality water and sanitation in their local action plans to ensure adequate access for all children and adolescents. By working with UNICEF, we want to contribute towards improved sanitation in schools for more than 450 thousand children in a vulnerable situation by the end of Access and learn more about the initiative. Unilever Sustainable Living Plan

12 HELLMANN S KETCHUP WITH CERTIFIED TOMATOES In 2014, we evolved in the implantation of our SAC (Sustainable Agriculture Code), through which we ensure that the tomato suppliers who provide the raw materials for our Hellmann s Ketchup adopt the best growing practices, incorporating social, economic and environmental factors. And to engage consumers in this question, we created the Let s Plant initiative. This is an unprecedented action in which we open the gates of one of the farms producing tomatoes for our ketchup in order to show people the process of planting and growing tomatoes for Hellmann s Ketchup. We have noticed that today the consumer is not only concerned about product quality but also about the origin of the product and its entire production chain. This action enables us to show the consumer more about our responsibility throughout the chain and how we guarantee the quality of our products, including the certification process. By means of the online platform Vamos Plantar (Let s Plant), consumers got in contact with and interacted in real time with the local producers on the farm and took part in various activities. And by means of live streaming technology, 86 thousand people interacted with the producers. WITH OUR PORTFOLIO OF HEALTH AND HYGIENE BRANDS, UNILEVER IS WELL PLACED TO HELP ACHIEVE UNIVERSAL ACCESS TO SAFE DRINKING WATER, SANITATION AND HYGIENE 25 THOUSAND people reached with self-esteem messages in Brazil. DOVE AND ITS SOCIAL MISSION Dove, a brand recognized for its clear positioning on the standards of beauty imposed by the media and society, has the improvement of the self-esteem of millions of adolescents around the world as its social mission. In 2014, the brand s social mission was launched in Brazil on a number of fronts. One of these was a special project in which Dove joined together with the retailer Super Maia to address this question in schools in the North Central region of Brazil. 80 volunteer employees from the two companies conveyed the message about self-esteem to more than 700 children in the region. In another action involving the entire Dove team and other Unilever brands, some 100 employees took the message to 500 young people in São Paulo. Moreover, in a partnership with the Brazilian branch of the World Association of Girl Guides and Scouts (WAGGS), the question was discussed with thousands of adolescents involving activities during the association s meetings. To expand discussion and include parents and teachers, the brand also created online forums on the Minha Vida website, engaging more than 20 thousand people. As a result of these actions during the course of 2014, more than 25 thousand people in Brazil were directly impacted regarding the issue of self-esteem. The brand s target for 2015 is to increase the number of actions during the year so that more adolescents may come to understand that beauty should be a source of confidence, not anxiety. To learn more about the programme, please access: com.br/ 12 Unilever Sustainable Living Plan 2014

13 LESS WASTE, LESS RISK By reducing waste in energy, raw materials and manufacturing, we create efficiencies and cut costs, which helps to improve our margins. ZERO WASTE IN LANDFILLS IN 100% OF THE FACTORIES AND DISTRIBUTION CENTRES Ice cream and corn flour waste become animal feed. Hellman s leftovers become fertilizer. Since the end of 2013, all the waste at all of Unilever s factories in Brazil has been recycled or reused in one way or another. Nothing is disposed of in landfills any more. When we launched our Global Sustainable Living Plan, we established specific targets for this question, leading to the birth of the Zero Landfill project in The target was to ensure the complete elimination of waste disposal in landfills. To ensure the plan worked, the SHE area teams in each plant, with support from the procurement area, had to seek the most sustainable alternatives for disposing of their waste. Before Zero Landfill, the Unilever plants already recycled a fair part of their waste. Other more complex types of waste, such as dust from sweeping and pieces of equipment covered in oil, were disposed of in landfills. Now, all the material is reused. Organic waste is composted (that is, transformed into fertilizer) or used in the production of animal feed, among other things. And whatever is not recyclable is used in co-processing (burned in cement kilns generating energy for the cement industry). In addition to Unilever s nine plants in Brazil, in 2014 all of the company s exclusive distribution centres also became Zero Landfill. This corresponds to 93% of the waste generated in distribution. The company now plans to do the same at its other logistics units and offices. 100 % of Unilever s factories and distribution centers achieved Zero Wasteto-landfill status Unilever Sustainable Living Plan

