CSR Unilever

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A CORPORATE SOCIAL

RESPONSIBILITY REPORT

Submitted by:

BALURAN, Patricia Mae

DALIRE, Randell Dan

DE LA CRUZ, Christian Jay

MARQUEZ, Karmela

RALLECA, Bryan

Submitted to:

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1. INTRODUCTION

1.1 History of Unilever

1885-1900s

In the late 19th Century, at Oss in Brabant, the Netherlands, Jurgens and Van den Bergh – two family businesses of butter merchants – have thriving export trades to the UK.

Product innovation, 19th century style

In the early 1870s, they become interested in a new product made from beef fat and milk – margarine – which, they realize could be mass-produced as an affordable substitute for butter.

Later, over in the north of England in the mid-1880s, a successful wholesale family grocery business run by William Lever starts producing a new type of household soap. The product contains copra or pine kernel oil, which helps it lather more easily than traditional soaps made of animal fats. Unusually for the time, Lever gives the soap a brand name – Sunlight – and sells it wrapped in distinctive packs.

Highlights 1872

In the Netherlands, Jurgens and Van den Bergh open their first factories to produce margarine.

1884

Lever & Co starts producing Sunlight soap. 1886

Knorr – which will become part of Unilever – launches soup tablets with meat extract to provide nutritious food for low-income consumers.

1887

By the end of this year Lever & Co is making 450 tons of Sunlight soap a week and William Lever buys the site on which he'll build Port Sunlight – a large factory on the banks of the Mersey opposite Liverpool, with a purpose-built village for its workers providing a high standard of housing, amenities and leisure facilities.

1888

Jurgens and Van den Bergh both move into another prosperous market, Germany, and build factories there.

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Lever & Co becomes a limited company – Lever Brothers Ltd. 1891

Van den Bergh moves to new headquarters in Rotterdam. 1894

To support and promote the growing interest in personal hygiene, Lever & Co creates an affordable new product – Lifebuoy Soap.

Lever Brothers becomes a public company. Mid 1890s

In the UK Lever Brothers is selling nearly 40 000 tons of Sunlight soap a year and starts expanding into Europe, America and the British colonies with factories, export businesses and plantations.

1898

By this time Van den Bergh already has a 750-strong sales force and launches a new branded margarine – Vitello.

1899

Lever Brothers introduces a new type of product, Sunlight Flakes – which makes housework easier than with the traditional hard soap bars. In 1900 Sunlight Flakes would become Lux Flakes.

1900s

In the early part of the 20th Century, margarine and soap producing businesses start to move further into each other's markets.

New focus on raw materials

Competition and a sudden sharp rise in the cost of raw materials leads many to set up associations, promoting their interests and defending themselves against supplier monopolies.

With supplies of oils and fats struggling to meet the demand created by fast growing soap and margarine production, the companies that will one day become Unilever focus on securing stable sources of raw materials.

In the UK, Lever Brothers launch another product to make housework easier - Vim, one of the first scouring powders.

The company is incorporated in South Africa. 1906

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By now Lever Brothers has a thriving export trade and factories in three European countries as well as one each in Canada, Australia and the US. It has also started enterprises in the Pacific.

1906

The same year Lever Brothers comes to an agreement with three other manufacturers to limit competition for raw materials, but is attacked by the press who, dubbing them 'The Soap Trust', accuse them of driving up prices. Lever Brothers subsequently sues the Daily Mail and in 1907 wins £50 000 damages – a massive settlement by the standards of the time.

1908

Jurgens and Van den Bergh strike a deal to form an association and share profits while continuing to compete against each other.

1909

Lever Brothers develops a palm plantation in the Solomon Islands and at the same time Jurgens and Van den Bergh set up a joint palm-planting venture in German Africa.

1910s

The UK market for soap reaches saturation point, so Lever Brothers concentrates on acquisitions instead.

A decade of change

Meanwhile demand for margarine continues to escalate and Lever Brothers, Jurgens and Van den Bergh increase their interests in the production of raw materials.

Tough market conditions also lead to the further growth of trade associations. When new technology is invented to solidify whale oil, businesses join together in the Whale Oil Pool to regulate the distribution of this important new commodity.

But the clouds of war are gathering. The First World War is set to make a big impact, firstly through increasing demand for soap and margarine - vital wartime supplies - and secondly through the intervention of British and German governments, which effectively place the oil and fats industry under government control.

Lever Brothers buys its first company in West Africa, WB MacIver Ltd, to secure supplies of palm oil for Port Sunlight.

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Lever Brother's first purpose-built research laboratory is constructed at Port Sunlight.

1912

The first profit-sharing deal between Jurgens and Van den Bergh is terminated but the two companies continue to work together.

1913

Leading businesses in Europe join forces to create the Whale Oil Pool. 1914

In the year that war breaks out, companies controlled by Lever Brothers are making about 135 000 tons of soap a year, while in the Netherlands Jurgens and Van den Bergh have both acquired a number of smaller businesses and each also controls seven margarine factories in Germany.

1917

Lever Brothers acquires Pears Soap, a company founded in 1789, and Jurgens forms an alliance with Kellogg's in preparation for expansion into North America. Around this time Jurgens and Van den Bergh both establish factories in England, with one in Purfleet, Essex still manufacturing margarine today.

Lever Brothers also expands into the margarine market with the launch of Planters, increases operations in South Africa and sees its American business start to move into profit.

1920s

By the end of the 1920s Jurgens owns margarine factories in Scotland, Ireland and England and Lord Leverhulme controls 60% of the output of UK soap manufacturing.

Unilever is formed

But during the decade the margarine market suffers declining demand as butter becomes more affordable. Before his death in 1925, Lever Brothers founder Lord Leverhulme builds up a private portfolio of companies that include some dealing with produce from his newly acquired estate in Scotland's Western Isles. Many of these, including Mac Fisheries Ltd, will eventually be bought by Lever Brothers.

