INTRODUCTION OF UNILEVER

Unilever Pakistan (70.4% Unilever equity) is the largest FMCG company in Pakistan, as well as
one of the largest multinationals operating in the country.

Introducing Unilever Pakistan Ltd.

The company had a turnover of Rs. 23.3 bn (Euro 309 mn) in 2007, and enjoys a leading
position in most of its core Home and Personal Care and Foods categories, e.g. Personal Wash,
Personal Care, Laundry, Beverages (Tea) and Ice Cream.
The company operates through 5 regional offices, 4 wholly owned and 6 third party
manufacturing sites across Pakistan.
Accountable to our stakeholders
Since the time Unilever Pakistan began its operations in 1948, the Company has been closely
connected to the Pakistani people and its brands have been an integral feature in their daily lives.
In fact, the nature of our business enables our brands to be the pulse and heartbeat of the 164
million people in Pakistan.
This is a huge commitment, which makes us responsible and accountable to all our stakeholders
and society as a whole and strengthens our resolve to:
• Make a positive difference to the lives of low income consumers
• Create new opportunities for growth
• Improve the overall quality of life in Pakistan, by promoting education, nutrition, health
and hygiene.
• Unilever Pakistan reached 2.7 million people
• through Corporate Social Responsibility
• Programmes
• CSR Highlights 2008
• 167 Unilever volunteers helped in CSR initiatives
• Funds were raised to provide 86,000 meals to
• United Nations World Food Programme,
• assisted by children and families
• Added sugar in various food ranges
• was reduced by 15% - 20%
• 20% reduction of Carbon Dioxide
• in per tonne production
• 37.5% reduction in hazardous waste
• in per tonne production
With the courage to change the present,
we immerse our heart and soul into our
sustainability initiative and social causes.
Our operational policies and procedures are
strictly adhered to and it enables us to
achieve our want for a greener tomorrow
Our mission is to add Vitality to life. We meet
everyday needs for nutrition, hygiene and
personal care with brands that help people
look good, feel good and get more out of
life.

mission statement
Unilever Pakistan Limited & Unilever Pakistan Foods Limited (Formerly Rafhan Best
foods Limited)
6
Two public listed limited companies
with 4 wholly owned and 6 third
party manufacturing sites nationwide Employs around 1,400 people on
their payroll and many
thousands indirectly
The widest reach across the nation of any
FMCG, reaching the remotest regions
within the country
Offering a wide range of products at economical
prices, including low-unit packs, addressing all
segments of the socio-economic pyramid
Incorporated in Pakistan in 1948
and now one of its most
prominent multinationals
Contributing to the economic growth of the nation
and catering to the daily needs of 173 million people
One of the largest FMCG
companies of the world,
represented in 150 countries
with over 200,000
employees.
Our corporate purpose states that to succeed
requires "the highest standards of corporate
behaviour towards everyone we work with, the
communities we touch, and the environment on
which we have an impact."
Always working with integrity
Conducting our operations with integrity and with respect for the many people,
organisations and environments our business touches has always been at the heart
of our corporate responsibility.
Positive impact
We aim to make a positive impact in many ways: through
our brands, our commercial operations and relationships,
through voluntary contributions, and through the various
other ways in which we engage with society.
Continuous commitment
We're also committed to continuously
improving the way we manage our
environmental impacts and are working
towards our longer-term goal of developing
a sustainable business.

Setting out our

aspirations
Our corporate purpose
sets out our aspirations
in running our business.
It's underpinned by our
code of business
Principles which
describes the operational
standards that everyone
at Unilever follows,
wherever they are in the
world. The code also
supports our approach
to governance and
corporate responsibility.

Working with others

We want to work with suppliers who have
values similar to our own and work to the
same standards we do. Our Business partner
code, aligned to our own Code of business
principles, comprises ten principles covering
business integrity and responsibilities relating
to employees, consumers and the
environment.

CSR Highlights 2008

167 Unilever volunteers helped in CSR initiatives
Funds were raised to provide 86,000 meals to
United Nations World Food Programme,
assisted by children and families
Added sugar in various food ranges
was reduced by 15% - 20%
20% reduction of Carbon Dioxide
in per tonne production
37.5% reduction in hazardous waste
in per tonne production
376 and 586 participants were trained in Safety
101 and Defensive Driving courses respectively
3

Our Intent
With the courage to change the present,
we immerse our heart and soul into our
sustainability initiative and social causes.
Our operational policies and procedures are
strictly adhered to and it enables us to
achieve our want for a greener tomorrow.
About Unilever Pakistan
Our mission is to add Vitality to life. We meet
everyday needs for nutrition, hygiene and
personal care with brands that help people
look good, feel good and get more out of
life.
Key Brands Highlights 2008
Home Care
Turnover: 6,253 million
Underlying sales growth: 62%
Personal Care
Turnover: 10,556 million
Underlying sales growth: 33%
Beverages
Turnover : 9,592 million
Underlying sales growth: 22%
Spreads
Turnover: 731.75 million
Underlying sales growth: 23%
*Excluding Tea

