Reprinted from Unilever Magazine 119, first issue 2001. Produced by Unilever Corporate Relations Department. Printed by Syon Print.

Unilever M A G A Z I N E

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AIN

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E AGRICULTUREIN

ITIATIVE

SPECIAL REPORT

Cultivating sustainable agriculture

Agriculture provides over two-thirds of the raw materials for Unilever’s brands. Building on its reputation for best practice, Unilever is now an industry leader with its Sustainable Agricultural Initiative. The way forward, it believes, is to developenvironmentally sustainable supply chains that deliver profits, create value forstakeholders and meet consumer needs now and in the future. Juliet Walker reports.

Sustainingfuture growth

Protests such as those recently in Seattleand Davos are evidence that governmentsand leading international companies areincreasingly seen as targets for attack bythose wishing to protect environmentalresources. The days are long gone whenconcern for the environment was rou-tinely satirised in the media as the pre-serve of woolly thinkers in woollyjumpers. Today, environmental issues con-cern all responsible citizens: from individ-uals to big business.

This means that today’s consumersare more concerned than ever beforewith the way their food is produced. Theyfollow with interest the vigorous environ-mental debate on topics such as biodiver-sity, protecting clean water supplies, main-taining soil fertility, global warming andthe impact of food production on wildlife.

“In Unilever we know that we have nochoice but to pursue responsible agricul-tural practices and that this is vital to sus-taining a healthy environment and main-taining our reputation as a good corporatecitizen,” says chairman Antony Burgmans.

“Our environment policy in the areasof agriculture, fisheries and clean water

supports everything we are workingtowards in the Path to Growth. We canonly reconnect with the consumer ifUnilever is seen as a company that pur-sues sound environmental practices and isable to address in an open and honestway consumer concerns about the man-ner in which our raw materials are grownand delivered. If we get this wrong, we willincreasingly find ourselves in an unsus-tainable relationship with society.”

The challenge for companies such asUnilever is balancing the need to protectthe environment with the need to producesustained economic growth. An importantelement of this challenge involves ensuringthat corporate policy is turned into respon-sible action on the ground.

“In practical terms Unilever has tocontinue to grow and be productive andprofitable, but in ways that are more sus-tainable to the environment. This won’timpact on profitability,” adds Burgmans.

“I am convinced that if you do thingsright it actually saves money in the longterm. Think back to the 1980s when weintroduced Total Quality Maintenance(TQM); everyone said this could only be

achieved at horrendous cost, but it turns outthat we actually saved money. And with theBSE issue in Europe, we have all seen thehorrendous cost in both human and finan-cial terms of not pursuing best practice.”

Unilever supports the widely held viewthat sustainable agriculture requires align-ment of economic progress, environmentalprotection and social development. Its sus-tainable agriculture policy is based on ‘inte-grated’ farming methods. Broadly defined,this means using judicious amounts of agri-chemicals to maximise outputs, while min-imising environmental impact in ways thatare defined in the Company’s AgriculturalBest Practice Guidelines.

“These guidelines provide the basis forour current agricultural operations,"explains Jan Kees Vis, environmental man-ager, Foods. “But we want to improve oursupply chain and put it on a more sustain-able footing.

“Our first step was to formulate theSustainable Agriculture Initiative (SAI)programme with the help of farmers, sci-entific advisers and a wide variety of con-cerned stakeholders. We are now in theearly stages of seeing how this programme

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Protests such as those recently in Seattle and Davos are evidence that governments and leading international companies are increasingly seen as targets for attack by those wishing to protect environmental resources. The days are long gone when concern for the environment was rou-tinely satirised in the media as the pre-serve of woolly thinkers in woolly jumpers. Today, environmental issues con-cern all responsible citizens: from individ-uals to big business.

This means that today’s consumers are more concerned than ever before with the way their food is produced. They follow with interest the vigorous environ-mental debate on topics such as biodiver-sity, protecting clean water supplies, main-taining soil fertility, global warming and the impact of food production on wildlife.

“In Unilever we know that we have no choice but to pursue responsible agricul-tural practices and that this is vital to sus-taining a healthy environment and main-taining our reputation as a good corporate citizen,” says chairman Antony Burgmans.

“Our environment policy in the areas of agriculture, fisheries and clean water

supports everything we are working towards in the Path to Growth. We can only reconnect with the consumer if Unilever is seen as a company that pur-sues sound environmental practices and is able to address in an open and honest way consumer concerns about the man-ner in which our raw materials are grown and delivered. If we get this wrong, we will increasingly find ourselves in an unsus-tainable relationship with society.”

The challenge for companies such as Unilever is balancing the need to protect the environment with the need to produce sustained economic growth. An important element of this challenge involves ensuring that corporate policy is turned into respon-sible action on the ground.

“In practical terms Unilever has to continue to grow and be productive and profitable, but in ways that are more sus-tainable to the environment. This won’t impact on profitability,” adds Burgmans.

“I am convinced that if you do things right it actually saves money in the long term. Think back to the 1980s when we introduced Total Quality Maintenance (TQM); everyone said this could only be

achieved at horrendous cost, but it turns out that we actually saved money. And with the BSE issue in Europe, we have all seen the horrendous cost in both human and finan-cial terms of not pursuing best practice.”

Unilever supports the widely held view that sustainable agriculture requires align-ment of economic progress, environmental protection and social development. Its sus-tainable agriculture policy is based on ‘inte-grated’ farming methods. Broadly defined, this means using judicious amounts of agri-chemicals to maximise outputs, while min-imising environmental impact in ways that are defined in the Company’s Agricultural Best Practice Guidelines.

“These guidelines provide the basis for our current agricultural operations," explains Jan Kees Vis, environmental man-ager, Foods. “But we want to improve our supply chain and put it on a more sustain-able footing.

“Our first step was to formulate the Sustainable Agriculture Initiative (SAI) programme with the help of farmers, sci-entific advisers and a wide variety of con-cerned stakeholders. We are now in the early stages of seeing how this programme

Sustainingfuture growth Agriculture provides over two-thirds of the raw materials for Unilever’s brands. Building on its reputation for best practice, Unilever is now an industry leader with its Sustainable Agricultural Initiative. The way forward, it believes, is to develop environmentally sustainable supply chains that deliver profits, create value for stakeholders and meet consumer needs now and in the future. Juliet Walker reports.

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Opposite page (clockwise from top left): a spinach seedling isinspected for strong roots and leaf growth; a spinach crop thatwill be processed within a few hours of being harvested; a schoolon Unilever’s Pamol oil palm plantation in Malaysia; clean waterinitiatives encourage varied bird and plant life on Unilever’splantations; tomato grower Ray Sellwood and family check windspeed readings at a weather station on his farm in Australia. This page: a water tower and homes for employees working on the Pamol oil palm plantation in Malaysia.