14 100 % of our fruit will be sustainably sourced until CASE CERTIFICATION OF FRUITS We encourage our agricultural suppliers to certify their production through international organizations or to use our own verification system, the SAC (Sustainable Agriculture Code). These tools include visits to the producers, advice on improvements in production and audits on working conditions, soil and water use; climate and local biodiversity, among others. Worthy of note in 2014 was the significant improvement in our sustainability numbers in the fruit chain. We obtained these results by means of interventions related to better understanding of the portfolio, recognition of the main suppliers, elaboration of action plans with a determined timeframe, dedicated efforts at engagement and demystification of the SAC as well as constant monitoring. Our target is to source 100% of our fruit sustainably by PÃO DE AÇÚCAR UNILEVER RECYCLING STATIONS In partnership with the GPA supermarket chain, the The Pão de Açúcar Unilever Recycling Station Programme is in place in 11 states and in the Distrito Federal, with drop-off points installed in 139 stores in 42 municipalities. Diverse Unilever brands, such as Omo, AdeS, Seda and Knorr, sponsor the initiative. The drop-off points are built of recycled material and are aligned with the country s national solid waste policy. After consumers leave their waste at the drop-off point, we donate the recyclable materials to partnering recycling cooperatives. In 2014 alone, more than 10 thousand metric tons of waste were collected. A total of 39 cooperatives benefited, generating 3,789 direct jobs and 1,894 indirect ones. Since 2001, more than 85 thousand metric tons of waste have been collected, generating a total of 30,358 direct job opportunities and 15,179 indirect ones. Additionally, during the World Cup, we organized a special action: Reciclar #PraSerFeliz (Recycle To Be Happy), an itinerant recycling station in three host cities: São Paulo, Rio de Janeiro and Fortaleza. In fewer than 15 days more than 5 metric tons of recyclable materials were collected and almost 22 thousand people were impacted. The company donated R$ 1 to UNICEF for each kilogram of material collected. Since 2001, over 85 thousand tons of recyclable waste were collected at the Pão de Açúcar Unilever Recycling Stations. That volume of waste would be equal to 29 statues of Christ the Redeemer. SOURCE: INSTITUTO AKATU 14 Unilever Sustainable Living Plan 2014

15 SUSTAINABLE INNOVATION & COLLABORATION By looking at our brands and product development through a sustainability lens, innovation opportunities open up. By collaborating with partners, including NGOs, we leverage ours skills, capacities and unexplored networks. KIBON EVERY CHILD DESERVES A HAPPY CHILDHOOD The result of a global partnership between the Unilever Foundation and Fundação Abrinq - Save the Children, Kibon supports this action the main focus of which is the health and survival of pregnant women, women about to give birth and children aged from 0 to 5 years in municipalities in the state of São Paulo with high infant and child mortality rates, such as Iguape, Juquitiba, Miracatu, Pariquera-Açú, Peruíbe and Sete Barras. The project includes the training of community agents, leaders and health professionals, as well as raising family awareness of the importance of prenatal care, vaccination and nutrition during pregnancy and early childhood. In the first eight months, the project achieved important results, with the establishment of partnerships with six municipalities in the region and alliances with another three social organizations, two universities and two state health agencies. Another important result was the partnerships with local radio stations for airing messages and the training of 189 community health agents who monitor the families. In 2014, the number of groups of mothers-to-be increased from two to eleven, with 160 women participating. In a timeframe of two years the project aims to benefit more than 11,050 children and 16,874 families, as well as train 600 community health agents and health professionals. Unilever Sustainable Living Plan