Unilever Pakistan
Foodsolutions
Turnover: 526 million*
Underlying sales growth: 42%*
Unilever Pakistan Foods Ltd
Turnover: 2,555.7 million
Underlying sales growth: 27.4%
Ice cream
Turnover : 3,825 million
Underlying sales growth: 24.5%
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Our Impacts
Understanding consumer needs
Our aim is to meet consumers’
everyday needs for nutrition,
hygiene and personal care.
Innovation and R&D
Through our
investment in research
and development, we
aim to meet the diverse
and changing needs of
consumers in all our
markets.
Distribution & retail
Our aim is to be the
supplier of choice for
our customers and to
ensure that consumers
have ready access to
our products through
different distribution
channels.
Suppliers
We aim to encourage
sustainability practices in our
supply chain. Through
responsible sourcing, we seek
to raise standards in line with
the requirements set out in
our Business Partner Code.
Marketing, consumption &
disposal
We communicate
responsibly with our
consumers through our
advertising and marketing.
Production & manufacturing
We seek to manage the impacts of our
operations on society and the
environment, yet delivers superior value
to consumers.
Our business and brands have an impact at every stage
along the product life-cycle: from concept to
consumption.
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Purpose & Principles
Our corporate purpose states that to succeed
requires "the highest standards of corporate
behaviour towards everyone we work with, the
communities we touch, and the environment on
which we have an impact."
Always working with integrity
Conducting our operations with integrity and with respect for the many people,
organisations and environments our business touches has always been at the heart
of our corporate responsibility.
Positive impact
We aim to make a positive impact in many ways: through
our brands, our commercial operations and relationships,
through voluntary contributions, and through the various
other ways in which we engage with society.
Continuous commitment
We're also committed to continuously
improving the way we manage our
environmental impacts and are working
towards our longer-term goal of developing
a sustainable business.
Setting out our
aspirations
Our corporate purpose
sets out our aspirations
in running our business.
It's underpinned by our
code of business
Principles which
describes the operational
standards that everyone
at Unilever follows,
wherever they are in the
world. The code also
supports our approach
to governance and
corporate responsibility.
Working with others
We want to work with suppliers who have
values similar to our own and work to the
same standards we do. Our Business partner
code, aligned to our own Code of business
principles, comprises ten principles covering
business integrity and responsibilities relating
to employees, consumers and the
environment.
9
“For Unilever, tackling social, economic and
environmental issues is an integral part of our
vitality mission and business strategy.”
Patrick Cescau, Chairman, Unilever
Unilever calls it Corporate Responsibility because it covers not just social issues, like
health and
nutrition, but also economic factors - such as wealth creation and poverty reduction - and
environmental issues – such as climate change and water scarcity.
You can trace the origin of Corporate Responsibility back 100 years to the founders of Unilever. They not
only
created the world’s first consumer brands, Sunlight soap and Blue Band margarine, they also built
businesses
with strong social values and a mission to act as agents of social change. From them, we inherited two
enduring
principles that guide our approach to doing business:
1. The health and prosperity of our business is directly linked to the health and prosperity of the
communities
we serve.
2. A successful business is a responsible business
We do not have to choose between doing good and doing well. We can create social benefits through our
brands and through the impact that our business activities have on society and still make a good return for
our shareholders.
With operations in over 150 countries and a portfolio of around 400 brands, Unilever has a huge impact in
the
communities and the environment in which we operate. It also means we have the capacity to play a
significant
role in tackling some of the most pressing social, economic and environmental challenges faced by the
world
today.
At Unilever Pakistan, it is more than just the Company contributing to the community and environment. It
is
also the people. “Making a Better World” is one of the key values the Company and its employees hold to
heart. There is, therefore, personal involvement and commitment from each employee to care about and
actively contribute to the society.
Our mission as a multinational business includes the responsibility of being part of the solution to such
challenges.
Understanding our core competencies and our business impacts is key to maximising our positive role in
society.
Unilever’s Corporate Social Responsibility Mission 10
Brands at the forefront of social change
The concept of CSR is not new to Unilever Pakistan, in fact it goes back almost 60 years,
when
we first ventured out. However, our CSR strategy has evolved over the years from
philanthropic
initiatives to programmes that are integrated in to the brands and business.
The world is experiencing fundamental and rapid social, economic and environmental
change.
The global challenges of poverty, hunger, malnutrition, poor health and disease can be
seen
everywhere, and climate change is now universally recognised as a growing threat, not
just
to the environment but to economic stability and society as a whole.
We recognise that we can only achieve our long-term business objectives if we find more
sustainable ways of conducting our business. We are seeking to integrate social,
economic
and environmental considerations into the day-to-day marketing and development plans
of
our brands - in the firm belief that values-led brands, such as Lifebuoy, Surf and Blue
Band,
will increasingly fuel our business success and build communities.
So why brands? This is because brands are at the heart of our business. It is through
brands
that we engage with and build relationships with our consumers and communities; and
we
can achieve social uplift and empowerment. We build trust in our consumers by
understanding
not only their needs but their concern as citizens.
11
Unilever CSR Programmes
Health and Hygiene
Support to Health Care infrastructure
Lifebuoy Handwashing
Surf - Every Child has the Right
Nutrition Blue Band's commitment to nutrition
Economic &
Women
empowerment
Empowerment through education
Developing entrepreneurs with
Sehat First
Economic empowerment through
Drip Irrigation
FOCUS AREA COMMITMENT BRANDS
Other
Social
Initiatives
Unilever International Art Project
Unilever Annual Grant Scheme
Employee involvement Programme
Environmental
sustainability
Water conservation through
Drip Irrigation
Reducing waste
Reducing carbondioxide emission
Safety Unilever
Ehsan Malik, Chairman, Unilever Pakistan
“For a community to be healthy, all of its members must have
opportunities to get a good education and earn a living. The link
between an organization’s growth and the well-being of the community
it operates in is very strong. Businesses need to manage their relationship
with the society for commercial success, and initiate or participate in
community development programmes.”
12
Our aim is to add vitality to life. The
health of our employees and
consumers is a major focus for our
company. When it comes to foods
and drinks, that means giving you
the healthiest choices without
compromising on taste convenience
or price.
Health & Hygiene, and Nutrition
Linkages between community development and Unilever brands helps sustain social development and
fuels
economic growth over generations. We work diligently towards pre-empting the needs of society and
developing
the market via many brand led initiatives.
Our brands can enhance people’s health, hygiene and well-being
Our programmes set out to achieve lasting improvements in health and nutrition by encouraging change
in everyday habits
Programmes for Supporting Healthcare
Healthcare support to rural communities is being provided through institutionalized long-term
partnerships
with healthcare organizations. Partnerships include initiatives ranging from outreach clinics,
infrastructure
development projects and patient support programmes. Unilever has been working with the Layton
Rahmatulla
Benevolent Trust Khanewal, Marie Adelaide Leprosy Center Loralai, Peshawar & Swabi, Shaukat
Khanum Karachi
and The Kidney Centre Karachi.
Social mission and brief detail of program
LRBT and free eye treatment at Khanewal hospital.
MALC and TB treatment at Loralai and Peshawar hospitals.
Kidney centre and dialysis patients
Social impact estimate
60,932 community members
More than 200,000 community members
8 dialysis patients
Supporting Healthcare 14
Lifebuoy's goal is to provide affordable and accessible
hygiene and health solutions that enable people to
lead a life without fear of hygiene anxieties and
health consequences. Consistent in Lifebuoy's 110+
year history. The brand's core promise of
protection and a commitment to support life
through unbeatable protection is at the
heart of the brand name itself.
Over 230,000 children die a year
because of water borne diseases,
such as diarrhea and typhoid. The
easiest and most affordable
prevention method is hand
washing. For years Lifebuoy has
been the No.1 trusted protector
of Pakistan with an endeavour
to improve the lives of millions
by spreading the message of
health and hygiene; and continues in
this role with renewed vigour and zeal to build a
happier, cleaner Pakistan.
Lifebuoy has always played a supportive role in times
of crisis, helping to prevent the spread of germs
and disease. Millions of soap bars have
been distributed Pakistan wide to
partners such as Save the Children,
UNICEF and the International
Committee of the Red Cross to
support relief operations as and
when needed. Lifebuoy have also
in the past, partnered with UNICEF
to train teams and send them to
earthquake hit areas for relief and
health education.
Lifebuoy has been working
with rural communities
and educating them on
the importance hand
washing for over five years
now. Through their Mahfooz Pakistan
programme they have created seven million
impressions and reached over 55 towns spreading
awareness of the need to stay germ free and advocating