S U S T A I N I N G F U T U R E G R O W T H

• Produce crops with highyield and nutritional qualityto meet existing and futureneeds, while keepingresource inputs as low as possible

• Ensure that any adverseeffects on soil fertility,water and air quality andbiodiversity fromagricultural activities are

minimised and positivecontributions are madewhere possible

• Optimise the use ofrenewable resources whileminimising the use of non-renewable resources

• Enable local communities to protect and improvetheir well-being andenvironments

UNILEVER’S FOUR FUNDAMENTALPRINCIPLES OF SUSTAINABLEAGRICULTURAL PRACTICES:

In Unilever’s definition ofsustainable agriculture, land ismanaged so as to guaranteecontinuing high yields ofagricultural produce over time,while minimising inputs andcosts in terms of fossil energy,fertilisers, pesticides, herbicidesor other auxiliaries. According to our definition, it is notsustainable to keep yields highby continuously increasinginputs into the process, whileeroding the inherentproductivity of the soil.

In Unilever’s view sustainableagriculture is characterised by a combination of soundeconomics, environmentalprotection and social progress.Sustainable agriculture systems

combine targeted technologicaland human capital inputs toproduce crops with high yieldand nutritional quality whilekeeping resource inputs as lowas possible.

This is achieved by minimisingadverse effects of agriculture onsoil fertility, water and air qualityand biodiversity, and making apositive contribution wherepossible. Furthermore,sustainable agriculture aims tooptimise the use of renewableresources while minimising the use of non-renewableresources. Sustainableagriculture should also enablelocal communities to protectand improve their well-beingand environments.

WHAT UNILEVER MEANS BYSUSTAINABLE AGRICULTURE:

“Sustainable agriculture is productive, competitive and efficient while at the same time protecting and improving the natural environment and conditions of the local communities”

can be implemented in practical terms for our key crops: palm oil, peas, spinach, tea and tomatoes.”

Vis is keen to stress that sustainable development is not just about farms and plantations in the western world; it is also about developing good practice that can foster sustainable agriculture on farms and plantations worldwide. Next step Unilever enjoys a good environmental reputation: the Company is currently rated number one for Foods in the Dow Jones Sustainability Index. “So in our SAI programme we are building on firm foun-dations,” adds Vis. “But the issue is much bigger than Unilever – obviously, and it’s up to us to be proactive. Our next step is to create an international platform for sustainable agriculture, in order to pro-mote the policy with key stakeholders. We welcome the participation of others, including those whom we normally regard as our competitors.”

Why would Unilever wish to share its advantages with its traditional competi-tors? “The reason is long term,” replies Vis. “The principle is the same as with our initiatives with fisheries and water quality: to see overall standards improve.”

Unilever recognises the concerns of consumers and wants to help set interna-tionally accepted standards for sustain-able agriculture. This cannot happen unless other leading international companies are willing to share their experience and knowledge. Unilever is keen to support research and other activ-ities in this area, at local, national and international level.

This is in keeping with its role as a responsible corporate citizen. But at the same time this initiative does not work against the business interests of the Company.

“Once we have communicated this initiative to consumers, their confidence in our food supply chains will be strength-ened,” explains Vis. “Consumers vote with their purses and are not slow to express their preferences. Their support is crucial to our profitability.”

So how did it all start? Where does Unilever’s Sustainable Agricultural Initia-tive have its origins?

It was back in the early 1990s that the Company took a long hard look at the major agricultural challenges for the next century. The broad issue, then as now, was: how can farming become more pro-ductive, but at the same time protect the environment? Can we preserve natural resources and contribute to rural commu-nities – where people often have no alter-native means of employment – while using fewer agrochemicals?

Jeroen Bordewijk, chairman of the Unilever SAI Steering Group, explains: “By the 90s we had seen almost half a cen-tury of huge increases in productivity brought about by scientific advances in farming. In many cases famine had been eradicated and standards of living had risen dramatically, but unfortunately not everywhere, and not in ways that are sus-tainable in the long term.”

The problems of the global agricul-tural industry are familiar: degradation of the environment and loss of biodiver-sity, soil erosion, water pollution and shortages, lack of available land, and the

weakening of traditional social networks. “Add to that recent scares – whether

real or imagined – including BSE, dioxin, salmonella, foot and mouth disease and GMOs, and you can see why agriculture is such an emotive issue,” says Bordewijk. “And there is vigorous debate about ethi-cal procurement and fair trade, the bene-fits of organic products and eco-labelling.”

Consumers are well informed. Where they were once relatively unconcerned about the constituents of food products, consumer attitudes have shifted and become more demanding. People are concerned about what precisely goes into the foods they eat.

“For a company the size of Unilever, which aspires to meet the everyday needs of people everywhere, these are concerns we take extremely seriously,” adds Bordewijk. Public acceptance Unilever is dealing with the long-term issues of public acceptance and the protec-tion of its reputation. Establishing transpar-ent supply chains is a priority. That is rela-tively easy for smaller companies using local supply chains, but it is very different for a global business such as Unilever.

“Our responsibilities are clear, especially when local governments may not be able to deal with that kind of complex supply sys-tem,” explains Bordewijk. “Control of inter-national supply chains is likely to become even more complex than it already is as open trade systems are developed. Unilever, along with its competitors, has a duty to meet these new challenges in a sustainable way.”

Unilever is a major buyer of raw mate-rials on world markets: oils, vegetables, tomatoes and tea in particular. It also

can be implemented in practical terms forour key crops: palm oil, peas, spinach, teaand tomatoes.”

Vis is keen to stress that sustainabledevelopment is not just about farms andplantations in the western world; it is alsoabout developing good practice that canfoster sustainable agriculture on farmsand plantations worldwide.Next stepUnilever enjoys a good environmentalreputation: the Company is currentlyrated number one for Foods in the DowJones Sustainability Index. “So in our SAIprogramme we are building on firm foun-dations,” adds Vis. “But the issue is muchbigger than Unilever – obviously, and it’sup to us to be proactive. Our next step isto create an international platform forsustainable agriculture, in order to pro-mote the policy with key stakeholders. Wewelcome the participation of others,including those whom we normallyregard as our competitors.”

Why would Unilever wish to share itsadvantages with its traditional competi-tors? “The reason is long term,” repliesVis. “The principle is the same as with ourinitiatives with fisheries and water quality:to see overall standards improve.”

Unilever recognises the concerns ofconsumers and wants to help set interna-tionally accepted standards for sustain-able agriculture. This cannot happenunless other leading international companies are willing to share theirexperience and knowledge. Unilever iskeen to support research and other activ-ities in this area, at local, national andinternational level.

This is in keeping with its role as aresponsible corporate citizen. But at thesame time this initiative does not workagainst the business interests of the Company.

“Once we have communicated thisinitiative to consumers, their confidencein our food supply chains will be strength-ened,” explains Vis. “Consumers vote withtheir purses and are not slow to expresstheir preferences. Their support is crucialto our profitability.”

So how did it all start? Where doesUnilever’s Sustainable Agricultural Initia-tive have its origins?

It was back in the early 1990s that theCompany took a long hard look at themajor agricultural challenges for the nextcentury. The broad issue, then as now,was: how can farming become more pro-ductive, but at the same time protect theenvironment? Can we preserve naturalresources and contribute to rural commu-nities – where people often have no alter-native means of employment – whileusing fewer agrochemicals?