At the end of the decade alliances reach their ultimate conclusion and the official history of Unilever begins. First, Jurgens and Van den Bergh join together to create Margarine Unie. Then two years later - in one of the largest mergers of its time - Margarine Unie teams up with Lever Brothers to create Unilever.

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Lever Brothers gains control of the Niger Company, which later became part of the United Africa Company.

1922

Lever Brothers buys Wall's, a popular sausage company which is beginning to produce ice cream to sell in the summer when demand for sausages falls.

1923

The collapse of the German economy creates even harsher trading conditions for Jurgens and Van den Bergh.

1925

Lever Brothers buys British Oil & Cake Mills, one of its major competitors and the manufacturer of New Pin Soap.

1926

Lever Brothers launches its Clean Hands Campaign. Part of its child health policy, it educates children about dirt and germs and encouraging them to wash their hands 'before breakfast, before dinner and after school.'

1927

Jurgens and Van den Bergh, who have already teamed up with two European businesses, Centra and Schicht, join forces to create Margarine Unie - the Margarine Union. The union quickly gains new members, creating a large group of European businesses involved in the production of almost all goods created from oils and fats.

Planters Ltd, a Lever Brothers company, launches the first vitamin-enriched margarine - Viking.

1928

Margarine Unie acquires the French-Dutch Calvé-Delft group with factories in the Netherlands, France, Belgium and Czechoslovakia. The following year the Union also acquires the firm Hartog's.

1929

On 2 September Lever Brothers and Margarine Unie sign an agreement to create Unilever. The businesses initially aim to negotiate an arrangement to keep out of each other's principal interests of soap and margarine production, but ultimately decide on an amalgamation instead.

1930s

The 1930s is a tough decade – it starts with the Great Depression and ends with a new world war.

Overcoming challenges

These conditions make the newly merged business's need to rationalize even more urgent. So in the UK Unilever cuts its 50 soap-manufacturing companies to concentrate on fewer brands, while governments in

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continental Europe protect local butter production through taxes, excise duties and limits on production. The end result is that Unilever's margarine and edible fat plants are cut from ten to five.

But despite the recession the business continues to expand: partly through the development of new products in its established markets, and partly by acquiring companies to take it into emerging categories like frozen and convenience foods.

On 1 January Unilever is officially established.

Procter & Gamble enters the UK market with the acquisition of Thomas Hedley Ltd of Newcastle and becomes one of Unilever's largest rivals.

Mid 30s

Soap production moves further from hard soaps to flakes and powders designed to make lighter work of household cleaning. This leads to expansion in the soap market.

1935

Vitamins A & D are added to margarine, to levels equivalent to those found in butter.

1938

After a campaign to improve public perceptions of margarine and the growth of vitamin-enriched brands including Stork in the UK and Blue Band in the Netherlands, sales of margarine rise to levels close to the highs of 1929.

Late 30s

With the advent of World War II, exchange controls and frozen currencies make international trading increasingly complex. In Germany, Unilever is unable to move profits out of the country and has to invest instead in enterprises unconnected with oils and fats including public utilities.

1940s

During the war years Unilever is effectively broken up, with businesses in German and Japanese-occupied territory cut off from London and Rotterdam.

Focusing on local needs

This leads to the development of a corporate structure in which local Unilever businesses act with a high level of independence and focus on the needs of local markets.

After the war, Unilever's interests in Eastern Europe are lost with nationalization and the control exerted by the Soviet Union. The Chinese market is affected in a similar way.

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Yet throughout the 1940s Unilever continues to expand in the food market. New businesses with a diverse range of products are acquired, and resources are put into research and development for new materials and production techniques.

During the Blitz, Lifebuoy soap provides a free emergency washing service to Londoners. Lifebuoy vans equipped with hot showers, soap and towels visit bomb-struck areas of the capital to offer much-needed mobile washing facilities.

1943

Unilever becomes the majority shareholder in Frosted Foods which owns Birds Eye and the UK rights to a method of food preservation new to mass markets - deep-freezing. Years later, freezing will enjoy a resurgence of popularity when it's shown to be one of the best ways of naturally preserving the goodness of fresh food.

Around the same time Unilever acquires Batchelor's, which specializes in freeze-dried vegetables and canned goods.

1945

At the end of the war, Unilever is able to regain control of its international network although remains shut out from Eastern Europe and China. The decentralization of the business that was unavoidable during wartime is continued as a policy decision.

1946

Birds Eye launches the first frozen peas in the UK. At this time meat, fish, ice cream and canned goods account for only 9% of Unilever's total turnover.

1950s

From the late 40s into the 50s the development of new mass markets for consumer goods - including Africa and Asia - provide opportunities for expansion.

A post-war consumer boom

Unilever's United Africa Company grows fast, producing goods for sale in the newly independent African states, which helps create new local manufacturing industries. Meanwhile post-war prosperity in Europe, spurred by the start of the European Community, leads to a consumer boom and rising standards of living.

As new scientific advances come thick and fast, Unilever increases its focus on technology, making Port Sunlight Research its Research Division with responsibility for both UK and Dutch laboratories. It also establishes a nutrition research group in the Netherlands which later becomes the Unilever Food and Health Research Institute - a center of excellence in nutrition.

During the 1950s new types of food – most famously the fish finger – are developed as a direct response to the need for nutritious food that makes use of

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ingredients available in the wake of post-war rationing. Some of these are then marketed through a promising new channel – commercial TV.

Sunsilk shampoo is launched in the UK and will become our leading shampoo brand – by 1959 it's available in 18 countries worldwide.

1955

On the 22 September Unilever airs the very first advertisement on UK commercial TV, which is for Gibbs SR toothpaste.

1955

Fish fingers are introduced in the UK and within a decade they account for 10% of British fish consumption.