the need to wash hands throughout the day.
Lifebuoy's hygiene awareness programmes
Lifebuoy & Pakistan Poverty Alleviation Fund (PPAF)
Unilever-Lifebuoy and PPAF have agreed to
provide children through "Mahfooz Pakistan",
awareness and education on the importance
of hand washing in order to reduce
incidences of diarrhea in children of
Pakistan. In partnership with PPAF,
Unilever-Lifebuoy has agreed to
initiate and execute through PPAF
the hand wash programme in the two
chosen districts in rural areas of
Punjab. In this one year agreement
Unilever & PPAF will educate over
50,000 community members of
Narowal and Sangar. Lifebuoy
will work with PPAF in training
NGO's, providing free Lifebuoy
soap and hand washing material
and other joint activities.
Lifebuoy Friendship hospital in NWFP
From hygiene promotion to primary health care,
Lifebuoy partners with Friendship International to
provide health facilities in northern Pakistan. The
objective of the project is providing sustainable,
dependable, continuous primary health care to
the earthquake affected areas in the region of
the Abottabad and surrounding areas through
a Base clinic and reaching maximum number
of people needing medical
intervention.
Friendship International a Pakistan
registered organization, based in
Luxembourg, having ERRA permission
for working in the region, started a
mobile clinic, first of its kind, in Azad
Jummu Kashmir in 2005. It was to reach those
who were away from the basic health unit services.
To carry "Care" to those who could not reach any
medical Aid. Friendship in Bangladesh, has been a
partner to Unilever over the last 8 years through its
Lifebuoy Friendship Hospital in Bangladesh.
Mahfooz Pakistan
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Lifebuoy partners with USAID
In August 2008 Unilever and USAID The Safe Drinking Water & Hygiene Project
(PSDW&HPP) joined hands to promote hygiene awareness in rural districts of
Pakistan.
Through this partnership Unilever and USAID PSDW&HPP aim to work on educating
an estimated 23 million people across 23 Project districts (including an estimated
28,000 teachers and 600,000 fourth grade students) through a network of 65 NGO
organizations. Lifebuoy is working with - PSDW&HPP in training NGO's, providing
free Lifebuoy soap and behavioural change communication material in all agreed
districts.
Lifebuoy will also ensure availability of its product range, especially the smaller size
soaps which would be affordable to the rural communities and thus increasing
opportunity of personal hygiene.
Lifebuoy co-sponsors of Global Handwashing Day
Lifebuoy, joined forces with USAID, PPAF (Pakistan Poverty Alleviation Fund) and other
partner organizations
like WFP, ITA, TCF, Care n Cure, CHEAF, LRBT & MALC to celebrate the Global Handwashing
Day (GHD), on15th
October 2008. Together they embarked on a mission to educated and encourage 500,000
school children to fight
against germs through walks, events and educational activities to raise the profile of a
simple action - hand
washing with soap - that has the power to stop people from falling ill; saving millions of lives.
A recent study in Pakistan found that hand washing with soap reduced the number of
pneumonia-related
infections in children under the age of five by more than 50 percent.
Lifebuoy believes that GHD will not only raise awareness of the need to wash hands with
soap at key critical times
in the day, such as after using the toilet and before handling food, but also change
behaviour and save lives.
“The key to a healthier Pakistan is education and building
basic hygiene practices. Our CSR partnerships build
sustainable programmes that help us reach rural Pakistan
and improve their day-to-day hygiene behaviour.”
Hina Sami, Brand Manager, Lifebuoy
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It is only when you are free to get dirty that you truly experience life and grow. Not
only parents but teachers also think that the word dirt is bad and attach the concept of
child's learning with only academics, although at a sub conscious level they do understand
the importance of experiencing to a certain degree. Hence the children are discouraged
from playing because of dirt. As a result, children are bereft of a key means to learning:
experience.
Dirt is Experience
Along with dirt being an obstacle towards play = experience = learning, what are the
other reasons for kids not playing enough in today's world?
mostly indoors, watching television, playing video games and working the Internet. When
children do go outside, it tends to be for scheduled events - soccer camp or a fishing
derby - held under the watch of adults. In a typical week, 27% of kids ages 9 to 13 play
organized baseball, but only 6% play on their own, a survey by the Centers for Disease
Control and Prevention found.
Why is Play important for a child's development?
Play enhances every aspect of children's development and learning. It is children's window to the world.
Play
is so important that its significance in children's lives is recognized by the United Nations as a
specific right in addition to, and distinct from, a child's right to recreation and leisure. However,
children's opportunities for play and their access to play environments is changing.
(Canadian Council on Learning).
What is 'Every Child Has The Right'?
Children get dirty by trying things for themselves and inevitably get dirty whilst doing so. Our
natural instinct as parents is to protect our children, or to maybe even over protect them. There are many
good
reasons for this instinct such as fear, cultural norms, social pressures etc. One good reason, though maybe
at
a different level of practicality, are our worries about our child getting dirty.
Surf Dirt is Good - "Every child has the right' 17
In 2005 & 2006 Surf launched Paint and Games Masti where children were invited to participate in
various
activities designed to communicate that "Dirt is Good". However in 2008, Surf took the concept of "Dirt
Is
good because Dirt = Play & Play Is Good" to a deeper level and addressed the issues surrounding
children's
play: the idea of learning through play, the obstacles towards play, the impact of not enough play for our
children. As a socially responsible company and brand we believe that we can create a platform on which
we
can take this message forward to showcase how playing helps children mentally and physically.
Surf Excel took this to a more serious level where it engaged with mothers, teachers and other care givers
on
the topic of experiential learning and child development. Unilever carried out the White Paper study,
whereby
mothers through out the world have commented on the benefits of learning through play, the obstacles to
letting kids play outside and solutions to those. Such a study was also carried out in
Pakistan, eliciting some remarkably shocking facts such as 80% of Pakistani mothers believe
that people have forgotten the importance of learning through play. 70% of Pakistani
mothers believe that their children can learn confidence through play and other unstructured
activities
Partnerships
Surf partnered with Idara-e-Taleem-o-Aagahi (ITA) to develop parks in Lahore, Islamabad
and Karachi each, using basic playing equipment, to assist the mental and physical growth
of children in the underprivileged areas of the mentioned cities.
Together they developed an Educational Programme to train 200 teachers and distributed early childhood
curriculums to over 1500 government schools in Lahore to enable strong physiological growth for
children.
Not only this Surf partner with WWF to develop a splat booklet which was distributed to over 5,000
school
children.
Surf also participated in talk shows for 5 months on different channels with renowned educationalists,
child
psychiatrists, mothers and doctors about the necessity of outdoor activities for children's mental and
physical
growth.
Farhad Nadeem, Brand Manager, Surf
“We believe here at Dirt Is Good that kids have the right to explore, to create,
to imagine, to dream, to play... and be whatever they want to be. We are
committed towards highlighting the impact of childhood curiosity and active
play in kids' development for their future lives.”
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Making a difference
The Nutrition Enhancement Programme is driving real improvements in the nutritional composition of
our
entire food and beverage portfolio. In 2005 and 2006, the Nutrition Enhancement Programme resulted in
the
removal of more than 30 000 tons of trans fat, 7 000 tons of saturated fat, 3 000 tons of sodium and 17
000
tons of sugars from across the global portfolio.
Nutrition Enhancement Programme
We’re passionate about the foods and drinks we make. We want you to enjoy them knowing that they’re
contributing to a balanced diet as part of a healthy lifestyle. To achieve that lifestyle for you and to
maintain
our own standards, we have set up our Nutrition Enhancement Programme based on internationally
accepted
dietary advice, to assess the quality of all our foods and drinks worldwide as well as Pakistan and make
improvements wherever possible.
Choices Programme - Nutrition made easy
Information you can trust
The Choices stamp is an important part
of what we do on nutrition, but it’s just
one aspect of our responsibilities as a food
and drink manufacturer. The Choices Stamp
is easy to see and understand. It's a blue
cycle featuring a big blue tick with a golden
sun rising over it. The ultimate symbol of
vitality. It says “my choice” in bold letters, with
the assurance that it is based on International
Dietary Guidelines.Any claims we make about
our foods and drinks are based on sound
science.
No compromises on taste
Healthy foods should, of course be delicious.
Any changes to our recipes have been made
without affecting the taste, texture or quality.
In fact many foods taste even better and they
don't cost more either.
All Family Goodness (Blue Band) soft tubs in Pakistan reformulated to 33%
saturated fat or lower
The total savoury portfolio, (soups, make a meals, bouillons, sauces), ice
cream, margarine is virtually trans fat free
Up to 15-20% reduction of added sugars in various ranges
Maintaining standards and integrity
An international governing body is the
established, including scientific
community to oversee the use of the
choices stamp and ensure the
benchmarks continue to be
nutritionally sound. In Pakistan, also
we have introduced choices
programme on our food products to
make our consumer shopping easy and
healthy.
The Future
At Unilever, all our newly created foods
and drinks are now routinely tested