Jeroen Bordewijk, chairman of theUnilever SAI Steering Group, explains:“By the 90s we had seen almost half a cen-tury of huge increases in productivitybrought about by scientific advances infarming. In many cases famine had beeneradicated and standards of living hadrisen dramatically, but unfortunately noteverywhere, and not in ways that are sus-tainable in the long term.”

The problems of the global agricul-tural industry are familiar: degradation of the environment and loss of biodiver-sity, soil erosion, water pollution andshortages, lack of available land, and the

weakening of traditional social networks.“Add to that recent scares – whether

real or imagined – including BSE, dioxin,salmonella, foot and mouth disease andGMOs, and you can see why agriculture issuch an emotive issue,” says Bordewijk.“And there is vigorous debate about ethi-cal procurement and fair trade, the bene-fits of organic products and eco-labelling.”

Consumers are well informed. Wherethey were once relatively unconcernedabout the constituents of food products,consumer attitudes have shifted andbecome more demanding. People areconcerned about what precisely goes intothe foods they eat.

“For a company the size of Unilever,which aspires to meet the everyday needs ofpeople everywhere, these are concerns wetake extremely seriously,” adds Bordewijk.Public acceptanceUnilever is dealing with the long-termissues of public acceptance and the protec-tion of its reputation. Establishing transpar-ent supply chains is a priority. That is rela-tively easy for smaller companies usinglocal supply chains, but it is very differentfor a global business such as Unilever.

“Our responsibilities are clear, especiallywhen local governments may not be able todeal with that kind of complex supply sys-tem,” explains Bordewijk. “Control of inter-national supply chains is likely to becomeeven more complex than it already is as opentrade systems are developed. Unilever, alongwith its competitors, has a duty to meet thesenew challenges in a sustainable way.”

Unilever is a major buyer of raw mate-rials on world markets: oils, vegetables,tomatoes and tea in particular. It also

“Sustainable agriculture is productive, competitive and efficient while at thesame time protecting and improving the natural environment and conditions of the local communities”

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S U S T A I N I N G F U T U R E G R O W T H

WHAT UNILEVER MEANS BY SUSTAINABLE AGRICULTURE:

Opposite page (clockwise from top left): a spinach seedling is inspected for strong roots and leaf growth; a spinach crop that will be processed within a few hours of being harvested; a school on Unilever’s Pamol oil palm plantation in Malaysia; clean water initiatives encourage varied bird and plant life on Unilever’s plantations; tomato grower Ray Sellwood and family check wind speed readings at a weather station on his farm in Australia. This page: a water tower and homes for employees working on the Pamol oil palm plantation in Malaysia.

In Unilever s definition of sustainable agriculture, land is managed so as to guarantee continuing high yields of agricultural produce over time, while minimising inputs and costs in terms of fossil energy, fertilisers, pesticides, herbicides or other auxiliaries. According to our definition, it is not sustainable to keep yields high by continuously increasing inputs into the process, while eroding the inherent productivity of the soil.

In Unilever s view sustainable agriculture is characterised by a combination of sound economics, environmental protection and social progress. Sustainable agriculture systems

combine targeted technological and human capital inputs to produce crops with high yield and nutritional quality while keeping resource inputs as low as possible.

This is achieved by minimising adverse effects of agriculture on soil fertility, water and air quality and biodiversity, and making a positive contribution where possible. Furthermore, sustainable agriculture aims to optimise the use of renewable resources while minimising the use of non-renewable resources. Sustainable agriculture should also enable local communities to protect and improve their well-being and environments.

UNILEVER’S FOUR FUNDAMENTAL PRINCIPLES OF SUSTAINABLE AGRICULTURAL PRACTICES: • Produce crops with high

yield and nutritional quality to meet existing and future needs, while keeping resource inputs as low as possible

• Ensure that any adverse effects on soil fertility, water and air quality and biodiversity from agricultural activities are

minimised and positive contributions are made where possible

• Optimise the use of renewable resources while minimising the use of non-renewable resources

• Enable local communities to protect and improve their well-being and environments

owns plantations in Africa, India andSouth East Asia, but it grows only a verysmall proportion of the raw materials ituses. Although its greatest influence ongood agricultural practice is on the farmsand plantations it owns, there is also thefar bigger issue of good agricultural prac-tice throughout all supply chains. This is adaunting area, but Unilever believes that isno reason to put off tackling the problem.

Agriculture has a greater impact onnatural resources than any other activity.It contributes to greenhouse gas emis-sions, and the uncontrolled use of fertilis-ers and pesticides affects biodiversity andpollutes water supplies. Pesticide tradehas nearly doubled since 1990, yet 85-95%of pesticides never reach their targets,which is clearly wasteful and worrying.Meanwhile soil degradation and watershortages are real threats to future agri-cultural productivity. These and otherissues are of great concern to Unilever.Future demandAnother source of concern is the need tomeet future demand. World population isexpected to grow from six to eight billionin the next 25 years (UNDP Demo-graphic Yearbook) and the increased pop-ulation will have to be fed.

“This demand will have to be met byincreasing productivity from land under cul-tivation, while at the same time such natureas is left in the world will need protection,”says Bordewijk. “It’s generally recognisedthat organic farming systems will not be ableto meet this demand at the global level.”

Six years ago, aware of these chal-lenges, Unilever invited the views of key players and opinion formers among

consumers, farmers, agribusinesses, thefood industry, retailers and NGOs world-wide with an interest in the environmentand sustainable development.

“In the first of two commissionedstudies, we asked them to define ‘sustain-able agriculture’, and to say how they felta company like Unilever could con-tribute,” says Vis, who has worked foralmost ten years in the field of life-cycleanalysis and environmental management.

“The first study showed that there wasno consensus about sustainable agricul-ture, but there is emerging consensus onthe elements that should be included. Asecond study produced a list of over 100practical sustainability indicators based onexpert conventions, which we narroweddown to about 15 appropriate for use forUnilever products.”

In 1998 the SAI Steering Group wasestablished, composed of Unilever busi-ness leaders and agricultural experts. Inthe same year, a workshop was held forUnilever employees and external agricul-ture experts. The workshop led to the development of a mission statementand a definition of sustainable agricul-ture, which emphasised the need to combine long-term high yields with minimised levels of fertilisers and otherinputs (see panel).

Four principles of sustainable agricul-ture were defined, setting out the need to balance high yield against artificialinputs, contain adverse effects, optimisethe use of renewable resources and con-sider the protection of local communities(see panel). Ten broad indicators of sus-tainability were also identified.

In the summer of 2000, a secondworkshop was held, and participants andexperts were able to pool their research.