Dove soap is launched in US. 1956

Unilever Research establishes its Biology Department, which in the 1980s will become the BioScience, Nutrition and Safety unit.

The PG Tips chimps make their debut appearance on the UK's newly launched commercial TV station. Aired on Christmas Day, the commercial is inspired by London Zoo's chimpanzees' tea party. It results in PG Tips becoming the UK's biggest selling tea brand.

The first Miss Pears is crowned in the famous Pear's Soap beauty contest celebrating the beauty of natural, clear complexions.

1958

In the Netherlands Unilever expands into frozen foods and ice cream through the acquisition of Vita NV, which was later to become the Iglo Mora Group.

1959

Unilever launches its first margarine in a tub, replacing the traditional block wrapped in greaseproof paper, with Blauband in Germany followed by Flora in Britain.

1960s

The 1960s brings optimism and new ideas as the world economy expands and standards of living continue to rise.

A time for growth

As a result Unilever expands and diversifies through innovation and acquisition, setting up advertising agencies, market research companies and packaging businesses. In 1968 it tries to merge with Allied Breweries in a truly ambitious acquisition bid. But maintaining profit stability is

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difficult as the gap widens between best and worst performing operations, and funds are invested to maintain low-yield businesses.

In the mid-60s, a restructure increases opportunities to grow brands internationally. Control and European profit responsibility for the biggest brands are subsequently moved from individual operating companies to category-focused teams called Co-ordinations.

All washing-related brands are placed under the control of a single company, Lever Brothers and Associates. Becel, the pioneering 'health' margarine, is launched after the medical community asks Unilever to develop a cholesterol-lowering food product. Initially it's only available from pharmacies.

1961

Good Humor ice cream is acquired in the US. 1963

Cornetto, the first packaged and branded ice cream cone, launches in Europe. Becel is repositioned as diet margarine and distribution is widened to include the grocery sector.

1965

Unilever forms its own specialist packaging business, the 4P Group, turning an internal service provider into a profit earning business. Cif is launched, starting in France.

1967

Captain Birds Eye/Iglo/Frudesa makes his first appearance in TV commercials. 1968

Unilever attempts unsuccessfully to merge with Allied Breweries, one of the UK's largest brewing companies.

1969

Unilever airs the UK's first color TV commercial, which is for Birds Eye peas.

1970s

During the 1970s, hard economic conditions – including high inflation in the wake of the 1973 oil crisis – leads to flat sales.

Diversifying in a tough climate

The growth of large retailers including supermarkets also starts a shift in negotiating power away from manufacturers.

So Unilever continues to build consumer goods businesses in sectors including transport and packaging and has a major thrust into North America with the purchase of

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National Starch. Fortunately the subsidiary United Africa Company yields large profits in oil-booming Nigeria, helping balance out the costs of businesses in Europe and the United States.

But while Unilever continues to diversify in the 1970s, it stops expanding along the supply chain as third party suppliers become larger and better equipped to take over non-core tasks.

Unilever acquires the meat business Zwanenberg's at Oss, which would eventually become the Unilever meat group UVG.

1971

Lipton International is acquired and Unilever's tea business becomes one of the largest in the world.

Impulse deodorant is launched, starting in South Africa. By 1985 it will be sold in 30 countries.

Mentadent is launched in Austria as a revolutionary gum health brand. 1973

Frigo ice cream is acquired in Spain.

Unilever's subsidiary, the United Africa Company, becomes UAC International – having expanded since its inception in the 1920s to trade in 43 countries.

1977

By now, across the nine members of the European Economic Community, Unilever employs nearly 177,000 people in 200 offices and factories, investing in fixed assets at a rate of about UK £30million a year and spending about UK £1bn on supplies.

1978

Signaling intentions to increase its presence in the US, Unilever acquires National Starch, a leading producer of adhesives, starch and special organic chemicals. It's the largest acquisition by a European company in the US at this time.

1980s

At the start of the 1980s, Unilever is the world's 26th largest business.

Focusing on the core

Its interests include plastics, packaging, tropical plantations and a shipping line, as well as a wide range of foods, home and personal care products.

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Early in the decade in a bold change of strategy it decides to refocus on core product areas with strong markets and equally strong growth potential. The necessary rationalization leads to large acquisitions and equally large divestments, including the sale of animal feeds, packaging, transport and fish farming businesses.

But by 1989 the resulting growth of core businesses is clearly evident. Highlights

1982

Viennetta ice cream gateaux is first launched, starting in Britain as a Christmas specialty.

1983

Axe body spray for men (Lynx in the UK) is first launched, starting in France. 1984

Unilever announces its Core Business Strategy and large acquisitions and disposals follow over next decade.

Brooke Bond is acquired in Unilever's first hostile take-over. 1985

Unipath launches a home pregnancy testing kit Clearblue, which is sold through pharmaceutical outlets in Britain.

1986

The acquisition of Naarden doubles Unilever's business in fragrances and food flavors. Chesebrough-Pond's, which owns Pond's and Vaseline, is acquired in the US.

1987

Dove is relaunched in Europe, starting in Italy. 1989

Calvin Klein and Elizabeth Arden/Fabergé are acquired while Magnum ice cream is launched in Germany.

1990s

The new business focus continues with the number of categories in which Unilever competes cut from over 50 to just 13 by the end of the decade.

Restructuring and consolidating

This includes the decision to sell or withdraw many brands and concentrate on those with the biggest potential.

Restructuring creates four core business areas: Home Care, Personal Care, Foods and Speciality Chemicals. The new

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structure is led by a new team, ExCo (the Executive Committee) and includes 12 business groups, each responsible for a mix of geographical and product areas. Also during this decade Unilever sets up a sustainable agriculture program in light of growing environmental pressures and consumer concerns about the food chain. Other initiatives to preserve water resource and source fish from sustainable stocks soon follow.