against the qualifying criteria. As a
result, more and more products will
feature the choices stamp. So look out
for the stamp. It's the best way of
giving you clear, simple, consistent and
correct information on nutrition.
We also try hard to make it simpler for you to understand nutritional information.
That’s why the Choices Programme was initiated. You only have to see it on the front
of packs to know you’re selecting foods and drinks that are consistent with international
dietary requirements.
19
Proud history
Unilever has a long history of improving the nutritional quality of our products – Knorr first launched
soup
tablets with meat extract to provide nutrition for the poor in 1886. More recently, Unilever has been
reducing
the level of trans fats in our spreads since the 1990s, when we were the first company to take action on
the
issue and Pakistan has achieved this target by producing virtually trans fat free margarines that are Flora
and
Blue Band.
Inspired Ideas - Great products begin with great insights.
Where do we get new ideas for our brands? They all spring from the inspiration: consumers' needs, tastes
and
lifestyles.What consumers want is changing all the time. Around the world there are also huge cultural
differences in people's attitudes towards food. When it comes to developing our brands, we learn from all
these shades and nuances, and aim to provide options that reflect people's diverse tastes and lifestyles.
Our consumer research tells us one key thing: people have higher expectations than ever from the foods
they
buy. Taste, nutrition and convenience now have to come in the same package.
We make a difference by fortifying basic foods to provide additional nutrients. In Pakistan Blue Band
margarine
with 7 essential vitamins, Flora rich with heart healthy Omega 3 and 6. Moo ice cream with calcium equal
to
1 glass of milk.
Diet and healthy living are hot topics right now. But over many years we've built up a unique
understanding
of people's feelings towards food and we keep up to date with how attitudes evolve as the way we all live
and work changes. Here are the key issues of the moment:
We're working hard to address some of the Pakistan's major health issues. Our health and nutrition
activities
focus on 3 priority areas.
Our priorities in Pakistan
Cardiovascular health
We aim to deliver real heart health
benefits through our brand Flora.
Kids & family nutrition
We use nutritional science to
create affordable, tasty
products that enable young
mothers to provide their
children with the best nutrition.
Vitality & performance
We develop new approaches in
science and technology to create
products that promote vitality and
deliver everyday benefits to people
through brands
In Pakistan 13% percent of Pakistani adults have elevated blood cholesterol.
In Pakistan 12% of people are suffering from diabetes and 10% have impaired glucose tolerance.
More than 350,000 people suffer from stroke every year in Pakistan. More than 70% of these stroke
patients
have high blood pressure. High blood pressure is a major risk factor which is present in more than 30%
of the population above the age of 45.
How we are is how we eat
20
Flora: for people who want to take care of their hearts
“Flora margarine spread” one of the leading heart health brands of Unilever globally was launched in
Pakistan
in July 2008. It is rich in omega 3 and omega 6 and fortified with B- vitamins and hence as a part of
varied diet
and positive lifestyle, can help keep your heart healthy.
Flora Participated actively in the event "fat matters" organised by AKU
Hospital where Dr Swati Gupte Director, Nutrition and Health Asia
represented Unilever in the event and spoke on dietary fats and
cardiovascular health
Collaborated with Pakistan Cardiac Society on session of heart disease
risk factors on World Heart Day
The event also saw the launch of an interactive on-line tool designed to
calculate how old a person’s heart is compared to their actual age
Leaflets and brochures were made available to consumers and both the events saw active participation
Walls Ice cream
Unilever Pakistan offers its consumers a broad range of quality ice creams. At
Unilever, we deliver ‘good honest scoop of daily pleasure’. Therefore, in order
to deliver this, we are focusing on bringing a balance between goodness and
pleasure into our existing portfolio, as well as into our innovations. To address
the everyday ice cream concerns, of our consumers, our Walls team appeared on
morning shows and answered their queries
As a leading food company, we understand the role nutrition plays in a
nation’s health and well-being. Unilever intends to play its part to help
people deal with the dangers of both under nutrition and over nutrition
and the accompanying health problems. We reformulated our blue band
margarine to lower the saturated fats known as the “bad fats” and fortified
the tub margarine with essential vitamins - Vitamin A, B1, B2, B6, B12, D
and E to provide at least 15% of the recommended daily intake in a serving.
Lipton – all for a cup of theanine
Lipton is one of the best selling brands of Unilever globally. Our experts
understand how tea is made, its properties and health benefits. Recent
research has indicated that theanine along with other goodness of tea can
aid in mental clarity. Keeping in view, the message that the brand stands
for Lipton sponsored 1st Mind Sports National Championship, which included
chess, scrabble and bridge competitions.
Initiatives 2008
Blue Band- towards better nutrition and health
21
In Pakistan, millions of citizens are suffering from poverty and malnutrition.
The majority of them being children and women. The situation is worsened
in 2008 with the number of food in secure people rising to 9 million.
The United Nations World Food Programme (UNWFP) and Unilever under
a three year partnership are together in the fight against child hunger
and Unilever commits itself to provide expertise in nutrition and health,
as well as financial support. The three year partnership supports the
achievement of UN MDGs, one and two i.e., eradicate extreme poverty
and hunger, and achieve universal primary education.
Today in 30 districts of NWFP, Punjab, Sindh, Balochistan and Azad Jammu
and Kashmir, WFP assists 3,003 schools with over half million students
getting monthly a take-home ration (edible oil) as well as daily meal
(high energy biscuits).
In 2007, Blue Band started awareness and funds raising campaigns for
school feeding initiatives. The month long campaign during the month
of Ramadan raised about Rs 1.8 million. Unilever employees contributed
about a half million rupees to WFP for flood relief operations in Balochistan.
Walk the World
Unilever Pakistan with its past partners WFP and TNT organized walks on the 31st
of May at its three factories: Walls and Unilever Pakistan, Foods Factory in Lahore
and the Khanewal Tea Factory. Over 800 participants and employees across the
business donated to the WFP through its meal for a meal drive. The “End Hunger”
initiative was a week long drive starting from awareness programs, followed by
the walk and culminating with the collections of donations. The total amount
collected was then matched by Blue Band. The walk the world initiative marks
not only Unilever's commitment to the WFP partnership but is also a reflection
of its employees passion and dedication to the "End Hunger" cause.
Employee payroll programme
As part of Unilever’s commitment towards “ending child hunger”, the company has rolled out an
“employee
payroll programme” to support United Nations World Food Programme (WFP) in Pakistan.
Its costs just Rs. 350 to feed one child for one month. Over 500 Unilever employees have committed to
contribute
towards this initiative, amounting to over Rs. 2.7 million per year. This amount will help feed over 670
children
and 3,500 family members per month under the world Food programme.
“I am grateful for the commitment of Unilever
employees providing financial support to WFP
programme in the country and would like to assure
them that with their generous support, WFP will be
able to assist a large number of children.”
Wolfgang Herbinger, WFP Country Director for Pakistan.
Blue Band Tackling Poor Nutrition 22
Feed 1 more
The number of food insecure rural areas has swelled in the recent past and we have developed this ‘food
stamp
drive’ in order to counter this predicament.
The concept behind the ‘Feed One More’ campaign is to:
Empower children to make a difference in the world
Educate them about the less fortunate children of our country
Generate within them a sense of responsibility and humanity
However, the essence of the campaign lies in eradicating hunger whilst providing poor children with an
opportunity to acquire an education and improve living standards.
“Every food stamp at the cost of Rs. 25 represents the value of one meal, so
each coupon sold is a meal bought. Our nation’s youth is the engine for change
and through this campaign we hope to feed many undernourished school
children.” Fariyha Subhani - Foods Director, Unilever.
10 students of the local school “Bay View Academy” were commended for their
unprecedented efforts in creating awareness and collecting funds to provide
approximately 36,000 meals to WFP supported families and children. The students
were awarded certificates honouring them with the title ‘Agent against Hunger’.
The ‘Feed One More’ campaign has been successfully initiated in Karachi and is now expected to also
gain
momentum in other parts of Pakistan. With the proceeds going to WFP-assisted schools, we are optimistic
that
it will serve as a stepping stone towards a brighter future for the Pakistani children.
Iftar with WFP assisted students and families
As part of their employee engagement
initiative Blue band with WFP organized
an Iftar with over a 100 children and 250
teachers and family members combined.
23
Ehsan Malik, Chairman, Unilever
“Unilever believes that every child deserves the
nutrition and hygiene he or she needs to develop to
their full physical and mental potential. Blue Band’s
partnership with the World Food Programme fits in
well with Unilever’s mission to add Vitality to Life
which unites our business and brings together our
portfolio, partnerships and people.”
Sarah Burney, Assistant Nutrition Manager.
"2008 has been a great year for Unilever Pakistan.
These are only some of the initiatives to demonstrate
how we fit in with our vitality mission. In future also
we are committed to formulate and market food
options without compromising on taste, convenience
and HEALTH."
24

