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mam this is my old selected company profile, which is sysu intl, inc.
introduction
SYSU Group of Companies was provided in 1948 on the principle of conducting business in a responsible and ethical manner. Today, SYSU remains committed to meeting the highest standards of business ethics. A Filipino Chinese decent quietly founded a trading company with two partners Ruben SY SU established SYSU and Co. in 1948, a trading firm importing mostly grocery goods primarily consisting of food products. Ruben was an exporter to Europe of copra and Manila hemp before the war and sold ammonia to beauty parlors during the war.
The father of nine children, Ruben supplied the demand for American food products and through persistence and self-motivation; he forged alliances with big names in the American Food Industry.
From the small office Chinatown, SYSU went into nationwide distribution in 1976 and by early 80’s, SYSU expanded into food processing and total packing.
Today, Ruben children hold key positions in SYSU International, Inc. with the third generation of SY grandchildren helping maneuver SYSU into the country’s top importer and distributor of premium food products.
SYSU International, Inc. is engaged in the distribution of imported brands serving key and secondary accounts nationwide. We have the best management team in the industry with culture of continuous improvement in the areas of Marketing, Sales, Distribution and Production.
SYSU International, Inc. is the country’s leading importer and exclusive distributor of premium food brands, Lee Kum Kee Chinese Sauces, San Remo Pasta, Kikkoman, La Espanola Olive Oil, Tree top Apple Juice, Smuckers, JIF Peanut Butter, Goober Peanut Butter, TABACCO, Folgers, Campbell, Arnott’s Biscuits, V8 Vegetable Juices, Prego Italian Sauces, Tulip, Crisco Oil & Shortening, NOCAL Sweetener.
SYSU also manufactures under its house brand Clara Ole, and services toll packing for several world-renowned brands.
The father of nine children, Ruben supplied the demand for American food products and through persistence and self-motivation; he forged alliances with big names in the American Food Industry.
From the small office Chinatown, SYSU went into nationwide distribution in 1976 and by early 80’s, SYSU expanded into food processing and total packing.
Today, Ruben children hold key positions in SYSU International, Inc. with the third generation of SY grandchildren helping maneuver SYSU into the country’s top importer and distributor of premium food products.
SYSU International, Inc. is engaged in the distribution of imported brands serving key and secondary accounts nationwide. We have the best management team in the industry with culture of continuous improvement in the areas of Marketing, Sales, Distribution and Production.
SYSU International, Inc. is the country’s leading importer and exclusive distributor of premium food brands, Lee Kum Kee Chinese Sauces, San Remo Pasta, Kikkoman, La Espanola Olive Oil, Tree top Apple Juice, Smuckers, JIF Peanut Butter, Goober Peanut Butter, TABACCO, Folgers, Campbell, Arnott’s Biscuits, V8 Vegetable Juices, Prego Italian Sauces, Tulip, Crisco Oil & Shortening, NOCAL Sweetener.
SYSU also manufactures under its house brand Clara Ole, and services toll packing for several world-renowned brands.
mission
To provide world-class brands and quality service to all our customers-recognizing customer satisfaction as the key store to our business
vision
SYSU Group of Companies has positioned itself among leading companies to combine quality products and services with 100% customer satisfaction.
objectives
Needed to deal with growing demands of the business
To satisfy the customer in a fast and accurate distribution of products
To provide the needs and wants of the consumers
To satisfy the customer in a fast and accurate distribution of products
To provide the needs and wants of the consumers
unilever
Mam, pinalitan ko po yung company ko.
ito na po yung bago ko.thank you po.
ito na po yung bago ko.thank you po.
introduction
Introduction
With more than 400 brands focused on health and wellbeing, no company touches so many people’s lives in so many different ways.
Our portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. We produce world-leading brands including Lipton, Knorr, Dove, Axe, Hellmann’s and Omo, alongside trusted local names such as Blue Band, Pureit and Suave
Since Unilever was established in the 1890s, brands with a social mission have been at the core of our business, and now corporate responsibility underpins our strategy.
In 2010 we launched the Unilever Sustainable Living Plan – a set of targets designed to help us deliver our objective of growing our business while minimising our impact on the environment.
To embed sustainability into every stage of the life cycle of our products, we’re working with our suppliers to support responsible approaches to agriculture. We’re also learning from NGOs and other organisations, recognising that building a truly sustainable business is not something we can do without expert advice.
We believe that as a business we have a responsibility to our consumers and to the communities in which we have a presence. Around the world we invest in local economies and develop people’s skills inside and outside of Unilever. And through our business and brands, we run a range of programmes to promote hygiene, nutrition, empowerment and environmental awareness.
Impact & innovation
We realise innovation is key to our progress, and through cutting-edge science we’re constantly enhancing our brands, improving their nutritional properties, taste, fragrance, or functionality.
We invest nearly €1 billion every year in research and development, and have established laboratories around the world where our scientists explore new thinking and techniques, applying their expertise to our products.
Consumer research plays a vital role in this process. Our unrivalled global reach allows us to get closer to consumers in local markets, ensuring we understand their diverse needs and priorities.
