Behaviour change Unilever 4/4
could play in helping to address this as a manufacturer,” Fenwick says. “We’ve got brands like Colman’s, Hellman’s and Knorr – these products can help peo- ple use up their food leftovers in a more interesting way if you give them the ideas and inspiration.” Turning to where the manufacturer can exert more control – within its own operations and supply chain – Fenwick says some big strides have been made in manufacturing eco-efficiency and sustainable sourcing. In its first year- ly progress statement since the plan’s launch, Unilever reported that 24% of its total agricultural raw materials are now sourced sustainably, compared with 14% in 2010. The real success story here is sustainable palm oil – the company met its commit- ment to source 100% of this from certi- fied sustainable sources early, so it has now tightened the target to ensure these sources are traceable by 2020. It is in advanced discussions with the Indonesian government to invest more than €100m in a processing plant for palm oil deriva- tives in Sumatra to help achieve this. In addition, renewable energy now accounts for 20% of Unilever’s total energy use.
Tea bags are the biggest contributor to Unilever’s waste footprint in the UK
All of Unilever’s electricity purchased in Europe is now from renewable sources, and it has increased its use of biomass to fuel boilers in its manufacturing opera- tions in India and China. However, behavioural change remains the holy grail. Here Unilever is looking to work increasingly in partnership with
retailers, councils, think tanks and poli- cy-influencers to try and find solutions. Looking ahead, Fenwick is optimistic: “The generation coming through now is much more environmentally-minded, so we’ll have a new set of consumers to deal with and it will be interesting to see where their priorities lie.”
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