“Good agricultural practice did not sud-denly begin in the 1990s in Unilever. It hasalways been our claim, and indeed we have areputation for it,” continues Vis. “Look atour tea plantations in Kenya, where some ofthe tea bushes are over 75 years old and stillproductive. That would not have happenedif we had not cared for the bushes and soil ina sustainable way from the beginning. Butwe wanted to do even better and wereincreasingly aware of global concerns.”World expertUnilever benefits from the advice itreceives from its many partners, stakehold-ers and specialist advisers. Among its advis-ers is Professor Jules Pretty, director of theCentre for Environment and Society at theUniversity of Essex, and world expert onagricultural systems. “It is very promisingthat a large company such as Unilever isinvolved in sourcing from sustainably pro-duced resources,” says Pretty. “Consulta-tion with stakeholders and thinking in theround have to be good in the long term.”

The Sustainable Agriculture AdvisoryBoard (SAAB) had its first meeting inDecember 2000, attended by AntonyBurgmans and Clive Butler. SAAB memberswill meet with SASG twice a year and scruti-nise Unilever’s approach to sustainable agri-culture. At the first meeting Unileverreceived valuable feedback, which includedstrong support for its openness and willing-ness to share the results with others.

The Company has begun to workmore closely on five key crops – peas, oilpalm, tea, tomatoes and spinach. “We

S U S T A I N I N G F U T U R E G R O W T H

Opposite page: a Brooke Bond Kenyatea plantation where native treesprovide a natural windbreak to protectthe crop and help prevent soil erosion.This page (top): healthy oil palmkernels; a pheromone trap is set toattract rhinoceros beetles (right) thatpreviously would have been controlledby using agrochemicals. Below (fromleft): chairman of the sustainableagriculture steering group JeroenBordewijk, Unilever chairman AntonyBurgmans and Unilever corporatedevelopment director Clive Butler atthe first meeting of the SustainableAgriculture Advisory Board (SAAB).

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PILOT PROJECTS ON THE PLANTATIONS

Unilever has been running pilot SAI projects on its tea plantations in Kenya and oil palm holdings in Malaysia since 1998, with the long-term aim of providing industry standards and guidelines.

Tea and oil palm are different products, but they have much in common, says Richard Fairburn, senior plantations manager, Africa, Middle East and Turkey Business Group. Brooke Bond Kenya (BBK) and Pamol have been collecting data on the ten indicator clusters to measure the sustainability of their management systems.

BBK is probably one of the most sustainable tea companies in the world, thanks to 75 years of careful management and long-term research. By running a pilot on its Kenya tea estates, Unilever can build on existing good practice, which can then

be extended to other regions. BBK generates 70% of its

own electricity. Eucalyptus trees are grown as a renewable energy source for its tea-processing factories. Mature tea bushes are not sprayed for pests or diseases, and an extensive indigenous tree planting programme has begun. And we have worked continuously to avoid soil erosion, adds Fairburn.

Good practices such as these are no reason for BBK to rest on its laurels. We will be defining our targets for improvement this year, followed by a practical guide for other growers.

The tea pilot is now being rolled out on other estates. Last year it was introduced in the Hindustan Lever tea gardens in southern India. Growing conditions here are quite different, but the principles

remain the same. Unilever estates in Tanzania and Assam will follow.

The SAI is by its very nature outward looking and the aim is to soon start sharing findings with third-party growers. By developing a guide for third parties, we can make a global contribution to the sustainable production of tea, says Fairburn. And it will give supply-chain managers the opportunity to discuss ways our suppliers, large and small, can farm more sustainably too.

In oil palm, two years of pilot research at Pamol in Malaysia have provided the basis for a programme which will be rolled out to oil palm plantations in Ghana this year. At Pamol, we have been collecting data within the same ten indicator clusters to see how we can improve on our current good practice, says Dr Vengeta Rao,

research manager at Pamol. Pamol has already adopted

significant sustainable practices: planting on terraced slopes to prevent erosion, using solid organic waste as mulch and liquid effluent as fertiliser, providing owls with roosting sites and nesting boxes to help control the rat population and leaving steep hillsides as natural rainforest. Later this year we plan to go public with Unilever s views on sustainable oil palm production to stimulate a sustainability debate with the rest of the Malaysian industry, says Rao.

The International Centre for Research into Agro Forestry (ICRAF) is Unilever s research partner, providing particular help with biodiversity and social issues, which are especially important given Unilever s contribution to the rural communities concerned.

Unilever has been running pilotSAI projects on its teaplantations in Kenya and oilpalm holdings in Malaysia since1998, with the long-term aimof providing industry standardsand guidelines.

“Tea and oil palm aredifferent products, but theyhave much in common,” saysRichard Fairburn, seniorplantations manager, Africa,Middle East and TurkeyBusiness Group. “Brooke BondKenya (BBK) and Pamol havebeen collecting data on the tenindicator clusters to measurethe sustainability of theirmanagement systems.”

BBK is probably one of themost sustainable tea companiesin the world, thanks to 75 yearsof careful management andlong-term research. By runninga pilot on its Kenya tea estates,Unilever can build on existinggood practice, which can then

be extended to other regions.BBK generates 70% of its

own electricity. Eucalyptus treesare grown as a renewableenergy source for its tea-processing factories. Mature teabushes are not sprayed forpests or diseases, and anextensive indigenous treeplanting programme hasbegun. “And we have workedcontinuously to avoid soilerosion,” adds Fairburn.

Good practices such asthese are no reason for BBK torest on its laurels. “We will bedefining our targets forimprovement this year,followed by a practical guidefor other growers.”

The tea pilot is now beingrolled out on other estates. Lastyear it was introduced in theHindustan Lever tea gardens insouthern India. Growingconditions here are quitedifferent, but the principles

remain the same. Unileverestates in Tanzania and Assamwill follow.

The SAI is by its very natureoutward looking and the aim isto soon start sharing findingswith third-party growers. “Bydeveloping a guide for thirdparties, we can make a globalcontribution to the sustainableproduction of tea,” saysFairburn. “And it will givesupply-chain managers theopportunity to discuss ways oursuppliers, large and small, canfarm more sustainably too.”

In oil palm, two years ofpilot research at Pamol inMalaysia have provided the basisfor a programme which will berolled out to oil palm plantationsin Ghana this year. “At Pamol,we have been collecting datawithin the same ten indicatorclusters to see how we canimprove on our current goodpractice,” says Dr Vengeta Rao,

research manager at Pamol. Pamol has already adopted

significant sustainable practices:planting on terraced slopes toprevent erosion, using solidorganic waste as mulch andliquid effluent as fertiliser,providing owls with roostingsites and nesting boxes to helpcontrol the rat population andleaving steep hillsides as naturalrainforest. “Later this year weplan to go public withUnilever’s views on sustainableoil palm production tostimulate a sustainabilitydebate with the rest of theMalaysian industry,” says Rao.

The International Centre for Research into Agro Forestry(ICRAF) is Unilever’s researchpartner, providing particularhelp with biodiversity and social issues, which areespecially important givenUnilever’s contribution to therural communities concerned.

PILOT PROJECTS ON THE PLANTATIONS owns plantations in Africa, India and South East Asia, but it grows only a very small proportion of the raw materials it uses. Although its greatest influence on good agricultural practice is on the farms and plantations it owns, there is also the far bigger issue of good agricultural prac-tice throughout all supply chains. This is a daunting area, but Unilever believes that is no reason to put off tackling the problem.