About our brands
From long-established names like Lifebuoy, Sunlight and Pond’s to new innovations such as the Pureit affordable water purifier, our range of brands is as diverse as our worldwide consumer base.
Unilever has more than 400 brands, 12 of which generate sales in excess of €1 billion a year.
Many of these brands have long-standing, strong social missions, including Lifebuoy’s drive to promote hygiene through handwashing with soap, and Dove’s campaign for real beauty.
We’ve also won a wealth of advertising industry honours at the prestigious Cannes Advertising Awards, including being named 2010’s Advertiser of the Year.
Helping people get more out of life
In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap – his revolutionary new product that helped popularise cleanliness and hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use our products'.
This was long before the phrase 'Corporate Mission' had been invented, but these ideas have stayed at the heart of our business. Even if their language - and the notion of only women doing housework – has become outdated.
In a history that now crosses three centuries, Unilever's success has been influenced by the major events of the day – economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout we've created products that help people get more out of life – cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.
Balancing profit with responsible corporate behaviour
In the late 19th century the businesses that would later become Unilever were among the most philanthropic of their time. They set up projects to improve the lot of their workers and created products with a positive social impact, making hygiene and personal care commonplace and improving nutrition through adding vitamins to foods that were already daily staples.
Today, Unilever still believes that success means acting with 'the highest standards of corporate behaviour towards our employees, consumers and the societies and world in which we live'. Over the years we've launched or participated in an ever-growing range of initiatives to source sustainable supplies of raw materials, protect environments, support local communities and much more.
Through this timeline you'll see how our brand portfolio has evolved. At the beginning of the 21st century, our Path to Growth strategy focused us on global high-potential brands and our Vitality mission is taking us into a new phase of development. More than ever, our brands are helping people 'feel good, look good and get more out of life' – a sentiment close to Lord Leverhulme's heart over a hundred years ago.
Timeline
19th century
Although Unilever wasn't formed until 1930, the companies that joined forces to create the business we know today were already well established before the start of the 20th century.
1900s
Unilever's founding companies produced products made of oils and fats, principally soap and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of raw materials.
1910s
Tough economic conditions and the First World War make trading difficult for everyone, so many businesses form trade associations to protect their shared interests.
1920s
With businesses expanding fast, companies set up negotiations intending to stop others producing the same types of products. But instead they agree to merge - and so Unilever is created.
1930s
Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the Second World War. But while the business rationalises operations, it also continues to diversify.
1940s
Unilever's operations around the world begin to fragment, but the business continues to expand further into the foods market and increase investment in research and development.
1950s
Business booms as new technology and the European Economic Community lead to rising standards of living in the West, while new markets open up in emerging economies around the globe.
1960s
As the world economy expands, so does Unilever and it sets about developing new products, entering new markets and running a highly ambitious acquisition programme.
1970s
Hard economic conditions and high inflation make the '70s a tough time for everyone, but things are particularly difficult in the Fast Moving Consumer Goods (FMCG) sector as the big retailers start to flex their muscles.
1980s
Unilever is now one of the world's biggest companies, but takes the decision to focus its portfolio, and rationalise its businesses to focus on core products and brands.
1990s
The business expands into Central and Eastern Europe and further sharpens its focus on fewer product categories, leading to the sale or withdrawal of two-thirds of its brands.
The 21st century
The decade starts with the launch of Path to Growth, a five-year strategic plan, and in 2004 further sharpens its focus on the needs of 21st century consumers with its Vitality mission.
With more than 400 brands focused on health and wellbeing, no company touches so many people’s lives in so many different ways.
Our portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. We produce world-leading brands including Lipton, Knorr, Dove, Axe, Hellmann’s and Omo, alongside trusted local names such as Blue Band, Pureit and Suave
Since Unilever was established in the 1890s, brands with a social mission have been at the core of our business, and now corporate responsibility underpins our strategy.
In 2010 we launched the Unilever Sustainable Living Plan – a set of targets designed to help us deliver our objective of growing our business while minimising our impact on the environment.
To embed sustainability into every stage of the life cycle of our products, we’re working with our suppliers to support responsible approaches to agriculture. We’re also learning from NGOs and other organisations, recognising that building a truly sustainable business is not something we can do without expert advice.
We believe that as a business we have a responsibility to our consumers and to the communities in which we have a presence. Around the world we invest in local economies and develop people’s skills inside and outside of Unilever. And through our business and brands, we run a range of programmes to promote hygiene, nutrition, empowerment and environmental awareness.
Impact & innovation
We realise innovation is key to our progress, and through cutting-edge science we’re constantly enhancing our brands, improving their nutritional properties, taste, fragrance, or functionality.
We invest nearly €1 billion every year in research and development, and have established laboratories around the world where our scientists explore new thinking and techniques, applying their expertise to our products.
Consumer research plays a vital role in this process. Our unrivalled global reach allows us to get closer to consumers in local markets, ensuring we understand their diverse needs and priorities.