Unilever enters the Czech Republic and Hungary, and establishes UniRus in Russia. 1993

Breyers ice cream is acquired in the US and Organics shampoo is first launched in Thailand. By 1995 Organics is sold in over 40 countries.

1994

The disposal of United Africa Company, Unilever's huge West African trading, brewing and textiles company, is completed.

1995

Unilever publishes its Code of Business Principles.

The unprecedented decision is taken to practically eliminate trans-fats from food production in a rapid response to new research suggesting that their effect on blood cholesterol is at least as adverse as that of saturated fats.

1996

Unilever makes an ambitious commitment to source all fish from sustainable stocks and starts working with the WWF to establish a certification program for sustainable fisheries known as the Marine Stewardship Council (MSC).

1996

Hindustan Lever and Brooke Bond Lipton India merge to create India’s largest private sector company, and the Helene Curtis hair care business in the US is acquired.

The Unilever Nutrition Centre is created.

Annapurna iodized salt is launched in India and starts to make a big impact on redressing iodine deficiency.

1997

Kibon ice cream is acquired in Brazil. Unilever's chemicals businesses including National Starch and Quest International are sold.

1999

Shareholders authorize a special dividend of €7.4 billion and a share consolidation to reduce the number of shares per issue.

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2000s

The 2000s have been a period of great transformation for Unilever, seeing significant organizational change – particularly the 'Path to Growth' and implementation of the ‘One Unilever’ program.

Forging new paths

The 21st century started with the launch of Path to Growth – a strategy to transform the business, leading to more acquisitions and the rationalization of manufacturing and production sites to form centers of excellence. This was followed by the One Unilever program, aligning the organization behind a single strategy, simplifying our business and leveraging our scale more effectively.

Our mission 'to meet every day needs for nutrition, hygiene and personal care with brands that help people look good, feel good and get more out of life' was launched in 2004. Reaching across the whole organization, how we are 'bringing Vitality to life' continues to provide the basis for our category, regional and functional strategies today.

The last decade has seen a fundamental shift in people’s shopping and purchasing habits. With consumers becoming more socially, environmentally and civically motivated, we are increasingly embedding sustainable thinking into our day-to-day activities. In 2002, the Lifebuoy brand launched its hygiene education program, SwasthyaChetna. This has reached nearly 51,000 villages and made a difference to the lives of 120 million people in rural areas of India.

In 2004, we became a founding member of the Roundtable on Sustainable Palm Oil (RSPO) – a body which we currently chair. In 2008, in an effort to halt deforestation, we announced our commitment to draw all our palm oil from certified sustainable sources by 2015. In 2007, Lipton launched a

sustainable tea partnership with the Rainforest Alliance, announcing our aim to have all Lipton Yellow Label and PG Tips tea bags in Western Europe sourced from Rainforest Alliance Certified™ farms by 2010 and all Lipton tea bags globally similarly sourced by 2015.

As the end of the 2000s draw to a close, the whole world is experiencing unprecedented economic uncertainty. Unilever was born at the time of the Great Depression of the 1930s and has had to deal with many economic and financial crises since. Being able to respond quickly to rapidly changing market conditions will ensure it emerges from the recession stronger than ever.

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Bestfoods is acquired in the second-largest cash acquisition in history. Other acquisitions include Slim-Fast Foods, Ben & Jerry's and the Amora-Maille culinary business in France.

The Unilever Health Institute – a center of excellence in nutrition, health and Vitality – is launched.

2001

By 2001 Unilever has cut its brands from 1,600 to 900. DiverseyLever, Elizabeth Arden and Unipath are sold.

2002

The portfolio is reshaped and enhanced through acquisitions and the sale of 87 businesses without acceptable growth or margin potential, generating €6.3 billion of sale proceeds.

2003

Unilever Health Institute opens regional centers in Bangkok and Accra, Ghana.

Unilever is consulted by the World Health Organization regarding the development of a Global Strategy on Diet, Physical Activity and Health (published May 2004). Our Nutrition Policy and Nutrition and Health Academy are launched.

2004

The Vitality mission is launched and the new Unilever brand rolled out, including the new logo which represents the diversity of Unilever, our products and our people.

2005

Antony Burgmans becomes non-executive chairman of both Unilever N.V. and Unilever PLC while Patrick Cescau takes on the new role of group chief executive, responsible for all operations.

Unilever sells its global prestige fragrance business, Unilever Cosmetics International (UCI), to Coty Inc., of the US. The sale is in line with Unilever’s strategy to focus on core categories.

The Nutrition Enhancement Programme is completed, through which 16,000 products are assessed for levels of trans fats, saturated fats, sodium and sugars, and where necessary, action taken.

2006

Antony Burgmans steps down as Chairman of Unilever after being with the company for over 35 years. Michael Treschow succeeds him as the first independent Chairman of the Boards of Unilever.

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New technology helps create Small & Mighty, the first super-concentrated liquid laundry detergent that uses third the packaging, third the water and one-third of the transport of dilute liquids.

2007

Unilever announces agreements to acquire the Buavita vitality drinks brand in Indonesia and Inmarko, the leading ice cream business in Russia.

Unilever commits to source all of its tea from sustainable, ethical sources, asking the Rainforest Alliance to start auditing its tea suppliers with immediate effect. The company aims to win certification for all Lipton Yellow Label and PG Tips tea bags sold in Western Europe by 2010 and all Lipton tea bags sold globally by 2015.

2008

Home & Personal Care and Foods are combined into a single category structure, and Central & Eastern Europe is managed within an enlarged region along with Asia and Africa. Western Europe becomes a standalone region.

Unilever announces the sale of several of its businesses including its North American laundry business, its edible oil business in Côte d'Ivoire together with its interests in local oil palm plantations, Palmci and PHCI, and its Bertolli olive oil and vinegar business with Grupo SOS.