Agriculture has a greater impact on natural resources than any other activity. It contributes to greenhouse gas emis-sions, and the uncontrolled use of fertilis-ers and pesticides affects biodiversity and pollutes water supplies. Pesticide trade has nearly doubled since 1990, yet 85-95% of pesticides never reach their targets, which is clearly wasteful and worrying. Meanwhile soil degradation and water shortages are real threats to future agri-cultural productivity. These and other issues are of great concern to Unilever. Future demand Another source of concern is the need to meet future demand. World population is expected to grow from six to eight billion in the next 25 years (UNDP Demo-graphic Yearbook) and the increased pop-ulation will have to be fed.

“This demand will have to be met by increasing productivity from land under cul-tivation, while at the same time such nature as is left in the world will need protection,” says Bordewijk. “It’s generally recognised that organic farming systems will not be able to meet this demand at the global level.”

Six years ago, aware of these chal-lenges, Unilever invited the views of key players and opinion formers among

Opposite page: a Brooke Bond Kenya tea plantation where native trees provide a natural windbreak to protect the crop and help prevent soil erosion. This page (top): healthy oil palm kernels; a pheromone trap is set to attract rhinoceros beetles (right) that previously would have been controlled by using agrochemicals. Below (from left): chairman of the sustainable agriculture steering group Jeroen Bordewijk, Unilever chairman Antony Burgmans and Unilever corporate development director Clive Butler at the first meeting of the Sustainable Agriculture Advisory Board (SAAB).

S U S T A I N I N G F U T U R E G R O W T H

consumers, farmers, agribusinesses, the food industry, retailers and NGOs world-wide with an interest in the environment and sustainable development.

“In the first of two commissioned studies, we asked them to define ‘sustain-able agriculture’, and to say how they felt a company like Unilever could con-tribute,” says Vis, who has worked for almost ten years in the field of life-cycle analysis and environmental management.

“The first study showed that there was no consensus about sustainable agricul-ture, but there is emerging consensus on the elements that should be included. A second study produced a list of over 100 practical sustainability indicators based on expert conventions, which we narrowed down to about 15 appropriate for use for Unilever products.”

In 1998 the SAI Steering Group was established, composed of Unilever busi-ness leaders and agricultural experts. In the same year, a workshop was held for Unilever employees and external agricul-ture experts. The workshop led to the development of a mission statement and a definition of sustainable agricul-ture, which emphasised the need to combine long-term high yields with minimised levels of fertilisers and other inputs (see panel).

Four principles of sustainable agricul-ture were defined, setting out the need to balance high yield against artificial inputs, contain adverse effects, optimise the use of renewable resources and con-sider the protection of local communities (see panel). Ten broad indicators of sus-tainability were also identified.

In the summer of 2000, a second workshop was held, and participants and experts were able to pool their research.

“Good agricultural practice did not sud-denly begin in the 1990s in Unilever. It has always been our claim, and indeed we have a reputation for it,” continues Vis. “Look at our tea plantations in Kenya, where some of the tea bushes are over 75 years old and still productive. That would not have happened if we had not cared for the bushes and soil in a sustainable way from the beginning. But we wanted to do even better and were increasingly aware of global concerns.” World expert Unilever benefits from the advice it receives from its many partners, stakehold-ers and specialist advisers. Among its advis-ers is Professor Jules Pretty, director of the Centre for Environment and Society at the University of Essex, and world expert on agricultural systems. “It is very promising that a large company such as Unilever is involved in sourcing from sustainably pro-duced resources,” says Pretty. “Consulta-tion with stakeholders and thinking in the round have to be good in the long term.”

The Sustainable Agriculture Advisory Board (SAAB) had its first meeting in December 2000, attended by Antony Burgmans and Clive Butler. SAAB members will meet with SASG twice a year and scruti-nise Unilever’s approach to sustainable agri-culture. At the first meeting Unilever received valuable feedback, which included strong support for its openness and willing-ness to share the results with others.

The Company has begun to work more closely on five key crops – peas, oil palm, tea, tomatoes and spinach. “We

S U S T A I N I N G F U T U R E G R O W T H

In Australia, Unilever’s leadingtomato grower, Geoff Spencer,has developed an innovativeuse of ‘trickle’ irrigation overthe last 15 years. Spencer hasdevised an ingenious system of‘fertigation’, which combinesfertiliser use and irrigation –and saves on both.

Spencer constructed his ownequipment, initially to deliverwater direct to the plant roots,and then developed it to addjudicious quantities ofchemicals. He claims that yougrow half the area, use half thechemicals, half the water, andproduce double the crop.

“If that’s not sustainability, Idon’t know what is,” says TimDyer, supplier manager andsustainable agriculture pilotproject leader.

Unilever processes tomatoesfrom Australia, Brazil, Chile,Greece, India and the US and

has launched two sustainabilitypilots: one in Tatura, Australia,and one in Rio Verde, Brazil. Athird pilot study is planned inthe US.

In Australia, a major risk to tomato production in thelonger term is persistentdrought. The country has justexperienced the driest five yearson record with reservoirs muchlower than normal, rising watertables and resulting salinity. “If this continues the land willbecome infertile in perhaps only50 years,” says Dyer. “Waterallocation has been reduced,and moves now towards greatersustainability are thereforecrucial for the long term.”

Nonetheless crop yields perhectare in Australia are amongthe highest of any of Unileversuppliers worldwide, with anaverage yield of some 79 Mt/ha(metric tonnes per hectare),

rising to over 120 Mt/ha amongthe best growers, thanks totrickle irrigation and a well-managed pesticide regime.

Dyer and his team, whichincludes the AustralianHorticultural Research andDevelopment Corporation(which has contributed funds),the Greenhouse Commission, 15 farmers and a dozen or sostakeholders, have nearlycompleted their first year ofauditing the ten SAI indicatorclusters.

“From what we learn wehope to develop a managementsystem which can be the basis forsustainable tomato productionworldwide,” says Dyer.

Today 60% of all tomatocrops in Australia are grownunder the ‘trickle’ system, usinghalf as many chemicals as fiveyears ago, on half as manyhectares, and yet achieving the

same return. The pilot projectsinclude an energy audit, withthe aim of making a 10% cut inenergy use. Biodiversity studieson virgin wetlands adjacent to alarge tomato farm should offeruseful comparative data.

Unilever’s experience inAustralia has been shared withfarms in Brazil (see main text),so that good practiceestablished in one part of theworld can be shared withfarmers in others.

“The challenge for us inAustralia now is to convince thewider community of theimportance of moving towardssustainable agriculturalpractices,” says Dyer. “I believethat with the information fromthe SAI programme we arefurther advanced than ourcompetitors and will be able to sustain a two-year advantageinto the future.”