About our brands
From long-established names like Lifebuoy, Sunlight and Pond’s to new innovations such as the Pureit affordable water purifier, our range of brands is as diverse as our worldwide consumer base.
Unilever has more than 400 brands, 12 of which generate sales in excess of €1 billion a year.
Many of these brands have long-standing, strong social missions, including Lifebuoy’s drive to promote hygiene through handwashing with soap, and Dove’s campaign for real beauty.
We’ve also won a wealth of advertising industry honours at the prestigious Cannes Advertising Awards, including being named 2010’s Advertiser of the Year.
Helping people get more out of life
In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap – his revolutionary new product that helped popularise cleanliness and hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work for women; to foster health and contribute to personal attractiveness, that life may be more enjoyable and rewarding for the people who use our products'.
This was long before the phrase 'Corporate Mission' had been invented, but these ideas have stayed at the heart of our business. Even if their language - and the notion of only women doing housework – has become outdated.
In a history that now crosses three centuries, Unilever's success has been influenced by the major events of the day – economic boom, depression, world wars, changing consumer lifestyles and advances in technology. And throughout we've created products that help people get more out of life – cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves.
Balancing profit with responsible corporate behaviour
In the late 19th century the businesses that would later become Unilever were among the most philanthropic of their time. They set up projects to improve the lot of their workers and created products with a positive social impact, making hygiene and personal care commonplace and improving nutrition through adding vitamins to foods that were already daily staples.
Today, Unilever still believes that success means acting with 'the highest standards of corporate behaviour towards our employees, consumers and the societies and world in which we live'. Over the years we've launched or participated in an ever-growing range of initiatives to source sustainable supplies of raw materials, protect environments, support local communities and much more.
Through this timeline you'll see how our brand portfolio has evolved. At the beginning of the 21st century, our Path to Growth strategy focused us on global high-potential brands and our Vitality mission is taking us into a new phase of development. More than ever, our brands are helping people 'feel good, look good and get more out of life' – a sentiment close to Lord Leverhulme's heart over a hundred years ago.
Timeline
19th century
Although Unilever wasn't formed until 1930, the companies that joined forces to create the business we know today were already well established before the start of the 20th century.
1900s
Unilever's founding companies produced products made of oils and fats, principally soap and margarine. At the beginning of the 20th century their expansion nearly outstrips the supply of raw materials.
1910s
Tough economic conditions and the First World War make trading difficult for everyone, so many businesses form trade associations to protect their shared interests.
1920s
With businesses expanding fast, companies set up negotiations intending to stop others producing the same types of products. But instead they agree to merge - and so Unilever is created.
1930s
Unilever's first decade is no easy ride: it starts with the Great Depression and ends with the Second World War. But while the business rationalises operations, it also continues to diversify.
1940s
Unilever's operations around the world begin to fragment, but the business continues to expand further into the foods market and increase investment in research and development.
1950s
Business booms as new technology and the European Economic Community lead to rising standards of living in the West, while new markets open up in emerging economies around the globe.
1960s
As the world economy expands, so does Unilever and it sets about developing new products, entering new markets and running a highly ambitious acquisition programme.
1970s
Hard economic conditions and high inflation make the '70s a tough time for everyone, but things are particularly difficult in the Fast Moving Consumer Goods (FMCG) sector as the big retailers start to flex their muscles.
1980s
Unilever is now one of the world's biggest companies, but takes the decision to focus its portfolio, and rationalise its businesses to focus on core products and brands.
1990s
The business expands into Central and Eastern Europe and further sharpens its focus on fewer product categories, leading to the sale or withdrawal of two-thirds of its brands.
The 21st century
The decade starts with the launch of Path to Growth, a five-year strategic plan, and in 2004 further sharpens its focus on the needs of 21st century consumers with its Vitality mission.
We've always believed in the power of our brands to improve the quality of people’s lives and in doing the right thing. As our business grows, so do our responsibilities. We recognise that global challenges such as climate change concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.
vision,mission,objectives
Vision
Through our brands we see ourselves playing an important role in contributing to improvements in
hygiene among our consumers around the world.
Mission
Unilever’s mission is to add vitality to life”
Objectives
· Focus on customer care (cosmetics)
· Focus on path to grow
· Reduction in energy cost and better use of operational energy
· Reduction of Brands
· Simplifying Structure
· Focus on Emerging markets
· Driving innovation
· make supply chain smart
Through our brands we see ourselves playing an important role in contributing to improvements in
hygiene among our consumers around the world.
Mission
Unilever’s mission is to add vitality to life”
Objectives
· Focus on customer care (cosmetics)
· Focus on path to grow
· Reduction in energy cost and better use of operational energy
· Reduction of Brands
· Simplifying Structure
· Focus on Emerging markets
· Driving innovation
· make supply chain smart
industrial analysis
Unilever was officially formed in 1930, through the merger of Lever Brothers, a British soap manufacturer and Margarine Unie, a Dutch margarine manufacturer. It has since become one of the largest direct investors in the United States. Unilever is unique in that it has maintained a dual ownership structure since its inception, governed by an equalization agreement. Although the company has two legal entities as its parents, one Dutch (Unilever NV), and one British (Unilever plc), it has only one board of directors reports one set of financial statements.