The company commits to move to sustainable palm oil sourcing by 2015, purchasing its first batch of certified sustainable palm oil already in November. 2008

For the tenth year running, Unilever is named foods sector leader in the Dow Jones Sustainability Indexes – the only company ever to achieve such an accolade.

2009

Paul Polman takes over as Chief Executive Officer on 1 January, the first time the Boards chose an external candidate to this position and succeeding Patrick Cescau who retired after 35 years of service to the company.

Unilever sharpened its portfolio with the announced acquisitions of Sara Lee’s personal care brands, the TIGI professional hair care brands and the Baltimor ketchup business in Russia.

The company purchased 185,000 tons of sustainable palm oil via GreenPalm certificates, accounting for around 15% of its total needs.

Around 80% of Lipton yellow Label and PG Tips tea bags sold in Western Europe was sourced from certified farms. Rainforest Alliance Certified tea also became available in the US, Japan and Australia.

Nearly 17 million school meals were delivered to 80,000 children through the company’s partnership with the World Food program.

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Towards the end of the year, the company launched a renewed vision: to double the size of its business while reducing its overall impact on the environment.

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1.2 Unilever Logo

We help people feel good, look good and get more out of life with brands and services that are good for them and good for others. Our identity expresses Unilever's core values, with each icon representing an aspect of the business.

Obviously the big blue ‘U’ of our logo stands for Unilever. But look a little closer and you’ll see there’s much more to it.

Our logo was designed to include 24 icons, each of which represents something important to Unilever.

From a lock of hair symbolizing our shampoo brands to a spoon, an ice cream, a jar, a tea leaf, a hand and much more, the little icons all have a meaning.

1.2.1 Unilever Icons

Sun

Our primary natural resource, the sun evokes Unilever's origins in Port Sunlight and can represent a number of our brands. Flora, Slim-Fast and Omo all use radiance to communicate their benefits.

Bee

Represents creation, pollination, hard work and bio-diversity. Bees symbolize both environmental challenges and opportunities.

Hair

A symbol of beauty and looking good. Placed next to the flower it evokes cleanliness and fragrance; placed near the hand it suggests softness.

Sauces or spreads

Represents mixing or stirring. It suggests blending in flavors and adding taste.

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P a g e 2 0 Spoon

A symbol of nutrition, tasting and cooking.

Fish

Represents food, sea or fresh water.

Bird

A symbol of freedom. It suggests a relief from daily chores, and getting more out of life.

Lips

Represent beauty, looking good and taste.

Recycle

Part of our commitment to sustainability.

Frozen

The plant is a symbol of freshness, the snowflake represents freezing. A transformational symbol.

Heart

A symbol of love, care and health.

Wave and Liquid

Symbolizes cleanliness, freshness and vigor; a reference to clean water and purity

Hand

A symbol of sensitivity, care and need. It represents both skin and touch.

Flower

Represents fragrance. When seen with the hand, it represents moisturizers or cream.

DNA

The double helix, the genetic blueprint of life and a symbol of bio-science. It is the key to a healthy life. The sun is the biggest ingredient of life, and DNA the smallest.

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A nurtured resource. It produces palm oil as well as many fruits – coconuts and dates – and also symbolizes paradise.

Bowl

A bowl of delicious-smelling food. It can also represent a ready meal, hot drink or soup.

Spice & flavors

Represents chili or fresh ingredients.

Sparkle

Clean, healthy and sparkling with energy.

Tea

A plant or an extract of a plant, such as tea. Also a symbol of growing and farming.

Ice cream

A treat, pleasure and enjoyment.

Particles

A reference to science; bubbles and fizz.

Container

Symbolizes packaging - a pot of cream associated with personal care.

Clothes

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1.3 Company

Vision

Unilever products touch the lives of over 2 billion people every day – whether that's through feeling great because they've got shiny hair and a brilliant smile, keeping their homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy snack.

A clear direction

The four pillars of our vision set out the long term direction for the company – where we want to go and how we are going to get there:

We work to create a better future every day

We help people feel good, look good and get more out of life with brands and services that are good for them and good for others.

We will inspire people to take small everyday actions that can add up to a big difference for the world.

We will develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact.

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 recognize that global challenges such as climate change

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concern us all. Considering the wider impact of our actions is embedded in our values and is a fundamental part of who we are.

1.4 Purpose and Principles

Our corporate purpose states that to succeed requires "the highest standards of corporate behavior towards everyone we work with, the communities we touch, and the environment on which we have an impact."

Always working with integrity

Conducting our operations with integrity and with respect for the many people, organizations and environments our business touches has always been at the heart of our corporate responsibility.

Positive impact

We aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society.

Continuous commitment

We're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business.

Setting out our aspirations

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

Working with others

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

1.4.1 Code of Business Principles

Our code of business principles describes the operational standards that everyone at Unilever follows, wherever they are in the world. It also supports our approach to governance and corporate responsibility.

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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 labor. 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.

Consumers

Unilever is committed to providing branded products and services which consistently offer value in terms of price and quality, and which are safe for their intended use. Products and services will be accurately and properly labeled, advertised and communicated.

Shareholders

Unilever will conduct its operations in accordance with internationally accepted principles of good corporate governance. We will 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 fulfill 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 organizations, 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

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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 interests

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 - reporting

Compliance with these principles is an essential element in our business success. The Unilever Board is responsible for ensuring these principles are applied throughout Unilever. The Chief Executive Officer is responsible for implementing these principles and is supported in this by the Corporate Code Committee chaired by the Chief Legal Officer. Members of the Committee are the Group Secretary, the Chief Auditor, the SVP HR and the SVP Communications. The Global Code Officer is Secretary to the Committee. The Committee presents quarterly updates to the

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Corporate Responsibility and Reputation and the Audit Committee, half-yearly reports to the Unilever Executive and an annual report to the Board.