TOMATOES LEAD THE FIELD

Opposite page (clockwise from top left): each year Unilever needsone million metric tonnes of fresh tomatoes, which include theAustralian plum variety; a soil moisture reading is taken as part of the Tatura pilot project; harvesting takes place when the crop is in peak condition; insect pests are monitored in order to controldisease; drip irrigation reduces water use and pressure on the watertable – an important benefit in areas of water shortage. This page:an Australian tomato crop grown using the trickle system.

“Unilever supports the widely held view that sustainable agriculture requires alignment of economic progress, environmental protection and social development”

started with these crops because we have a degree of control over their production, and we are working initially with farmers and plantation managers where we have longstanding co-operation. What we have now asked them to do is to look at their agricultural work through our sustainabil-ity eyes,” explains Vis. Broader issues The framework has been established, with the agreed ten indicators to measure the outcome. This approach is nothing new to many farmers. Anyone growing crops responsibly will be looking all the time at issues such as optimisation of water use or nutrient balances.

“But in irrigating his fields, a farmer may not have considered some of the broader issues. For example, where does the water come from? Does it come from a sustainable source? Is the regional rainfall sufficient to sustain this use of water, bear-ing in mind that it is also being used by neighbouring farmers and communities?” says Vis. “Clearly these broader issues are crucial when you consider future growth.”

People working in agriculture have always worried about maintaining the fertil-ity of the soil, or at least maintaining the pro-ductivity of the field. And if that required inputs of fertiliser, the farmer would, more often than not, use large amounts.

If the regulatory authorities required that the leaching of fertiliser to ground water was kept to certain levels, then the farmer would attempt to keep to the rules. “But we all know that in reality water courses have been polluted with nutrients from agriculture for a long time – farmers have not always kept to the rules,” says Vis.

“In the light of what we now understand about sustainable agriculture, these prac-tices can no longer be justified. They are not sustainable in the longer term.”

Short-termism in agriculture is no longer acceptable to Unilever. A bumper tomato harvest and profits to match this year and next must not be at the expense of the future. If mistreatment of the soil leads to such extensive soil exhaustion that a farmer is obliged to move his crop to entirely new land (assuming it is available) in five or ten years’ time, neither the farm-ing community nor future consumers are better off in the long term. This is exactly what has happened in some areas of Brazil.

“Such practices are bad for the envi-ronment and bad for the local community,” says Vis. “They make long-term production planning difficult – and we all know that the world’s resources are finite.”

Unilever has selected a number of part-ners for its SAI programme. Farmers partici-pating in the projects are asked to scrutinise their existing practices and think about possi-ble improvements in the light of the four principles of sustainable agriculture. It is for the farmers themselves to identify the perfor-mance indicators that are most relevant to their farming: climate, soil type and local cli-mate will play a part in determining how farmers can best measure their achievements.

The first pilot programme, the Birds Eye Wall’s Sustainable Agriculture Project (BEW-SAP) (see panel) was estab-lished at two growing areas in the UK to improve sustainable agricultural methods in growing peas.

The programme is now moving into its third year of operation. Following two

years of monitoring over two annual rota-tions, the participating farmers are start-ing to make changes based on their previ-ous careful measurements and sampling.

The BEW farmers involved recently lim-ited their pesticide use to 15 pesticides out of a group of 45 that can legally be used on pea crops. They have eliminated the other 30 pesticides, using criteria they have estab-lished themselves, which are based on toxic-ity, efficiency and safety for use by humans. That is a major change in farming practices, which could only have been achieved with the co-operation of the farmers participat-ing in the initiative and the experience they gained through it. “I doubt we would be at this stage without the SAI,” says Vis. Drip irrigation Other changes are taking place, thanks to the SAI. In Brazil, tomato crops are benefiting from drip irrigation. Seedlings are planted over a hosepipe which has holes strategically placed to deliver water direct to the roots.

This method of irrigation is around 70% more efficient in use of water because it is no longer necessary to flood the whole field. It has also resulted in a 20–40% increase in yield per hectare. A disadvantage of this system is the high investment required by farmers to install the pumps and hoses. To encourage the adoption of drip irriga-tion, Van den Bergh Alimentos Brazil has devised a scheme to pay for the installation, which will be repaid by the farmers over three years out of their increased yields. And it is hoped that in three years’ time all the tomatoes supplied to the company will have been grown using drip irrigation.

Myles Standish, Foods Research, Sus-tainable Agriculture, is a systems engineer

“Unilever supports the widely held view that sustainable agriculture requires alignment of economic progress, environmental protection and social development”

started with these crops because we have adegree of control over their production,and we are working initially with farmersand plantation managers where we havelongstanding co-operation. What we havenow asked them to do is to look at theiragricultural work through our sustainabil-ity eyes,” explains Vis.Broader issuesThe framework has been established, withthe agreed ten indicators to measure theoutcome. This approach is nothing newto many farmers. Anyone growing cropsresponsibly will be looking all the time atissues such as optimisation of water use ornutrient balances.

“But in irrigating his fields, a farmermay not have considered some of thebroader issues. For example, where doesthe water come from? Does it come from asustainable source? Is the regional rainfallsufficient to sustain this use of water, bear-ing in mind that it is also being used byneighbouring farmers and communities?”says Vis. “Clearly these broader issues arecrucial when you consider future growth.”

People working in agriculture havealways worried about maintaining the fertil-ity of the soil, or at least maintaining the pro-ductivity of the field. And if that requiredinputs of fertiliser, the farmer would, moreoften than not, use large amounts.

If the regulatory authorities requiredthat the leaching of fertiliser to groundwater was kept to certain levels, then thefarmer would attempt to keep to therules. “But we all know that in reality watercourses have been polluted with nutrientsfrom agriculture for a long time – farmershave not always kept to the rules,” says Vis.

“In the light of what we now understandabout sustainable agriculture, these prac-tices can no longer be justified. They arenot sustainable in the longer term.”

Short-termism in agriculture is nolonger acceptable to Unilever. A bumpertomato harvest and profits to match thisyear and next must not be at the expenseof the future. If mistreatment of the soilleads to such extensive soil exhaustion thata farmer is obliged to move his crop toentirely new land (assuming it is available)in five or ten years’ time, neither the farm-ing community nor future consumers arebetter off in the long term. This is exactlywhat has happened in some areas of Brazil.

“Such practices are bad for the envi-ronment and bad for the local community,”says Vis. “They make long-term productionplanning difficult – and we all know thatthe world’s resources are finite.”

Unilever has selected a number of part-ners for its SAI programme. Farmers partici-pating in the projects are asked to scrutinisetheir existing practices and think about possi-ble improvements in the light of the fourprinciples of sustainable agriculture. It is forthe farmers themselves to identify the perfor-mance indicators that are most relevant totheir farming: climate, soil type and local cli-mate will play a part in determining howfarmers can best measure their achievements.

The first pilot programme, the Birds Eye Wall’s Sustainable AgricultureProject (BEW-SAP) (see panel) was estab-lished at two growing areas in the UK toimprove sustainable agricultural methodsin growing peas.