Today Unilever is present in 150 countries, employs over 223,000 people, and has numerous well known brands, 12 of which each have worldwide sales exceeding €1 billion. Unilever has products for three markets, home, food, and personal care, which fall into 6 primary categories: home care, spreads, savory & dressings, beverages, ice cream & frozen foods, and personal care.
Unilever's competitive advantages arise from strong brand recognition, such as Dove and Bird's Eye, strong R&D initiatives for line expansion, and leading brands in personal care, deodorant and personal wash. Their renewed focus on strong line expansion (especially after reducing their number of brands from 1600 products to approximately 400 in 2003), and alliances with strong corporate partners such as Pepsi are also advantages.
The Key Competitors
The Biggest Competitor of Unilever is the Procter & Gamble
Today Unilever is present in 150 countries, employs over 223,000 people, and has numerous well known brands, 12 of which each have worldwide sales exceeding €1 billion. Unilever has products for three markets, home, food, and personal care, which fall into 6 primary categories: home care, spreads, savory & dressings, beverages, ice cream & frozen foods, and personal care.
Unilever's competitive advantages arise from strong brand recognition, such as Dove and Bird's Eye, strong R&D initiatives for line expansion, and leading brands in personal care, deodorant and personal wash. Their renewed focus on strong line expansion (especially after reducing their number of brands from 1600 products to approximately 400 in 2003), and alliances with strong corporate partners such as Pepsi are also advantages.
The Key Competitors
The Biggest Competitor of Unilever is the Procter & Gamble
industrial forecast
For the last two years, Unilever has been carrying out a comprehensive 'audit' of the impact on the environment from the use of its products, in terms of water, waste and emissions of greenhouse gases. It already had all the data relating to the manufacture, processing and transport of its products, and has been making good progress in reducing all those direct impacts over the last 10 years or more. But those direct impacts turned out to be relatively insignificant when compared with what happens when customers actually use these products.
Having amassed the data, category by category, brand by brand, the Executive Team then set targets for reducing those impacts, unleashing an unprecedented search for innovative solutions across the entire company. Some of those innovations will require reformulating the product itself, or completely redesigning the packaging. Some will require a very different engagement with the customer, with a view to 'co-creating' the environmental benefit by using the product in a different way.
To be honest, I've never seen a process quite like this. The data-gathering has been rigorous (as is always the case in Unilever), and the targets are seriously ambitious. If it's all delivered, then the net impact on the environment in 2020 will be no greater than it is today even though the company is simultaneously setting out to double its revenues during the same time period. Doubling revenues and halving impacts is going to be one hell of a challenge.
On top of that, Unilever have also announced that 100% of its agricultural raw materials will be 'sustainably sourced' by 2020. Since 1997, Unilever's food brands have been developing a Sustainable Agriculture Code for all its suppliers, covering every aspect of production. It's an extraordinary document, and makes most governments' guidance on 'good agricultural practice' look extremely crude. Its work with the Rainforest Alliance on certifying its main tea brands, and the Roundtable on Sustainable Palm Oil have been widely acknowledged as groundbreaking. But to put in place systems of certification and self-assurance covering every single ingredient in every single product is a vast undertaking.
It's important to point out that it may be a little premature to get too excited about all this! It is, after all, just a Plan. Success can only be judged in terms of what is delivered, not in terms of what is being promised. There's a long way to go before 2020 – and even if every target is achieved, in every country all around the world, environmentalists will still point out that the use of Unilever's products is still having a huge impact on the natural world.
Corporate social responsibility
(Unilever Raises the Bar for Corporate Social Responsibility)
Unilever, the manufacturer of popular brands like Q-Tips and Ben & Jerry’s, seems to have raised the bar for corporate social responsibility. The company has been commended for their Sustainability Living Plan, unveiled in November of 2010. Under this plan, which is expected to run into 2020, the company hopes to improve the health of 1 billion people and reduce its environmental footprint. It plans to buy 100% of its agricultural materials from sustainable sources as well as half the environmental impact of its products, its greenhouse gas emissions (compared to 2008 levels), and water associated with product use (compared to 2008). Unilever has also made it a goal to source 40% of its energy requirements from renewable sources by 2020.
With a huge endeavor in its future, Unilever isn’t hesitant to push their goals into actuality. According to a recent article by Environmental Leader, Unilever currently boasts the title of the single largest commercial purchaser of renewable power in Canada. Under its deal with Bullfrog Power, Unilever has purchased 59,000 a year. In Ontario, Bullfrog Power derives its electricity from wind and hydro facilities that are certified as low impact under the EcoLogo program of government agency Environment Canada. This power will be used to support all of Unilever’s Ontario offices and factories, which account for 90% of its operations in that country.