Day to day responsibility is delegated to all senior management of the regions, categories, functions, and operating companies. They are responsible for implementing these principles, if necessary through more detailed guidance tailored to local needs, and are supported in this by Regional Code Committees comprising the Regional General Counsel together with representatives from all relevant functions and categories. Assurance of compliance is given and monitored each year. Compliance with the Code is subject to review by the Board supported by the Corporate Responsibility and Reputation Committee and for financial and accounting issues the Audit Committee.

Any breaches of the Code must be reported in accordance with the procedures specified by the Chief Legal Officer. The Board of Unilever will not criticize 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.

1.5 Company Structure

1.5.1 Legal Structure

Unilever operates as a single business entity. NV and PLC are the two parent companies of the Unilever Group, having separate legal identities and separate stock exchange listings for their shares. To ensure unity of governance and management, they have the same Directors and are linked by agreements. The Equalization Agreement regulates the mutual rights of the two sets of shareholders, including dividends. There is a one-for-one equivalence between the shares.

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P a g e 2 8 NV shareholders PLC shareholdersPLCNV Directors

NV-owned operating companies

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Figure 1. Legal Structure of Unilever Group

1.5.2 Management Structure

Category President for Foods, Home and Personal Care is responsible for Category strategies, brand development and innovation. Regional Presidents are responsible for managing the business, deploying brands and innovations effectively and winning with customers. They are supported by the Finance and Human Resource functions.

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Group Chief Executive OfficerChief Financial OfficerPresident Americas

President Western Europe

President Global Foods, Home and Personal Care President Asia, Africa, Central and Eastern EuropeChief Human Resource Officer

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Figure 2. Management Structure of Unilever

1.5.3 Executive Directors

The Executive directors are those members of the Unilever executive (UEX), including the group chief executive, who are also directors of Unilever.

Paul Polman – Chief Executive Officer

Paul Polman, Chief Executive Officer, was appointed an Executive Director to the Boards of Unilever PLC and Unilever NV in October 2008, the first time an external candidate was chosen for the role.

Jean-Marc Huët - Chief Financial Officer

Jean-Marc Huët joined Unilever in February 2010 as Chief Financial Officer.

1.5.4 Non-executive Directors

The non-executive directors are the independent element in Unilever's governance.

Michael Treschow – Chairman Unilever N.V. and PLC Michael has had a distinguished career with a range of multinational companies in both Executive and Non-Executive roles. He has been awarded prestigious honors by Sweden, Spain and France in recognition of his contribution to trade relations.

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P a g e 3 2 Louise Fresco

Louise Fresco is an agricultural scientist and a Professor of International Development and Sustainability at the University of Amsterdam.

Ann Fudge

An MBA graduate of Harvard University, Ann M. Fudge is an honorary director of Catalyst, a director of The Rockefeller Foundation and is on the board of overseers of Harvard University.

Charles E. Golden

An MBA graduate of Lehigh University in Pennsylvania, Charles E. Golden subsequently distinguished himself in two industries: automotive and pharmaceutical.

Dr. Byron E. Grote

Byron Grote has a PhD in Quantitative Analysis from Cornell University. After holding various executive posts within BP, he was appointed as a Managing Director in 2000 and became Chief Financial Officer in 2002.

Hixonia Nyasulu

A former Unilever marketing employee, Hixonia Nyasulu now chairs the Board of Sasol Ltd and serves on the JPMorgan SA Advisory Board.

The Rt. Hon Sir Malcolm Rifkind, MP

Sir Malcolm Rifkind has been a Member of the UK Parliament since 1974 and served as a minister under Conservative governments over an 18-year period, eventually becoming Foreign Secretary. He is also a qualified barrister and Queen’s Counsel.

Kees J. Storm

Kees J. Storm’s financial career saw him rise to become Chairman at AEGON in 1993 – a position which he held with great distinction until 2002. He now serves on supervisory Boards at KLM, PON Holdings, AEGON, Baxter and InBev, as well as at Unilever.

Jeroen van der Veer

Jeroen van der Veer studied mechanical engineering at Delft University and economics at Rotterdam University and has an honorary doctorate from Port Harcourt University (Nigeria). He joined Shell in 1971, was appointed as Chief Executive in 2004 and retired in 2009.

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P a g e 3 3 Paul Walsh

Paul Walsh was appointed Chief Executive Officer of Diageo in 2000. Recognizing his success in building Diageo into a world renowned company, Paul received the ‘Decade of Excellence Award’ at the UK National Business Awards in 2008.

1.5.5 Non-executive Directors

The Unilever Executive (UEx) is responsible for managing profit and loss, and delivering growth across our regions, categories and functions.

Paul Polman – Chief Executive Officer

Paul Polman, Chief Executive Officer, was appointed an Executive Director to the Boards of Unilever PLC and Unilever NV in October 2008, the first time an external candidate was chosen for the role.

Douglas Anderson Baillie – Chief Human Resource Officer

Douglas Baillie is a British national, born (1955) and educated in Zimbabwe. Doug graduated from the University of Natal with majors in Business Finance, Marketing and Business Administration and joined Unilever South Africa in 1978.

Professor Geneviève Berger – Chief Research & Development Officer

Geneviève Berger was educated in physics and medicine, and holds three doctorates: a PhD in Physics, a PhD in Human Biology and a Medical Doctorate.

Jean-Marc Huët - Chief Financial Officer

Jean-Marc Huët joined Unilever in February 2010 as Chief Financial Officer.

Dave Lewis - President, Americas

Dave Lewis has had a long career at Unilever, starting in 1987 and moving through different roles in home and personal care in Europe, South America and Asia before being appointed to UEx in 2010.

Harish Manwani – President, Asia, Africa, Central and Eastern Europe

Harish Manwani is an honors graduate from Mumbai University and has a master's degree in management studies. He also attended the Advanced Management Programme at the Harvard Business School.

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Michael B. Polk – President Global Foods, Home & Personal Care

Michael Polk serves on the Executive Board (UEx) of Unilever. He was appointed President, Global Foods, Home and Personal Care in June 2010.