16 LIFEBUOY AND PASTORAL DA CRIANÇA Since 2010, our Lifebuoy brand has been developing actions to encourage the habit of handwashing in conjunction with the organization Pastoral da Criança. This initiative is an expression of the company s commitment to promoting healthy development for children; it multiplies educational information as a vehicle for improving people s lives. In 2014, with help from Pastoral da Criança volunteers, educational booklets containing 21 activities related to handwashing were distributed to 916,462 children. The booklets were accompanied by soap, stamps with ink and stickers used in the educational actions. Over the last three years, 1.4 million handbooks have been distributed to Pastoral da Criança communities in every state in the country. By means of Lifebuoy s social mission, we have managed to align disease prevention and combat 1.4 million study guides were sent to Pastoral da Criança s communities, in all Brazilian states, over the last three years. against child mortality with our strategy of collaborating with and growing within the personal care segment. The actions implemented by the Pastoral da Criança helped ensure that only 5.6% of a total 1,281,179 children monitored contracted diarrhoea in the third quarter of LET S KEEP ON WORKING WITH OUR PARTNERS AND FOCUS ON THE AREAS IN WHICH WE CAN DRIVE THE BIGGEST CHANGE. VIVA MAIS PROJECT - WAL-MART For the third year running, together with Walmart we worked on raising consumer awareness at the point of sale. The Viva Mais project took place during the month of October in the chain s 55 stores in the Southeast region and was aimed at engaging consumers in the themes our brands work on as part of their social missions. Encouraging conscious habits in the areas of well-being, health and the environment, the brands Vim, Lifebuoy, Pureit, Dove, Ades, Hellmann s, Omo and Comfort transmitted messages to consumers about the companies concern for sustainability, seeking to encourage consumers to make more conscious choices. During the month of October, at ten of the chain s stores consumers confronted an interactive totem via which they could choose a sustainability-related subject, take a selfie and disseminate their support for the causes supported by the brands via social media. At the other Walmart stores, the action involved the distribution of diverse communication materials. During the fours weeks of activation, more than 35,000 consumers interacted with the totems, an average of 116 people a day. LUX SOAP MADE WITH ALGAE OIL A 5-year partnership with Solazyme has resulted in the use of Algae Oils in our Lux bars, which became the first soap bar in the world to use this raw material in its formula. Algae Oils are produced by microalgae via a 2-day fermentation process, using feedstocks cultivated in a sustainable way. The fermentation process produces extremely pure oils with a high yield. This gave us a unique opportunity to make a difference on a large scale, supporting the development of a raw material that we know comes from a responsible source. Lux soap bars with algae oils were launched in the Brazilian market in 2014, reinforcing our commitment to offer consumers products with the best possible performance in sustainability. 16 Unilever Sustainable Living Plan 2014

17 2014 HIGHLIGHTS In 2014, our progress towards honouring our commitments was good. We have found we are able to make excellent progress on the targets within our direct control. Those outside our control are proving more challenging. We will continue to work with partners, focusing on the areas in which we can make the most telling changes. Unilever Sustainable Living Plan