Because of the large amount of power purchased, Bullfrog was pushed to create a new category at the top of its national ranking of Canadian green power purchasers, called the bullfrogpowered Green Index. The new category, dubbed “Visionary,” is for corporations purchasing 50,000 MWh or greater. Currently, Unilever is the only company in this category. According to Greener Ideal, the amount of energy Unilever is purchasing is enough clean renewable energy to power 6,000 homes.
Unilever’s strides are definitely not going unnoticed. GreenBiz reports that Unilever has taken the top spot in a list of global corporate sustainability leaders. Unilever ranked number one on last month’s SustainAbility Survey, which was conducted by research firm GlobeScan Incorporated and SustainAbility Ltd., a strategy consultancy. In this survey, 559 sustainability experts from corporations, government and non-government organizations, academia, and professional services entities participated. Participants were asked to name companies they believed to be sustainability leaders, why they believe this, and what types of leaders have been most effective in advancing sustainability in the past year. The top five firms, listed in descending order, were General Electric, Interface, Wal-Mart, and Marks & Spencer.
Current ethics system
Corporate Ethics Our approach to ethical business practices is codified in our Code of Business Principles (CoBP).
CoBP Can be Described as Follows: Standard of conduct
We conduct our operations with honesty, integrity and openness, and with respect for the human rights and interests of our employees. We shall similarly respect the legitimate interests of those with whom we have relationships.
Obeying the law
Unilever companies and our employees are required to comply with the laws and regulations of the countries in which we operate.
Employees
Unilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of our company. We will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. We are committed to safe and healthy working conditions for all employees. We will not use any form of forced, compulsory or child labour. We are committed to working with employees to develop and enhance each individual’s skills and capabilities. We respect the dignity of the individual and the right of employees to freedom of association. We will maintain good communications with employees through company based information and consultation procedures.
Shareholders
Unilever conduct its operations in accordance with internationally accepted principles of good corporate governance. We provide timely, regular and reliable information on our activities, structure, financial situation and performance to all shareholders.
Business partners
Unilever is committed to establishing mutually beneficial relations with our suppliers, customers and business partners. In our business dealings we expect our partners to adhere to business principles consistent with our own.
Community involvement
Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfil our responsibilities to the societies and communities in which we operate.
Public activities
Unilever companies are encouraged to promote and defend their legitimate business interests. Unilever will co-operate with governments and other organisations, both directly and through bodies such as trade associations, in the development of proposed legislation and other regulations which may affect legitimate business interests. Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.
The environment
Unilever is committed to making continuous improvements in the management of our environmental impact and to the longer-term goal of developing a sustainable business. Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice.
Innovation
In our scientific innovation to meet consumer needs we will respect the concerns of our consumers and of society. We will work on the basis of sound science, applying rigorous standards of product safety.
Competition
Unilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations.
Business integrity
Unilever does not give or receive, whether directly or indirectly, bribes or other improper advantages for business or financial gain. No employee may offer, give or receive any gift or payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management. Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained.
Conflicts of interest
All Unilever employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company. Unilever employees must not seek gain for themselves or others through misuse of their positions.
Compliance, Monitoring and Reporting
Compliance with the Code of Business Principles above is essential to the success and continuity of our business. The Board bears overall responsibility for ensuring that these principles are communicated to, and understood and observed by, all employees.
On a day-to-day basis, this responsibility is delegated to the senior management of all the categories, functions, regions and operating companies. As part of this responsibility they should, where necessary, provide more detailed guidance tailored to local needs, in addition to monitoring and reporting on compliance with the principles each year.
Compliance with the Code is subject to review by the Board, with the support of the Audit Committee and the Unilever Executive Committee. Any breaches of the Code must be reported in accordance with the procedures specified by the joint secretaries. The Board of Unilever will not criticise Management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions. The Board of Unilever expects employees to bring to their attention, or to that of senior management, any breach or suspected breach of these principles. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so.
CoBP Can be Described as Follows: Standard of conduct
We conduct our operations with honesty, integrity and openness, and with respect for the human rights and interests of our employees. We shall similarly respect the legitimate interests of those with whom we have relationships.
Obeying the law
Unilever companies and our employees are required to comply with the laws and regulations of the countries in which we operate.
Employees
Unilever is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of our company. We will recruit, employ and promote employees on the sole basis of the qualifications and abilities needed for the work to be performed. We are committed to safe and healthy working conditions for all employees. We will not use any form of forced, compulsory or child labour. We are committed to working with employees to develop and enhance each individual’s skills and capabilities. We respect the dignity of the individual and the right of employees to freedom of association. We will maintain good communications with employees through company based information and consultation procedures.
Shareholders
Unilever conduct its operations in accordance with internationally accepted principles of good corporate governance. We provide timely, regular and reliable information on our activities, structure, financial situation and performance to all shareholders.
Business partners
Unilever is committed to establishing mutually beneficial relations with our suppliers, customers and business partners. In our business dealings we expect our partners to adhere to business principles consistent with our own.
Community involvement
Unilever strives to be a trusted corporate citizen and, as an integral part of society, to fulfil our responsibilities to the societies and communities in which we operate.