strength The
to move forward
Unilever strives to deploy long-term
community developmental initiatives that
provide a base for self sustaining economic
development, thus providing a larger and
more robust customer base.
Economic & Women Empowerment
Sehat First
Unilever strives to deploy long-term community
developmental initiatives that provide a base for self
sustaining economic development, thus providing a
larger and more robust customer base.
Sehat First is a social enterprise that aims to deliver
affordable, quality basic health care & pharmaceutical
services across Pakistan through self-sustainable
franchised tele-health centers. The Sehat First model
is targeted at expanding the health care service delivery
network in Pakistan while creating entrepreneurial &
employment opportunities in the country through
retail outlets. A total of 500 Sehat First centers will be
set up across Pakistan within the next 5 years.
This project launched with the first ever integrated
telehealth centre and retail outlet at Chashma Goth
in Bin Qasim Town of Karachi at end of June 2008.
The centre is the result of a public/ private partnership
project between Sehat First, the Department of Health,
City District Government, Karachi and the support of
Unilever Pakistan.
In geographically dispersed low-income communities
there is a strong need for access to affordable
healthcare, as quality healthcare services are limited,
with few doctors, shortages of quality staff and lack
of funding. Low-income populations suffer from a
prevalence of communicable diseases that should be
prevented, including malaria, diarrhea, acute
respiratory illnesses and vaccine-preventable diseases
(measles, hepatitis).
Volunteers from the customer & development
department in Unilever Pakistan have been working
on this project since January 2008, in developing the
retail outlets:
Advising & assisting the set-up of retail outlets
Inventory and store management
Selecting and training retail entrepreneurs
Advise on sales generation in rural retailing
Strategic input
"We are working with the core team of Sehat First to
establish a shop which will generate profit to make
this unit a self sustainable project. The initial results
are very encouraging. I am sure this unique project will
flourish on self sustainable basis and spread nationally
as per plan.”
Sajid Munir, Volunteer
“I am really excited about working on the SEHAT
FIRST PROJECT as this is a new model. It gives me an
opportunity to contribute not only to society but to
the business as well. It gives me pleasure to see that
I can also make a difference to the people of Paksitan”
Junaid Ali Khan, Volunteer
Developing Entrepreneurs 26
27
The Shop Before... The Shop After...
Report of Sehat First centers
(For the month of November 2008)
KPIs Chashma Goth Ibrahim Hyderi Rehri Total
Total Patients Treated 81 96 101 278
Centre/shop Sales 82,226 140,230 39,533 262,009
94%
810 1,060 1,060 2,930
1%
Clinic Incomes
Pharmacy Incomes 505 7,976 4,005 12,486
4.5%
Total Income 83,541 149,266 44,618 277,425
Acumen Fund is a non-profit global venture capital
fund which addresses global poverty by filling a niche
between traditional capital markets and grant-based
philanthropy and investing in innovative enterprises
that use innovative market-based models to deliver
Health, Housing, Water and Energy services to lowincome
markets. One of Acumen Fund’s investments
in Pakistan is Micro Drip (Pvt.) Ltd, a for-profit
marketing and servicing company which has been setup
by the Thardeep Rural Development Programme
(TRDP) to provide low-cost drip irrigation systems to
poor farmers in Thar and other arid regions of Sindh.
Micro Drip supplies drip irrigation systems, along with
agricultural training and after-sales support, to enable
farmers to extract a higher yield from their land at a
much lower input cost. Unilever has been the core
supporter of the Drip Irrigation projects, providing
pilot funding to Thardeep Rural Development
Programme for demonstration projects in Thar. The
drip irrigation project in collaboration with Acumen
Fund is aimed at facilitating the rural communities in
a way that they can be empowered to secure their
rights with command over resources and capabilities
to manage the process of sustainable development.
As part of its continued commitment to the project,
Unilever further supports this initiative by providing
the skills and expertise required (in the form of
employee volunteerism / involvement) to help build
and expand business.
The Unilever-Acumen Fund Volunteer Programme aims
to provide Unilever employees with a challenging
opportunity to use their skills and experience to help
build sustainable social enterprises in Pakistan. It will
also allow Unilever and Acumen Fund to identify and
channel talent towards Acumen Fund investees which
may benefit from access to professional resources.
Mahavji Mal is a progressive farmer who
decided to take a bold step and
experiment with new technology.
Mahavji bought a drip irrigation system
for 0.5 acres and is reaping the benefits
and the fruits of his success today. When
asked about the main benefit of drip
irrigation as opposed to the traditional
flood irrigation, without a moment's
hesitation, Mahavji exclaimed, "cost
saving of diesel oil! Oil is really expensive,
so we would not earn so much on flood.
It takes 1 litre of diesel to irrigate ½ acre
on drip and 5 litres of diesel to irrigate ½
acre on flood." His wife Moola added,
"we save time and there is less labour
work because weeding is less and we save
water as well."
Empowerment through Drip Irrigation 28
We work towards sustainable community
involvement and relationships with those
that are economically challenged.
Making quality primary education available
to the lesser privileged - working with The
Citizen’s Foundation, Public Private
Partnerships – Government schools & CARE,
Aliflaila Book Bus society and Unilever
International Art Project for schools.
To promote and facilitate quality degreelevel
education it has partnered with
leading institutes such as the Fairl & Lovely
scholarships, Lahore University of
Management Sciences (LUMS), Ghulam
Ishaq Khan Institute (GIKI), Beaconhouse
National University (BNU), and HEJ-Karachi
University.
Empowerment through education 29