Pier Luigi Sigismondi - Chief Supply Chain Officer

Pier Luigi Sigismondi was appointed Chief Supply Chain Officer and a member of the Unilever Executive in September 2009. An Italian national, he holds a Masters in Industrial & Systems Engineering from the Georgia Institute of Technology, Atlanta, Georgia.

Keith Weed - Chief Marketing and Communication Officer

Keith Weed began his career with Michelin and joined Unilever in 1983, moving on to senior positions in France and the USA and global roles. He holds a first-class degree in engineering from the University of Liverpool.

Jan Zijderveld - President, Unilever Western Europe Jan Zijderveld was appointed President, Unilever Western Europe, and joined the Unilever Executive in February 2011.

1.5.6 Senior Corporate Officers

Unilever's senior corporate officers are responsible for ensuring that Board meetings and Board committee meetings are supplied with the information they need.

Tonia Lovell - Chief Legal Officer & Group Secretary Tonia Lovell has a degree in law from Sidney Sussex College, Cambridge and was admitted as a solicitor and a member of the Law Society in November 1993.

Charles Nichols - Group Controller

Charles Nichols was born in the UK in 1961. He has a degree in chemistry from Jesus College, Oxford and is a fellow of the Chartered Association of Certified Accountants.

1.6 Unilever Brands

From sumptuous soups to sensuous soaps, our products all have one thing in common. They help you get more out of life.

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1.6.1 Food Brands

Unilever is one of the world's leading food companies. Our passion for understanding what people want and need from their food - and what they love about it - makes our brands a popular choice.

The Becel/Flora brand offers consumers heart-healthy products, so take 'heart for living!'.

Heart-healthy choice

For more than 40 years Unilever has played a leading role in helping consumers maintain healthy hearts.

Recognizing Unilever as a world leader in nutritional research, the medical profession asked the company to create a healthy alternative to butter, lard and hard margarines.

Bringing the Mediterranean lifestyle into your home. The pleasure principle

Everything we do at Bertolli is rooted in the pleasures and principles of Italian cuisine. Like the Italians, we take fine ingredients, combine them with specially selected olive oil, and produce foods that are deceptively simple and totally delicious. So add some Bertolli magic, with pasta and bruschetta dishes that form an important part of Italian cooking.

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For decades, our products, ranging from margarine spreads and cooking margarine to cream alternatives and cheese spreads, have been a daily source of essential nutrients that help every family member to grow, develop and thrive.

Healthy growth & development

Our margarine is made from high quality vegetable oils, so it is an important source of essential fats and vitamins A, D and E for which there are not many other dietary sources. A thin layer of spread on bread every day makes a big contribution to the healthy growth and development of the whole family.

Heartbrand ice creams bring a taste of the summer to any day. Taste the fun side of life

Mention ice cream and most people think of the Heartbrand. The brand with the big red heart logo is behind many much-loved ice cream classics from indulgent treats like Magnum and Cornetto to the refreshing fruit tastes of Solero and family favorites like Viennetta.

Sensational food providing sensational moods. Bringing out the best in dressings

The Hellmann's worldwide brand family, consisting of Hellmann's, Amora, Calvé and Wish-Bone, is the largest dressings business around the globe. Hellmann's is also the world's number one mayonnaise brand.

At Knorr, we want people to enjoy good food, any day, any time. Good food matters

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Knorr believes that good food matters. It adds untold pleasure to our lives. And everyday meals can be just as magical as special occasions. Food is not just fuel; it really is the glue of life. This conviction lies at the heart of Knorr's success - it is Unilever's number one brand.

Lipton is one of the world's great refreshment brands, making a big splash in the global beverages market with tea-based drinks including leaf tea, infusions, ready-to-drink tea and other healthy, refreshing alternatives to soft drinks.

Making a big splash in the global beverages market

Lipton continues to lead as the global tea beverage market, making a big splash with a variety of tea-based drinks.

Millions of people all over the world have lost weight with Slim·Fast. Managing your weight

For more than 25 years, Slim·Fast has been helping people lose weight – and keep it off!

1.6.2 Home Care Brands

In many parts of the world we lead the home care market, with brands such as Omo, Surf, Comfort and Cif. It's more than just hygiene – with homes and clothes that are clean and cared for, we help you get more out of life.

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Everyone knows real life is dirty. And there's no point in pretending it's easily taken care of – it has to be cleaned thoroughly. Cif is the only everyday cleaner that deals with even the toughest dirt without damaging surfaces.

A history of innovation

The arrival of Cif in 1969, first launched in France and later rolled out in 45 countries, heralded the end of scouring powders. Initially, the brand focused on cream cleansers for the kitchen and bathroom, underpinned by its famous 'Skater' ads, which highlighted how scouring powders can 'scratch like skates on ice'.

Caring for your clothes is important as it allows you and your family to look and feel fresh and clean. But Comfort does more than this. It helps you and your loved ones feel cared for every day.

New ideas to soften everyday life

As well as delivering exceptional softness, our range of fabric conditioners now includes a variety of sensuous fragrances, enabling you to give your family's clothes that little bit of extra care and freshness. 'Wild pear and gingko', 'lily and rice flower' and 'passion flower and ylang-ylang' are just some of the new versions we've unveiled.

The sheer power of Domestos bleach gives you the confidence you need, eradicating all known germs. With Domestos, you can be absolutely certain that the job is done.

Protecting families for nearly 100 years

Available in 35 countries worldwide, from the Netherlands and India to the Philippines, Domestos has a long history. In the 1920s it was sold door to door in the UK. Originally it was used by housewives as a cotton and household surface whitener.

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Remember when you were a child? How you were free to explore, returning home covered in dirt and other stains that you wore like the badges of an intrepid discoverer?

Dirt is good!