Public activities
Unilever companies are encouraged to promote and defend their legitimate business interests. Unilever will co-operate with governments and other organisations, both directly and through bodies such as trade associations, in the development of proposed legislation and other regulations which may affect legitimate business interests. Unilever neither supports political parties nor contributes to the funds of groups whose activities are calculated to promote party interests.
The environment
Unilever is committed to making continuous improvements in the management of our environmental impact and to the longer-term goal of developing a sustainable business. Unilever will work in partnership with others to promote environmental care, increase understanding of environmental issues and disseminate good practice.
Innovation
In our scientific innovation to meet consumer needs we will respect the concerns of our consumers and of society. We will work on the basis of sound science, applying rigorous standards of product safety.
Competition
Unilever believes in vigorous yet fair competition and supports the development of appropriate competition laws. Unilever companies and employees will conduct their operations in accordance with the principles of fair competition and all applicable regulations.
Business integrity
Unilever does not give or receive, whether directly or indirectly, bribes or other improper advantages for business or financial gain. No employee may offer, give or receive any gift or payment which is, or may be construed as being, a bribe. Any demand for, or offer of, a bribe must be rejected immediately and reported to management. Unilever accounting records and supporting documents must accurately describe and reflect the nature of the underlying transactions. No undisclosed or unrecorded account, fund or asset will be established or maintained.
Conflicts of interest
All Unilever employees are expected to avoid personal activities and financial interests which could conflict with their responsibilities to the company. Unilever employees must not seek gain for themselves or others through misuse of their positions.
Compliance, Monitoring and Reporting
Compliance with the Code of Business Principles above is essential to the success and continuity of our business. The Board bears overall responsibility for ensuring that these principles are communicated to, and understood and observed by, all employees.
On a day-to-day basis, this responsibility is delegated to the senior management of all the categories, functions, regions and operating companies. As part of this responsibility they should, where necessary, provide more detailed guidance tailored to local needs, in addition to monitoring and reporting on compliance with the principles each year.
Compliance with the Code is subject to review by the Board, with the support of the Audit Committee and the Unilever Executive Committee. Any breaches of the Code must be reported in accordance with the procedures specified by the joint secretaries. The Board of Unilever will not criticise Management for any loss of business resulting from adherence to these principles and other mandatory policies and instructions. The Board of Unilever expects employees to bring to their attention, or to that of senior management, any breach or suspected breach of these principles. Provision has been made for employees to be able to report in confidence and no employee will suffer as a consequence of doing so.
Globalization and environmental sustainability policies
Globalization and environmental sustainability policies
Our approach
Packaging is important: it protects our products, allows us to transport them safely, and ultimately saves far more energy than it consumes. At the same time it can end up as waste, particularly in those countries where the infrastructure for recycling is poor. We share a responsibility with our consumers to prevent packaging from ending up either in landfill or blighting the landscape as litter.
Packaging improvements can bring immediate business benefits. The more we reduce our packaging, the greater the savings in materials, energy and transport. The challenge is to continue to use packaging that is appealing and effective but to reduce significantly its environmental impacts.Our approach to this is to reduce, reuse and recycle.
We are reducing the weight of our packaging by using stronger, lighter-weight materials. We are also making our packaging more recyclable and aim to use more recycled material ourselves.But dealing with ‘post-consumer waste’ – packaging and product thrown away after use by our consumers – presents a different challenge. The infrastructure for dealing with waste varies hugely between countries. To meet our targets, recycling rates in some of our markets must double or even triple. So we face the challenge of working with local governments, NGOs, retailers and others to help build effective programmes for recycling post-consumer waste.
Our Footprint
Our analysis has highlighted that our food packaging is one of the biggest contributors to our waste footprint. But to achieve our goal we will need to reduce waste across all product categories by reducing the weight of packaging and by helping to increase recycling. Tea bags form a significant proportion of product leftovers.
Reduce packaging
5.1 By 2020 we will reduce the weight of packaging that we use by a third through: lightweighting materials; optimising structural and material design; developing concentrated versions of our products; and, eliminating unnecessary packaging.
Reuse packaging
5.2We will provide consumers with refills in our home and personal care portfolio to make it possible to reuse the primary pack.
Recycle packaging
5.3Working in partnership with industry, governments and NGO s, we aim to increase recycling and recovery rates on average by 5% by 2015 and by 15% by 2020 in our top 14 countries. For some this means doubling or even tripling existing recycling rates.We will make it easier for consumers to recycle our packaging by using materials that best fit the end-of-life treatment facilities available in their countries.
5.4By 2020 we will increase the recycled material content in our packaging to maximum possible levels. This will act as a catalyst to increase recycling rates.
Recycling aerosols
As leaders of the global deodorant market we want more people to recycle aerosol cans. In July 2010 we started a pilot in partnership with the leading Brazilian supermarket, Pão de Açúcar. It was successful and has led to the permanent introduction of aerosol collection at Pão de Açúcarsites. To date we have collected more than 1,600 tonnes of aerosols through 110 collection stations.