the solution we found

We are committed to meeting the needs
of our customers and consumers in an
environmentally sound and sustainable
manner.
Environmental Sustainability
Unilever’s mission is to Add Vitality to life. We are committed to meeting the needs of our customers and
consumers in an environmentally sound and sustainable manner. This is done by ensuring the prevention
of
pollution, continual performance improvement, and a compliance with all applicable legislation and
internal
Unilever standards.
This commitment applies to both the manufacturing and non-manufacturing functions of Unilever
Pakistan
Limited and is disseminated across the Company as a policy document.
Our aims are to:
Environmental Care Policy
Align our environmental strategies and implementation
plans with the respective business groups of the
Company on a yearly basis and follow-up by reporting
progress on the Key Performance Indicators to Regional
Business Group.
Operate our plants and processes in a way that ensures
the safety of our products and the environment. With
the help of our Regional Technology Centres (RTC),
we develop innovative products and processes which
reduce levels of environmental impact.
Reduce waste, conserve energy and explore
opportunities for reuse and recycling.
Encourage our suppliers to develop environmental
awareness and co-operate with the other members of
the supply chain to improve overall environmental
performance.
Work with industry bodies, government agencies,
business partners and other concerned organisations
to promote environmental care.
Prevent pollution through the application of best
practice in the industry, Unilever Framework Standards
and legal compliance.
Ensure that employees are aware of the Company's
environmental policy and motivated to apply it; are
aware of their own responsibilities and given the
support and training necessary to fulfil them.
31
Climate change: reducing our greenhouse gas
footprint
Our approach
Reduce CO2 from energy in manufacturing per tonne
of production by 25% by 2012 (against a baseline of
2004).
Use greenhouse gas profiling tool to assess whether
product innovations improve products’ GHG footprint
Work in partnership, particularly with customers and
suppliers
Reducing environment impact
Using alternative fuels with less environmental impact
Water: a shared resource
Our approach
Reduce water use in manufacturing. Over 2000-
2008 we have reduced water per tonne of
production by 62%
Design products that need less water
Work with agricultural suppliers to reduce their
water use through our Sustainable Agriculture
Programme
Installation of Effluent Treatment Plants
Environment Highlight for 2008
3.092
2.573
0
0.5
1
1.5
2
2.5
3
3.5
GJ/ton
2000 2008
16 %
reduction
Energy
Energy
COD
0.39
0.064
0
0.05
0.1
0.15
0.2
0.25
0.3
0.35
0.4
Kg/ton
2000 2008
84%
Reduction
COD
244.655
196.263
0
50
100
150
200
250
Kg/ton
2000 2008
20 %
reduction
CO2
CO2
Tracking our performance 2000-2008
32
Packaging: a complex challenge
Packaging is essential for product protection,
hygiene and effective consumer communication
Yet it also has impacts on resource use and waste
Reducing use of packaging materials and cutting
down on waste has cost advantages
Often the best solutions are not the obvious ones
We use a range of materials: paper, board, plastic,
glass, aluminium, steel and laminate packs such as
sachets and pouches
Each material has a different footprint with
varying impacts inresource, energy and water use
and in sourcing and disposal
We seek to minimise our footprint wherever we can
Our approach
Address priority areas
Eliminate PVC from packaging where
there is a viable alternative
Find a solution to the problem of litter from sachets
in developing andemerging markets
Increase the sustainability of the paper we use
Reduce packaging through design
Reduce waste in manufacturing
Sr.
No
1
2
3
4
5
6
7
Close up
Close up
Sunsilk
Clear
Lifebuoy
Project Description
Cut off length optimization for 6 ml Sachet
Sachet 6 ml, Outer size & shape ptimized
125g Tube size optimization
125g tube Carton optimization
5 ml Sachet Outer size & shape optimized
5 ml Sachet Outer size & shape optimized
5 ml Sachet Outer size & shape optimized
Year
2008
2008
2008
2008
2008
2008
2008
Material Savings
3.13 T
1.13 T
0.30 T
0.60 T
13.60 T
2.30 T
9.80 T
Type of
Sustainability
Reduce
Reduce
Reduce
Reduce
Reduce
Reduce
Reduce
Brand
Fair &
Lovely
Fair &
Lovely
33
9.707
3.046
0
1
2
3
4
5
6
7
8
9
10
Kg/ton
2000 2008
68 %
reduction
Total Waste
Total Waste
0.008
0.011
0.0064
0.0066
0.0068
0.007
0.0072
0.0074
0.0076
0.0078
0.008
Kg/ton
2000 2008
37.5 %
Reduction
Hazardous Waste
Hazardous Waste

Reducing packaging by design

New Sure, Rexona and Dove deodorant bottles
(right) cut plastic by 15% - saving 1,960 tons of
plastic a year
Reduces energy consumption in manufacture
by 6 million kilowatt hours
Enough to power thousands of Pakistani villages
Reducing waste in manufacturing
A core part of our eco-efficiency programme for
over a decade
Over 2000-2008 we have reduced the level of total
waste (hazardous and non-hazardous) sent for
disposal by 68% per tonne of production
Waste Reduction at sources through TPM initiatives.
Partnership with suppliers for re-cycling and re-use.
Exploration and development of suppliers for
environmental friendly disposal of materials.Waste
Reduction at sources through TPM initiatives.
34
Sustainable agricultural sourcing: growing for
the future
Globally, 2/3 of our raw materials come from
agriculture
we have a clear interest in how crops are grown
and in securing future supplies
Our long-term aim is to buy from sustainable sources
Since 1995 Unilever Globally have been working
with growers through our Sustainable Agriculture
Programme
Programme tracks 11 indicators, eg water, energy,
pesticide use, biodiversity, animal welfare, social
capital
In 2008 Unilever globally committed to have all the
palm oil we use certified sustainable by 2015.
Customers & suppliers: working with our
business partners
Sustainability strategies of global retailers are a
powerful driver for improving knowledge and
performance
Sustainability issues are becoming a much bigger
part of our interaction with our customers - an
opportunity to grow our respective businesses
Globally, we work with customers to address
sustainability issues, eg named Wal-Mart’s Supplier
of the Year for Sustainable Engagement
Promoting responsible sourcing
Code of Business Principles sets standards of
behaviour for employees. Business Partner Code
lays out social and environmental standards for
suppliers
Upgrading our supplier assurance systems and
driving social and environmental improvements
through our extended supply chain
We are founding members of a collaborative
industry initiative - the global Programme for
Responsible Sourcing (PROGRESS)
PROGRESS is a forum to share best practice in
evaluating social and environmental performance
of suppliers. It aims to avoid duplicative supplier
audits and promote responsible sourcing
practices
35
Other sustainability initiatives
Eco-efficiency - an integral part of Supply Chain Leadership Strategy.
Corporate and site level monitoring through KPIs and improvement targets.
Internal and external environmental auditing program.
Certification of all manufacturing units to ISO 14001.
Eco-efficiency training program.
Investment in environmental monitoring (Labs, equipment and personnel).
Environmental campaigns at sites.
Beach Cleaning Activity For Unilever Pakistan Managers and their families at the WWF wetland center,
later
followed by the beach cleaning activity where a long stretch of Hawksbay Area
A Mangrove plantation awareness session was conducted for managers and families
Environment Week was celebrated throughout different sites where a whole week was spent on different
environmental activities and different learning sessions
36

Responsibility
The
we take
Unilever Pakistan Limited is committed to create
a safe working environment by maintaining and
establishing high standards of occupational safety
through promotion of safe work practices and
prevention of all injury incidents.