The programme is now moving intoits third year of operation. Following two

years of monitoring over two annual rota-tions, the participating farmers are start-ing to make changes based on their previ-ous careful measurements and sampling.

The BEW farmers involved recently lim-ited their pesticide use to 15 pesticides outof a group of 45 that can legally be used onpea crops. They have eliminated the other30 pesticides, using criteria they have estab-lished themselves, which are based on toxic-ity, efficiency and safety for use by humans.That is a major change in farming practices,which could only have been achieved withthe co-operation of the farmers participat-ing in the initiative and the experience theygained through it. “I doubt we would be atthis stage without the SAI,” says Vis.Drip irrigationOther changes are taking place, thanks to theSAI. In Brazil, tomato crops are benefitingfrom drip irrigation. Seedlings are plantedover a hosepipe which has holes strategicallyplaced to deliver water direct to the roots.

This method of irrigation is around70% more efficient in use of water because itis no longer necessary to flood the wholefield. It has also resulted in a 20–40%increase in yield per hectare. A disadvantageof this system is the high investment requiredby farmers to install the pumps and hoses.To encourage the adoption of drip irriga-tion, Van den Bergh Alimentos Brazil hasdevised a scheme to pay for the installation,which will be repaid by the farmers overthree years out of their increased yields. Andit is hoped that in three years’ time all thetomatoes supplied to the company will havebeen grown using drip irrigation.

Myles Standish, Foods Research, Sus-tainable Agriculture, is a systems engineer

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S U S T A I N I N G F U T U R E G R O W T H

TOMATOES LEAD THE FIELD

In Australia, Unilever s leading tomato grower, Geoff Spencer, has developed an innovative use of trickle irrigation over the last 15 years. Spencer has devised an ingenious system of fertigation , which combines fertiliser use and irrigation and saves on both.

Spencer constructed his own equipment, initially to deliver water direct to the plant roots, and then developed it to add judicious quantities of chemicals. He claims that you grow half the area, use half the chemicals, half the water, and produce double the crop.

If that s not sustainability, I don t know what is, says Tim Dyer, supplier manager and sustainable agriculture pilot project leader.

Unilever processes tomatoes from Australia, Brazil, Chile, Greece, India and the US and

has launched two sustainability pilots: one in Tatura, Australia, and one in Rio Verde, Brazil. A third pilot study is planned in the US.

In Australia, a major risk to tomato production in the longer term is persistent drought. The country has just experienced the driest five years on record with reservoirs much lower than normal, rising water tables and resulting salinity. If this continues the land will

become infertile in perhaps only 50 years, says Dyer. Water allocation has been reduced, and moves now towards greater sustainability are therefore crucial for the long term.

Nonetheless crop yields per hectare in Australia are among the highest of any of Unilever suppliers worldwide, with an average yield of some 79 Mt/ha (metric tonnes per hectare),

Opposite page (clockwise from top left): each year Unilever needs one million metric tonnes of fresh tomatoes, which include the Australian plum variety; a soil moisture reading is taken as part of the Tatura pilot project; harvesting takes place when the crop is in peak condition; insect pests are monitored in order to control disease; drip irrigation reduces water use and pressure on the water table – an important benefit in areas of water shortage. This page: an Australian tomato crop grown using the trickle system.

rising to over 120 Mt/ha among the best growers, thanks to trickle irrigation and a well-managed pesticide regime.

Dyer and his team, which includes the Australian Horticultural Research and Development Corporation (which has contributed funds), the Greenhouse Commission, 15 farmers and a dozen or so stakeholders, have nearly completed their first year of auditing the ten SAI indicator clusters.

From what we learn we hope to develop a management system which can be the basis for sustainable tomato production worldwide, says Dyer.

Today 60% of all tomato crops in Australia are grown under the trickle system, using half as many chemicals as five years ago, on half as many hectares, and yet achieving the

same return. The pilot projects include an energy audit, with the aim of making a 10% cut in energy use. Biodiversity studies on virgin wetlands adjacent to a large tomato farm should offer useful comparative data.

Unilever s experience in Australia has been shared with farms in Brazil (see main text), so that good practice established in one part of the world can be shared with farmers in others.

The challenge for us in Australia now is to convince the wider community of the importance of moving towards sustainable agricultural practices, says Dyer. I believe that with the information from the SAI programme we are further advanced than our competitors and will be able to sustain a two-year advantage into the future.

S U S T A I N I N G F U T U R E G R O W T H

who is working for two years on the SAIprogramme for Unilever. While still at theUniversity of Virginia, he developed casestudies on Unilever’s SAI as an exampleof an innovative approach to environ-mental management. “What impressedme from the start was Unilever’s holisticand long-term view of the opportunitiesand threats to its business. People arebeginning to demand more and moreinformation about the supply chains thatdeliver the products they buy and at thesame time society is imposing increasinglyhigh standards of environmental andsocial performance.

“By recognising this and developingthe SAI, Unilever has put itself in a position

to seriously address these concerns.”The SAI programme is one way to help

ensure transparency in the supply chain.There are major environmental issues whichstill have to be tackled. “Take oil palm, orperhaps tea,” says Bordewijk. “We can main-tain our standards on our own plantationswhich observe a charter and guidelines, butour needs are huge. We source around 95%of our oil from the open market.”

A transparent supply chain is thereforevital to Unilever. There is a difference inbuying from long-established plantationsand from those that are the result of recentand illegal logging of primary rainforest.

“Clearly we can’t take full responsibil-ity from start to finish with every supplier

of our raw materials,” says Bordewijk. “ButI believe we should know more about oursources by working more closely with part-ners in the chain.”

Then, with the help of others in theindustry, Unilever can help to installproper systems of accountability so that itcan answer its critics with the facts.

These are also some of the challengesthat make the SAI programme such an important and worthwhile initiative for the long-term prosperity of Unilever. • For more information about Unilever’sSAI programme contact:email: sustainable.agriculture@unilever.comintranet: susdev.unilever.com/susdev/sainternet: www.unilever.com/susag •

The first SAI project was initiatedby Birds Eye Wall’s (BEW) in theUK where it has worked inpartnership with local growers formore than 50 years. The companyis now in its third year of workingclosely with 20 suppliers onspecific areas although all 500BEW suppliers are involved.

The project began by lookingat detailed issues within the tenestablished indicator clusters toestablish a baseline. This initialwork took two seasons, andBEW and the farmers involvedare now considering whetherand how to change practices inthe light of the findings.

Among other activities the pilothas: recorded and analysed energyinputs; monitored activity levels insoil microfauna such as worms andbeetles; identified the importanceof field margins for butterflies,birds and flowers; and monitoredactivity within local economies.

Changes are already beingmade in the light of the findings.This summer experiments willinclude different sized field marginsand treatments, new selectiveweeding programmes and greateruse of biological controls.

Crucial to the success of thisproject is the partnership approachit has with a wide range of

individuals and organisations,including University of EssexCentre for Environment andSociety led by Professor JulesPretty, the Centre for Agricultureand Development (Netherlands),British Trust for Ornithology, theWildlife Trusts, Soil Survey andLand Research Centre, LEAF(Linking Environment andFarming), ADAS (UKindependent agriculturalconsultancy), R&D Associates(consultant) and Forum for theFuture, the leading UKenvironmental charity.