Recycling in the bathroom
Although many consumers recycle kitchen waste, the bathroom tends to be forgotten. In 2011 we partnered with RecycleBank in the United States to encourage consumers to recycle Dove and Suave shampoo bottles in return for money off coupons. An online module educated people about what they can recycle, what recycling symbols to look for and then rewarded them with points which could be redeemed for goods and services. The Dove module was viewed 6 million times.
Reduce waste from our manufacturing
5.5By 2020 total waste sent for disposal will be at or below 2008 levels despite significantly higher volumes.This represents an 80% reduction per tonne of production and a 70% absolute reduction (versus a 1995 baseline).
5.6All newly built factories will aim to generate less than half the waste of those in our 2008 baseline.
Tackle sachet waste
5.7Our goal is to develop and implement a sustainable business model for handling our sachet waste streams by 2015.
If we can help create a value for this waste, there is an incentive for people to collect it. Partnering with a company in Chennai, India, we have demonstrated ‘technical proof of principle’ of turning sachets, pouches and other flexible plastic waste into fuel oil at a viable cost. Our Hindustan Unilever factory in Pondicherry has successfully used the fuel to power its boilers.
The task now is to find a way to incentivise collection on a large scale. This will require us to work in partnership with other users of flexible plastic waste as well as municipal authorities and NGOs.
Eliminate PVC
5.8We will eliminate PVC (polyvinyl chloride) from all packaging by 2012 (where technical solutions exist).
Our approach
Packaging is important: it protects our products, allows us to transport them safely, and ultimately saves far more energy than it consumes. At the same time it can end up as waste, particularly in those countries where the infrastructure for recycling is poor. We share a responsibility with our consumers to prevent packaging from ending up either in landfill or blighting the landscape as litter.
Packaging improvements can bring immediate business benefits. The more we reduce our packaging, the greater the savings in materials, energy and transport. The challenge is to continue to use packaging that is appealing and effective but to reduce significantly its environmental impacts.Our approach to this is to reduce, reuse and recycle.
We are reducing the weight of our packaging by using stronger, lighter-weight materials. We are also making our packaging more recyclable and aim to use more recycled material ourselves.But dealing with ‘post-consumer waste’ – packaging and product thrown away after use by our consumers – presents a different challenge. The infrastructure for dealing with waste varies hugely between countries. To meet our targets, recycling rates in some of our markets must double or even triple. So we face the challenge of working with local governments, NGOs, retailers and others to help build effective programmes for recycling post-consumer waste.
Our Footprint
Our analysis has highlighted that our food packaging is one of the biggest contributors to our waste footprint. But to achieve our goal we will need to reduce waste across all product categories by reducing the weight of packaging and by helping to increase recycling. Tea bags form a significant proportion of product leftovers.
Reduce packaging
5.1 By 2020 we will reduce the weight of packaging that we use by a third through: lightweighting materials; optimising structural and material design; developing concentrated versions of our products; and, eliminating unnecessary packaging.
- 4% reduction in weight, achieved through a combination of lightweighting and material design optimization. To achieve our goal of reducing the weight of packaging by a third we need to make small changes to many thousands of packs sold across the world. Our brands typically update their packaging every few years and so our aim is to lightweight or improve the material choice each time a redesign is briefed. For example, in 2011 we redesigned the Unox Cup-a-Soup pouch in the Netherlands, cutting aluminium by a third and overall pouch weight by 6%.Less plastic more consumer benefits
Reuse packaging
5.2We will provide consumers with refills in our home and personal care portfolio to make it possible to reuse the primary pack.
- We offer refills in a limited number of countries where the consumer habit is well established. We are finding it difficult to establish a viable business case for refills and so are putting more effort into reducing and recycling instead.
Recycle packaging
5.3Working in partnership with industry, governments and NGO s, we aim to increase recycling and recovery rates on average by 5% by 2015 and by 15% by 2020 in our top 14 countries. For some this means doubling or even tripling existing recycling rates.We will make it easier for consumers to recycle our packaging by using materials that best fit the end-of-life treatment facilities available in their countries.
5.4By 2020 we will increase the recycled material content in our packaging to maximum possible levels. This will act as a catalyst to increase recycling rates.
- 3.4% increase in recycling and recovery rates, averaged across our top 14 countries. Some of this increase resulted from improved data.
- 1,700 tonnes of post-consumer recycled materials incorporated into our rigid plastic packaging in 2011.
Recycling aerosols
As leaders of the global deodorant market we want more people to recycle aerosol cans. In July 2010 we started a pilot in partnership with the leading Brazilian supermarket, Pão de Açúcar. It was successful and has led to the permanent introduction of aerosol collection at Pão de Açúcarsites. To date we have collected more than 1,600 tonnes of aerosols through 110 collection stations.
Recycling in the bathroom
Although many consumers recycle kitchen waste, the bathroom tends to be forgotten. In 2011 we partnered with RecycleBank in the United States to encourage consumers to recycle Dove and Suave shampoo bottles in return for money off coupons. An online module educated people about what they can recycle, what recycling symbols to look for and then rewarded them with points which could be redeemed for goods and services. The Dove module was viewed 6 million times.