Safety at Unilever
Occupational Safety Policy
Unilever Pakistan is committed to create a safe working
environment by maintaining and establishing high
standards of occupational safety through promotion
of safe work practices and prevention of all injury
incidents. Our objective embraces the safety of all our
employees, visitors and related people / entities in the
course of our day-to-day operations, off-site events
and traveling activities guided under the framework
of Unilever Standards.
This policy is applicable to all the manufacturing and
non-manufacturing organisation of Unilever Pakistan
Limited.
We believe safety and occupational health takes its
roots through individual commitments and behaviors.
We expect each manager to be responsible for the
occupational safety of individual(s) under his/her
control.
While it is our responsibility to provide a safe workplace,
we equally expect all our employees to demonstrate
a safe behavior in their work norms. Acting safety is
a condition of our employment.
We will ensure compliance to all applicable local /
national legislation on safety issues and Unilever
Framework Standards. We will work in close liaison
with industry members, legistlative bodies and copackers
to promote highest standards of occupational
health & safety.
We will establish and maintain a system at all our
manufacturing and non-manufacturing sites to identify
all health and safety risks including those involved in
innovation or change management process.
We will ensure investigation of all potential incidences
that have or could have resulted in a work injury. For
this we will adopt the methodology that best support
the nature of risks associated with our operations.
We acknowledge the role of human behavior in
effective safety management and we aim to develop
resource specific programs focusing on behavioral
elements. We are also focused on this greater
opportunity of strengthening the safety, health and
environment pillar during the process of TPM rollout
at our sites.
We would communicate this policy to all our employees,
contractors, co-packers using various forms and means
and would make it accessible to all interested public
/ private bodies.
It is the responsibility of the Chairman and VP, Supply
Chain to implement this policy throughout Unilever
Pakistan. The same is filtered to each employee in his
or her area of responsibility.
38
Adding Vitality through Safety
At Unilever Pakistan we have a purpose the goes well beyond profits and we take an integrated approach
to adding vitality to our employees, our suppliers and customers and to the community in which we
operate.
We conduct our business in a sustainable manner and recognise the importance of preserving the
environment
and serving the society we live in.
Our vision is to be a Zero Injury Company and we believe that “all injuries are preventable”, and that
individually
and collectively we can make a difference.
We are committed to creating a safe working environment by maintaining high standards of occupational
safety.
Safety Management Systems
Unilever Framework Standards are the foundations of Safety Health and Environmental Management
System.
Unilever Pakistan is continually striving to improve overall SHE performance in all facets of the business,
following programmes have been under taken for this purpose:
Behavioral Safety Programme
Safe Travel Programmes through defensive driving training, route hazard analysis and fleet drivers risk
index
study with the help of Canfield University (UK) to minimize risk in business travel
Process safety risk management to proactively manage process safety risk
For the east of its employees a software based incident reporting through Incident Investigation and
Investigation System (IRIS) has been developed
All Unilever Pakistan manufacturing plants have been certified to ISO 14001 and OH SAS 18001
Standards as
an endorsement of its commitment to continually improving SHE systems
39
In line with its mission of adding vitality to life, Unilever
Pakistan keeps Safety and Environmental Care at the
heart of its day to day business operations. UPL’s top
management constitutes the Central SHE Committee
(CSHEC), which continually reviews and provides policy
guideline to all business units. The line management
in all units take full ownership of Safety of its team
members through Unit SHE Committees (USHECs).
Monday morning safety discussions happen consistently
and are now a part of UPL’s culture.
Unilever Pakistan has been ranked amongst the
AsiaAMET’s top three operating companies in
complying with the Regional safety roadmap, as
audited by the Regional SHE Director in 2008. IC Factory
Lahore won the 2008 AAMET Regional Safety Award
for its exemplary safety management, especially during
the factory expansion project. Company also took a
distinctive initiative this year to gather all top
multinational and national companies from various
sectors through a SHE Network meeting, hosted by
Unilever Pakistan Ltd. The key intent of bringing
industry on a common platform was to develop the
best practices sharing culture and to facilitate each
other on the common grounds. This effort is reflective
of Unilever’s endeavour to take lead in developing
safety awareness in society at large, being a socially
responsible concern.
Unilever Pakistan also continues to excel in the area
of Safe Travel. A comprehensive behavioural risk
assessment study has been conducted in liaison with
Safety & Environmental Assurance Centre - UK, to
assess the driving risk profile of the Sales force. Route
risk assessments have also been conducted across sales
territories to pro-actively identify and manage drivingrelated
risks. Similarly, Management of Technology &
Facility Change protocol has been introduced across
manufacturing units to prevent any risk of processrelated
safety incident in high hazard processes.
Unilever Pakistan is fully committed to continue this
journey in making business operations Safer, Cleaner
and Greener.
2008 Highlights
Increase in Near-miss reporting by >200% through
continuous encouragement
Route Hazard Analysis technique rolled out across
Sales. 530 routes risk-assessed in 2008
Fleet Driver Risk Index study conducted with support
from SEAC to address potential behavioral risks
faced by individual drivers
More than 450 sales managers trained in Defensive
driving techniques
Implementation of Management of Change
standard in High hazard processes across
manufacturing units
Implementation of 3-Year Behavioral Safety
improvement roadmap across all functions along
with regular assessments
(Total Recordable Frequency Rate Trend)
40
Unilever Pakistan took the initiative of gathering HSE
Managers from all key companies in Pakistan to
establish Best Practices sharing culture in that respect
the 1st Industrial HSE Network held in April ’08 where
Corporate HSE managers from reputable organizations
participated. It was done with the essence of sharing
the best practices and joining hands together for
cooperation and consultation.
As part of an ongoing activity, Seat belts were provided
for managers’ personal cars and baby car seats were
offered at half cost where 50% was paid by Unilever
Pakistan.
Rahim Yar Khan Factory flower show, organized for
families with an Environmental Care perspectives to
spread awareness to children and families about the
importance of tree plantation.
Community Safety Awareness Program “Play, Learn
and Win” held at Rahim Yar Khan Factory, where
families were involved in learning sessions on different
Environmental and Safety aspects of everyday life.
Safe Model Road was built near Khanewal Tea Factory
as a model road for the community as their initiative.
Activities in 2008
Shoaib Zafar, Corporate Manager
Safety, Health & Environmental Care
"Safety has become an integral part of UPL's DNA. This transformation is the
result of exemplary commitment from the top leadership and ownership of
safety by the line management at all tiers of the organization. Our company
puts an equally great focus on environmental care and sustainability, sharing
the global belief, that our coming generations are going to reap what we sow
today. This caring approach is one of the key reason for our people to passionately
work for Unilever and falling in love with its great values."
41