Colin Wright, agriculturegeneral manager, BEW, with

additional European responsibilityfor peas in terms of sustainability,says: “Now that we’re into thesecond phase of the project andready to implement changes, weare also starting to consider howwe can contribute our knowledgemore widely.”

The work done on peas willbe shared with the agriculturalcommunity at large, toencourage the development of sustainable agriculturalsystems. “We want to put ourmethodology in the publicdomain and will continue ourdialogue with stakeholders andNGOs,” adds Wright.

PROGRESS WITH PEAS

Opposite page: one of Unilever’s Pamol oil palm plantations inMalaysia showing the use of cover crops in the foreground.This page (clockwise from top left): owl nesting boxes in the palmcanopy – owls help to control the rat population and in so doingreduce the use of rodenticides: organic effluent from a processingfactory is diverted to the plantation along shallow irrigation channels;nitrogen-fixing plants are used as cover crops on Unilver’s Pamol oil-palm plantations in Malaysia; each tonne of palm oil produced by aresponsible grower needs fewer inputs, resulting in less pollution andsoil degradation than a tonne of any other vegetable oil; solid organicwaste is returned to the fields, providing added nutrients for the soil.

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LOOKING INTO THE FUTURE AT COLWORTH

At Colworth in the UK eight projects are monitoring different management over winter, and Through our research, fields have been designated for treatments, comparing levels of agrochemical use. And we hope to identify practices the review of agriculture practices conventional good practice, field margins of varying widths that improve the performance throughout an entire annual which Unilever follows, with are left to native flowers and of crops while protecting farm rotation, with particular prospective SAI practices. grasses. In some cases even biodiversity and respecting reference to peas and oilseed The research includes the the middle of a field will be the natural potential of the rape two key Unilever crops. timing of crop sowing, which greened with indigenous land, says David Pendlington, In addition, a range of individual has implications for stubble species as part of the research. SAI research leader.

At Colworth in the UK eightfields have been designated forthe review of agriculture practicesthroughout an entire annualfarm rotation, with particularreference to peas and oilseedrape – two key Unilever crops. In addition, a range of individual

projects are monitoring differenttreatments, comparingconventional good practice,which Unilever follows, withprospective SAI practices.

The research includes thetiming of crop sowing, whichhas implications for stubble

management over winter, andlevels of agrochemical use. Andfield margins of varying widthsare left to native flowers andgrasses. In some cases even the middle of a field will begreened with indigenous species as part of the research.

“Through our research, we hope to identify practicesthat improve the performanceof crops while protectingbiodiversity and respecting the natural potential of theland,” says David Pendlington,SAI research leader.

LOOKING INTO THE FUTURE AT COLWORTH

S U S T A I N I N G F U T U R E G R O W T H

who is working for two years on the SAI to seriously address these concerns.” of our raw materials,” says Bordewijk. “But programme for Unilever. While still at the The SAI programme is one way to help I believe we should know more about our University of Virginia, he developed case ensure transparency in the supply chain. sources by working more closely with part-studies on Unilever’s SAI as an example There are major environmental issues which ners in the chain.” of an innovative approach to environ- still have to be tackled. “Take oil palm, or Then, with the help of others in the mental management. “What impressed perhaps tea,” says Bordewijk. “We can main- industry, Unilever can help to install me from the start was Unilever’s holistic tain our standards on our own plantations proper systems of accountability so that it and long-term view of the opportunities which observe a charter and guidelines, but can answer its critics with the facts. and threats to its business. People are our needs are huge. We source around 95% These are also some of the challenges beginning to demand more and more of our oil from the open market.” that make the SAI programme such information about the supply chains that A transparent supply chain is therefore an important and worthwhile initiative deliver the products they buy and at the vital to Unilever. There is a difference in for the long-term prosperity of Unilever. same time society is imposing increasingly buying from long-established plantations • For more information about Unilever’s high standards of environmental and and from those that are the result of recent SAI programme contact: social performance. and illegal logging of primary rainforest. email: sustainable.agriculture@unilever.com

“By recognising this and developing “Clearly we can’t take full responsibil- intranet: susdev.unilever.com/susdev/sa the SAI, Unilever has put itself in a position ity from start to finish with every supplier internet: www.unilever.com/susag •

PROGRESS WITH PEAS The first SAI project was initiated Among other activities the pilot individuals and organisations, additional European responsibility by Birds Eye Wall’s (BEW) in the has: recorded and analysed energy including University of Essex for peas in terms of sustainability, UK where it has worked in inputs; monitored activity levels in Centre for Environment and says: “Now that we’re into the partnership with local growers for soil microfauna such as worms and Society led by Professor Jules second phase of the project and more than 50 years. The company beetles; identified the importance Pretty, the Centre for Agriculture ready to implement changes, we is now in its third year of working of field margins for butterflies, and Development (Netherlands), are also starting to consider how closely with 20 suppliers on birds and flowers; and monitored British Trust for Ornithology, the we can contribute our knowledge specific areas although all 500 activity within local economies. Wildlife Trusts, Soil Survey and more widely.” BEW suppliers are involved. Changes are already being Land Research Centre, LEAF The work done on peas will

The project began by looking made in the light of the findings. (Linking Environment and be shared with the agricultural at detailed issues within the ten This summer experiments will Farming), ADAS (UK community at large, to established indicator clusters to include different sized field margins independent agricultural encourage the development establish a baseline. This initial and treatments, new selective consultancy), R&D Associates of sustainable agricultural work took two seasons, and weeding programmes and greater (consultant) and Forum for the systems. “We want to put our BEW and the farmers involved use of biological controls. Future, the leading UK methodology in the public are now considering whether Crucial to the success of this environmental charity. domain and will continue our and how to change practices in project is the partnership approach Colin Wright, agriculture dialogue with stakeholders and the light of the findings. it has with a wide range of general manager, BEW, with NGOs,” adds Wright.

Opposite page: one of Unilever’s Pamol oil palm plantations in Malaysia showing the use of cover crops in the foreground. This page (clockwise from top left): owl nesting boxes in the palm canopy – owls help to control the rat population and in so doing reduce the use of rodenticides: organic effluent from a processing factory is diverted to the plantation along shallow irrigation channels; nitrogen-fixing plants are used as cover crops on Unilver’s Pamol oil-palm plantations in Malaysia; each tonne of palm oil produced by a responsible grower needs fewer inputs, resulting in less pollution and soil degradation than a tonne of any other vegetable oil; solid organic waste is returned to the fields, providing added nutrients for the soil.

UnileverM A G A Z I N E

Cultivating sustainableagriculture

SUST

AIN

ABL

E AGRICULTUREIN

ITIATIVE

SPECIAL REPORT

Reprinted from Unilever Magazine 119, first issue 2001. Produced by Unilever Corporate Relations Department. Printed by Syon Print.