Reduce waste from our manufacturing
5.5By 2020 total waste sent for disposal will be at or below 2008 levels despite significantly higher volumes.This represents an 80% reduction per tonne of production and a 70% absolute reduction (versus a 1995 baseline).
5.6All newly built factories will aim to generate less than half the waste of those in our 2008 baseline.
- Over 58,000 fewer tonnes of total waste in 2011 than in 2008 – a combination of waste reduction and waste recycling. This represents a reduction of 37% in total waste per tonne of production.Compared to 1995, this represents an 81% reduction in absolute terms.
- During 2010–11 we incorporated sustainability improvements into every aspect of the design specification for our new factories. These improvements will be incorporated in all new designs from 2012 onwards.
Tackle sachet waste
5.7Our goal is to develop and implement a sustainable business model for handling our sachet waste streams by 2015.
- We have demonstrated ‘proof of principle’ on a technology known as pyrolysis which turns sachet laminate into fuel oil.
If we can help create a value for this waste, there is an incentive for people to collect it. Partnering with a company in Chennai, India, we have demonstrated ‘technical proof of principle’ of turning sachets, pouches and other flexible plastic waste into fuel oil at a viable cost. Our Hindustan Unilever factory in Pondicherry has successfully used the fuel to power its boilers.
The task now is to find a way to incentivise collection on a large scale. This will require us to work in partnership with other users of flexible plastic waste as well as municipal authorities and NGOs.
Eliminate PVC
5.8We will eliminate PVC (polyvinyl chloride) from all packaging by 2012 (where technical solutions exist).
- Over 95% of PVC removed from our portfolio by end 2011, including the elimination of PVC from our rigid packaging containers and ‘shrink sleeves’.
Organizational Analysis
Organizational Analysis
We all know that the Organizational Analysis to one big company is very important. The organizational that used by the Unilever is the matrix organization it may help the company to facilitate communication both internally and externally. Internally, executives allow innovative ideas, problems and solutions to be heard in a timely manner. The customer’s feedback is using to know what the problem in our product is. This communication may have a big impact for us to protect our consumers.
Decision making considers all aspects of an organization. At Unilever, ethics are considered most vital in the decision making process and are mirrored in the decisions made. Unilever used some points for the ethical decision making. These are:
1. What is the ethical problem that the company will encounter
2. Any solution from the problem
3. Seek customers first
4. Follow the majority decision
The organization promotes innovation and teamwork and creates a positive, friendly environment for employees and customers. It prioritizes its goals, putting ethical behaviour at the forefront and use communication effectively to encourage customers and employees to hear their voices or their comments and suggestion that the company will used as their basis.
swot analysis
Strengths
Unilever has different strengths like Strong brands and brand management. It is known and popular. Another one is that it has significant economies of scope and scale, because of the various products they offer, there is a large scope occupied in the economy. Lastly is the abundant resources, or the many sources of raw materials used for the product.
• Strong brands and brand management
• Significant economies of scope and scale
• Abundant resources
Weaknesses
On the other hand, the company also has some weaknesses such as complex organizational structure that could lead to confusion among employees, and decreasing sales/revenues which every company undergone.
• Complex organizational structure
• Decreasing sales/revenues
Opportunities
There’s an opportunity found in developing markets in developing countries that would help promote the product, and like other businesses this one could help in debt reduction of the country and develop internal growth initiative.
• Developing markets in developing countries
• Significant debt reduction
• Internal growth initiative
Threats
Some threats encountered and might be continuously encountered by the company are the Foreign currency exchange fluctuations, Competitors growing through acquisition, and Potential failure of internal growth initiative which are all encountered by all types of businesses worldwide.
• Foreign currency exchange fluctuations
• Competitors growing through acquisition
• Potential failure of internal growth initiative
Unilever has different strengths like Strong brands and brand management. It is known and popular. Another one is that it has significant economies of scope and scale, because of the various products they offer, there is a large scope occupied in the economy. Lastly is the abundant resources, or the many sources of raw materials used for the product.
• Strong brands and brand management
• Significant economies of scope and scale
• Abundant resources
Weaknesses
On the other hand, the company also has some weaknesses such as complex organizational structure that could lead to confusion among employees, and decreasing sales/revenues which every company undergone.
• Complex organizational structure
• Decreasing sales/revenues
Opportunities
There’s an opportunity found in developing markets in developing countries that would help promote the product, and like other businesses this one could help in debt reduction of the country and develop internal growth initiative.
• Developing markets in developing countries
• Significant debt reduction
• Internal growth initiative
Threats
Some threats encountered and might be continuously encountered by the company are the Foreign currency exchange fluctuations, Competitors growing through acquisition, and Potential failure of internal growth initiative which are all encountered by all types of businesses worldwide.
• Foreign currency exchange fluctuations
• Competitors growing through acquisition
• Potential failure of internal growth initiative