The Big Picture

Other Initiatives and our social impact
Community and environment programmes
at Unilever are more than just company
initiatives, it is a part of our values system
and supported by our employees.
In 2008 Unilever Pakistan contribute Rs. 30.49 million PKR towards CSR. We partner with leading
NGOs and
organisations: The Citizens Foundation in supporting 15 schools; The Layton Rehmatullah Benevolent
Trust in
operating the Khanewal Eye Hospital; Marie Adelaide in running the Loralai and Peshawar hospitals; The
Agha
Khan University in supporting poor patients; Kidney Centre in the dialysis of 8 patients; LUMS, BNU
and GIKU
in providing 7 scholarships. We are also engaged with the Acumen Fund in a drip irrigation project in
Thar;
with Sehat First in supporting two community welfare centres and with the Government of Punjab in
running
a school adjoining the RYK factory.
Besides the aforementioned major projects, the company receives numerous requests for donations from a
variety of organizations, most of which do not meet our criteria. To make the selection process clear and
transparent, Unilever Pakistan launched the Annual Grant Scheme - 2008 on our website. A sum of Rs. 1
million
PKR was set aside to be shared between 4 - 5 projects. The Panel that reviewed and recommended the
projects
were:
Ali Salman – General Sales Manager, Ice Cream
Farheen Salman – Brands Director Skin
Fariyha Subhani – Foods Director
Khursheed Kotwal – Director Corporate Finance
Noman Lutfi – Director Customer Services
Unilever Annual Grant Scheme
Clean drinking water
to 3 government
schools, 600 students
Organization Description Grant Rs. Social Impact
Roshni Homes Orphange,
Gujranwala
Tube well 250,000 Clean drinking water
to the orphanage and
adjoining community
of 200 homes
Sarhad Rural
Development
Organization, NWFP
Hand pumps 200,000 Clean drinking water
to 8,5000 community
members
Mother and Child Health
Care by Association of
Humanitarian
Development, Sindh
Hygiene
seminars for
mothers
100,000 Education and
awareness on hygiene
to 200 mothers, thus
effecting 1600 children
Society for
Environmental
Awareness, Sindh
Water Distillation
Plant
250,000 Clean drinking water to
fishing communities /
villages.
Youth
Development
Organization
Installation of
water filters &
dispensers
200,000
Salient information on the projects selected is shown below:
43
In its eighth year, the Unilever International Schools
Art Project continues to encourage young people from
around the world to create a painting, a sculpture or
even a small installation on a given theme. To date,
125,000 young artists from 48 countries around the
world including Colombia, China, Sri Lanka, Pakistan,
Russia, Turkey, Zimbabwe, USA and the UK have
created works of art. Over 200 Schools from Lahore,
Islamabad, Karachi, Quetta and Peshawar participated
in 2008.
The Art Project has been a Unilever activity for many
years and the Corporate Affairs department has since
2006 organised workshops to promote art education,
provide an experience-sharing platform to art teachers
and help develop their skills. Building on Unilever’s
mission and objective of adding vitality to life and
value to art education, Unilever aired its ‘Unilever Art
Room’ for children and teachers in October 2008.
The Unilever Art Project has been supported by Wall’s
for the past two years. Based on their young target
profile Surf, Lifebuoy, Energile and Blue Band all came
on board in 2008 to support the project. In an
innovative departure from the past all TV programmes
were produced and aired on the hugely popular Wikkid
channel so as to reach out across Pakistan to children
of all ages.
Since its conception in 2001, the theme of the project
has been linked to the installation created for The
Unilever Series of large scale contemporary art
commissions at Tate Modern. 2008’s theme Spaces and
Places was be linked to the ninth annual commission
of The Unilever Series by Dominique Gonzalez-Foerster,
which opened in London on 14, October 2008.
Unilever Art Project 2008
Sakina Lotia;
One of the
winners was
selected to
represent
Pakistan for the
Exhibition at
the Tate
Modern,
London.
44
Unilever takes pride in its people. The performance of
the business in such difficult times demonstrates the
calibre and talent of our people. There is a focussed
approach to talent management and developing
leadership skills.
Our personal vitality health passport initiative has
consistently delivered results in terms of employee well
being. We continue to place emphasis on work life
balance and provide gym facility and healthy eating
options through a vitality menu at our cafeteria.
We believe that continuous and consistent
communication is vital for engaging our people. Two
internal pulse surveys conducted in 2008 showed further
strengthening of employee engagement reflected in
higher level of pride, satisfaction and passion for working
for Unilever. The Chairman’s quarterly web cast remains
an important platform to engage employees, share
business initiatives, performance and to reiterate our
vision. This is re-enforced each Monday in the values
meetings.
Unilever Standards of Leadership (SOL), a set of
behaviours that are deemed vital to be a good leader
are well embedded. We have taken personal
development to another level of excellence through
coaching, mentoring and the appraisal system we call
‘Performance Development Planning’.
We continue to leverage our parent company’s wealth
of knowledge to develop talent in leading edge
marketing, sales, supply chain, finance and human
resource management. Unilever globally has transitioned
training from classroom to virtual. eLearning provides
latest international training modules on-line. This has
also helped to reduce travel costs.
Our People 45
Total contributions received from employees to date Rs. 70,000 through InLuv
Community and environment support at Unilever Pakistan, is more than just a Company initiative, it is
also
supported by our “people”. Our employees work with various organizations giving monetary as well skill
support: TCF, LRBT, Acumen & HIV awareness days are held regularly at the Head Office. SOS village
for children,
UN World Food Programme and Backerai are some year long initiatives. UPL staff work with various
organizations
to provide monetary as well skill support. Unilever Pakistan’s staff work with various organizations to
provide
monetary as well as skills support. Some of Unilever Pakistan’s partner organizations include: TCF,
LRBT, HIV
awareness campaigns, SOS village for children, UN World Food Prgramme, the Karachi-based Backerai
project
for deaf and dumb, and the MicroDrip project in Thar.
Supreme
Lipton
Lifebuoy
Lux
Close Up
Wheel
FAL
Pond’s
Knorr
Energile
Wall’s
Product donations from the following Brands (January – May 2008)
Employee involvement 46
Unilever Standards of Leadership (SOL), a set of behaviours that are deemed vital to be a good leader are
well
embedded. We have taken personal developmento coaching, mentoring and the appraisal system we call
‘Performance Development Planning’.
We continue to leverage our parent company’s wealth of knowledge to develop talent in leading edge
marketing, sales, supply chain, finance and human resource management. Unilever globally has
transitioned
training from classroom to virtual. e-Learning provides latest international training modules online. This
has
also helped to reduce travel costs. We have kept talent retention as a top priority and with less than 2%
regretted loss rate, our efforts will be focused on sustaining it in 2009.
Our Partners 47
The awards and trophies received by the Company demonstrates that the Company has
world
class standards in managing the business and a learning ground in the country for
developing
talent of international standards.
Unilever Pakistan has once again received the Pakistan Society for Human
Resource Management’s (PSHRM) “Most Preferred Graduate Employer Award
2008” (MPGEA). 1100 graduating MBA, engineering and IT students were
polled. Unilever’s reputation, the learning and career opportunities it offers,
were quoted as the main reasons for selecting Unilever Pakistan as the
Most Preferred Graduate Employer 2008.
Unilever Pakistan has received the coveted Management Reporting Cup and stood first in
the entire region for providing quality and accurate financial information with speed. In
addition, the finance team has been consistently standing first in the Financial Reporting
Award up to 2007.
Surf Pakistan, the fastest growing Laundry brand in Unilever won
the Marketing Excellence Award during 2008
Recognition and awards
Knorr Pakistan is the fastest growing savoury brand in Unilever Globally
The Ice cream Factory has been awarded the Regional Occupational Safety award for
2008.
Pakistan stood First in Group Management Accounting Reporting and has received the
ASIA AMET Cup, which was last won 7 years ago.
The Karachi Stock Exchange (KSE) has rated Unilever Pakistan Foods Limited (UPFL)
as the
number one company in its list of top 25 companies for 2007. Unilever Pakistan has been
featured among the top companies for the twentieth time. It was also the third
consecutive
year that a Unilever company has topped the list. This position was occupied by Unilever
Pakistan Limited for the two previous years.
Surf Pakistan won the Dirt is Good Challenge award for the 'Every
Child Has the Right' campaign 2008, beating DIG giants like Brazil
& Turkey. The selection was based on mind measures and value
share over the year. Last year they won the Global Excellence award
for DIG in London for 2007.
48
Social Impact
Brands
Surf
Corporate
Lifebuoy
Blue Band
Knorr
Fair & Lovely
Lux
Corporate
Walls
Corporate
Corporate
Corporate
Energile
Surf
Blue Band
Lifebuoy
Focus
Health and Hygiene
Nutrition
Economic and Women
Empowerment
Environmental
Sustainability
Other Social Initiatives
Social impact estimeate
261,000 community
members
8 patients
100,000 students
20,000 students
350,000 children outreach
3,000 students
1,850,000 community members
50, 000 community members
400,000 children outreach
86,000 meals @ Rs.20/meal
4,420 students
3,000 teachers
12,000 community members
PKR 280,000 generated
from 3 stores.
450 acres with drip
90 families = 540 members
167 volunteers.
Total donated Rs. 70,000
13,000 community members
60,000 students
60,000 students
Partners
LRBT
MALC
Kidney centre and dialysis patients
Idara-e-Taleem-o-Aagahi
WWF
TCF
PCP
WFP
USAID
Pakistan Poverty Alleviation Fund
Friendship Hospital
UN World Food Programme
Through Education
HEJ
Beacon house National University
LUMS Engineering School
LUMS MBA
GIKI BSC mechanical engineering
TCF
Idara-e-Taleem-o-Aagahi
RYK school
Yearly Support to special need students
(hearing impaired)
Through Development of Entrepreneurs
Family Resource Centre - Sehat First
Drip Irrigation
TRDP
Live out Vitality in our people and CSR
Partners
InLuv - Employee involvement
programme
Unilever Annual Grant Scheme
Unilever International Art Project
Aliflaila, Energile- ‘Gusto’
49
This amount includes:
Corporate donation – approximately 1% pf pre-tax profit.
Brand contribution
Employee time
In-kind donation
Spend on Social Initiatives
Unilever Pakistan Ltd – 42.6 M PKR
Unilever Pakistan Foods Ltd - 2.7 M PKR
Health and Hygiene
Support to Health Care infrastructure
Lifebuoy Handwashing
Every Child has the Right
Economic &
Women
empowerment
Other
Social
Initiatives
Environmental
sustainability
Nutrition Blue Band's commitment to nutrition
Empowerment through education
Developing entrepreneurs with
Sehat First
Economic empowerment through
drip irrigation
FOCUS AREA COMMITMENT BRANDS AND THEIR SPEND
Unilever International Art Project
Unilever Annual Grant Scheme
Employee involvement Programme
Water conservation through
Drip Irrigation
Reducing waste
Reducing carbondioxide emission
safety Unilever
16.8 Million
2.9 Million
23.1 Million
1.3 Million
1.2 Million
Total cash spend:
Rs. 39.7 Million
(Includes Corporate &
Brands CSR spend)
Total employee time:
Rs. 1.7 Million
(calculated on
global measures)
Total product donation:
Rs. 3.9 Million
Total Spend:
Rs. 45.3 Million
50