18 The Unilever Sustainable Living Plan sets out to decouple growth from our environmental impact, while increasing our positive social impact. IMPROVING HEALTH AND WELL-BEING By 2020 we will help more than a billion people take action to improve their health and well-being. for more than 1 billion REDUCING ENVIRONMENTAL IMPACT by 1/2 By 2020 our goal is to halve the environmental footprint of the making and use of our products as we grow our business.* Our Plan has three big goals to achieve by 2020, underpinned by nine commitments and targets spanning our social, environmental and economic performance across the value chain. We will continue to work with others to focus on those areas where we can drive the greatest change. More detail on our progress can be found in the Sustainable Living section of www. unilever.com.br UNILEVER SUSTAINABLE LIVING PLAN 2014 PROGRESS Health and hygiene By 2020 we will help more than a billion people to improve their health and hygiene. This will help reduce the incidence of lifethreatening diseases like diarrhoea. 1 million children impacted in our partnership with the Pastoral da Criança through the multiplication of educational information about the importance of handwashing by Pastoral volunteers. 25 thousand people directly impacted by the theme of self-esteem through actions that make adolescents understand that beauty should be a source of confidence rather than anxiety. More than 1,100 Brazilian municipalities were encouraged by Unicef to prioritize quality water and sanitation in their local action plans to ensure adequate access for all children and adolescents. Improving nutrition We will continually work to improve the taste and nutritional quality of all our products. The majority of our products meet, or are better than, benchmarks based on national nutritional recommendations. Our commitment goes further: by 2020, we will double the proportion of our portfolio that meets the highest nutritional standards, based on globally recognised dietary guidelines. This will help hundreds of millions of people to achieve a healthier diet. In 2014, 28% of our Brazilian retail foods portfolio was compliant with the Unilever global target of reducing salt levels in 75% of the portfolio to an intake of 5 g/day by % of the margarines: Had less than 33% saturated fat as a proportion of total fat. Provided at least 15% of the essential fatty acids recommended under international nutritional guidelines. Contained at most 33% saturated fat and at least 67% unsaturated fat. 1.5 million homes were reached by the Love your Heart movement, in events organized in partnership with Incor and Hcor. Since 2012, 100% of our portfolio has not contained trans fat coming from partially hydrogenated vegetable oil. 100% of the children s ice creams launched since 2014 contain up to 110 kcal per portion. Greenhouse gases Our products lifecycle: Halve the greenhouse gas (GHG) impact of our products across the lifecycle by Our manufacturing: By 2020 CO 2 emissions from energy from our factories will be at or below 2008 levels despite significantly higher volumes. 35% reduction compared with The reduction from 2014 to 2013 was 3%. In the manufacturing plants, 40% of the direct energy used is from renewable sources such as biomass, vegetable oil, ethanol and biodiesel. 2% CO 2 reduction in logistics compared with The reduction against 2010 was 4%. Since 2012 we acquired 17 Thousands green cabinets, which consume less electricity than regular ones. 21% reduction in energy consumption in company offices compared with We implanted 12 videoconferencing rooms and two telepresence rooms, reducing employee travel. Water consumption Our products in use: Halve the water associated with the consumer use of our products by Our manufacturing: By 2020 water abstraction by our global factory network will be at or below 2008 levels despite significantly higher volumes. Reduction compared with 2008 totals 36%. The Comfort Concentrado & Omo Líquido Concentrado brands economized more than 100 million litres of water in Unilever Sustainable Living Plan 2014

19 ENHANCING LIVELIHOODS By 2020 we will enhance the livelihoods of millions of people as we grow our business. for Millions Waste and packaging Our products: Halve the waste associated with the disposal of our products by Our manufacturing: By 2020 total waste sent for disposal will be at or below 2008 levels despite significantly higher volumes. Waste in the plants was reduced by 95% compared with Comparing 2014 with 2013, the reduction was 90%. All of the plants in Brazil achieved Zero Landfill, as did all the exclusive Unilever distribution centres. 70% less plastic than in the regular pack with the launch of the Lux liquid refill line. More than 10 thousand metric tons of waste collected in the Pão de Açúcar Unilever Recycling Stations. Since 2001, more than 85 thousand metric tons have been collected. Sustainable supply By 2020 we will source 100% of our agricultural raw materials sustainably. We are very close to our target of sourcing paper and cardboard sustainably. 100% of the company s soybean suppliers were certified in A large part of the company s fruits and vegetables came from certified sources and was verified under the company s Sustainable Agriculture Code (SAC). We obtained our first certified sustainable cocoa. Considering the purchase of credits, we are close to 100% sustainable sourcing. We are working on certifying our sunflower oil, in line with the global 2020 target. We undertook the first SAC verifications for dairy products. 100% of the Ben & Jerry s ice cream commercialized has Brazilian SCJS fair trade certification. Equality in the work place By 2020 we will advance human rights across our operations and extended supply chain. In 2014 we organized an event for the launch of the RSP - Responsible Sourcing Policy - engaging 94 suppliers. We increased the transparency of our employee remuneration policy by means of the TRS, a tool that permits a complete overview of the annual remuneration package. The Bio in the Office program attended 403 people in The cases of moderate and serious anxiety dropped from 58% to only 15% of the total. The Occupational Health and Safety audits indicated that all the units achieved excellent levels of compliance with standards. Opportunities for women By 2020 we will empower 5 million women. Over the last three years, the number of women in leadership positions has increased by 15%. At the end of 2014, 48.4% of leadership positions were occupied by women. Inclusive businesses By 2020 we will have a positive impact on the lives of 5.5 million people. We did business with 15 companies from the Integrare base. The turnover was $ 5 million, benefiting more than 160 people, of whom almost 40 % are women. * Our environmental targets are expressed on a per consumer use basis. This means a single use, portion or serving of a product. ** In seven water-scarce countries representing around Unilever Sustainable Living Plan

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