Although it might sound strange for a leading laundry brand like OMO to say this, we believe, like you, that this type of dirt is good: it's an important part of a child's development. It's how kids learn, express their creativity and even bolster their immune systems.

At a time when growing numbers of children are leading sedentary lives, often cocooned in the home, glued to the TV and the web, we're not afraid to celebrate this time-honored truth.

Radiant knows that whiteness and brightness can shine in, not just out. There's something about brilliantly white clothes that gives you that extra lift and confidence to take on the day's challenges. And no other brand knows more about delivering superior whiteness than Radiant.

Giving you that extra confidence

Radiant's 'pure clean technology' produces the purest of whites without leaving behind any unsightly or wasteful residue - a common problem in developing markets where rival products often contain contaminated ingredients.

Created in 1885, the Sunlight brand is still innovating and using the magic of natural ingredients to create unbeatable results over a hundred years later.

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P a g e 4 0 A remarkable history

William Hesketh Lever was determined to revolutionize Victorian England's standards of cleanliness and hygiene: so he created Sunlight Soap.

His revolutionary product was the first one ever created by the company that is now Unilever, and today's hand dishwashing products build on this illustrious heritage.

Surf is on a mission to make everything it touches brighter – through cleaning and more!

Brightening up the laundry

A generous, big hearted brand that always looks on the bright side – Surf believes in giving you more than just cleaning. It delivers little feel good moments when it comes to laundry – gems of sensory pleasure that make the process and end result more enjoyable.

1.6.3 Personal Care Brands

Our personal care brands, including Axe, Dove, Lux, Pond's, Rexona and Sunsilk, are recognised and respected around the world. They help consumers to look good and feel good – and in turn get more out of life.

In the film The Matrix, Keanu Reeves is given two choices. He can either take a blue pill and wake up in the morning as if nothing has happened or pop a red pill and enter the unpredictable 'wonderland' of the Matrix. As millions of guys around the world know, Axe has taken the red pill.

Axe takes the 'red pill'

With its coolly seductive fragrances and packaging, the brand has established itself as the world's top male grooming brand by coming up with a constant stream of new ideas to keep guys a step ahead in the mating game. Each year, for example, we launch a new deodorant fragrance.

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In a world of hype and stereotypes, Dove provides a refreshingly real alternative for women who recognize that beauty comes in all shapes and sizes.

A brand that keeps to its clinically proven promises

To help you enjoy your own brand of beauty, Dove provides a wide range of cleansing and personal care products that make a genuine difference to the condition and feel of your skin and hair. Now the world's top cleansing brand, Dove started its life in 1957 as a beauty soap bar that was clinically proven to be milder for dry, sensitive skin than other leading soaps: half of women have dry skin.

Lifebuoy's goal is to provide affordable and accessible hygiene and health solutions that enable people to lead a life without fear of hygiene anxieties and health consequences.

Improving health & hygiene for over 100 years

Lifebuoy is one of Unilever's oldest brands, a brand that was truly 'global' before the term 'global brand' was invented. Lifebuoy Royal Disinfectant Soap was launched in 1894 as an affordable new product in the UK, to support people in their quest for better personal hygiene. Soon after launch, Lifebuoy soap travelled across the world, reaching countries such as India, where even today it is still the market leading brand.

Lux provides prestige-inspired beauty products made accessible to all which indulge the senses to make your skin and hair smell, look and feel more alluring and attractive, and inspire you to revel in the pleasure of expressing your beauty.

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P a g e 4 2 A starring role

Since its launch in 1924, Lux has had a glittering connection to some of the most beautiful and best-known stars in history. Through the years, actresses including Elizabeth Taylor, Marilyn Monroe, Brigitte Bardot and more recently Sarah Jessica Parker, Catherine Zeta Jones and Jennifer Lopez have endorsed the brand.

In Asia, where Lux is one of the continent’s leading beauty brand names, a selection of stunning Bollywood actresses have endorsed Lux products, with AishwaryaRai one of the best-known brand ambassadors.

Pond's delivers products that make a real difference to women's skin and the way they live their lives.

A rich heritage

The impressive track record of Pond's began when Theron T. Pond, a pharmacist from Utica New York, introduced 'Pond's Golden Treasure' in 1846, a witch-hazel based wonder product. In 1886 it was relaunched as Pond's Extract and in 1914 Pond's Cold Cream and Vanishing Cream marked the brand's evolution to a beauty icon. By the mid-1920s it was reflecting this positioning with endorsements by society beauties. Its stylish image was underpinned by guarantees of product delivery and an understanding of women's beauty routines and needs.

Rexona gives you the confidence to handle whatever the day has in store because you know your deodorant won't let you down.

What makes Rexona tick?

They happen every day. Those unexpected moments when the adrenalin starts to pump and the sweat starts to flow. With Rexona's unique body-responsive technology, which releases extra protection as you need it, you'll know that your deodorant won't let you down. Better still, everyone can enjoy this peace of mind

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as Rexona is the only deodorant tailored to the needs of both sexes, with separate product ranges for each.

Protecting and enhancing your oral health 24 hours a day. Signal – bringing mouths to life

Signal believes your mouth is the most expressive part of you. Through products such as Signal White System we keep your mouth at its healthiest best, letting your mouth live to its full potential.

Close Up – the closer, the better

Close Up knows that being close is a fundamental human need. Each Close Up product, like the red gel with long lasting freshness, gives you the social confidence you need to get closer to others.

Sunsilk provides real solutions to women's everyday hair needs everywhere.

Understanding what girls want & how girls feel

For 20-something single girls, hair is often an emotional rollercoaster. Sunsilk understands and has designed its wash, care and styling collections to address the most common hair dramas in 80 countries around the globe.

TIGI® is a hair care brand that is strongly influenced by fashion and sold only through professional hairdressing salons. With its unique position in the global

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professional hairdressing market, TIGI® presents exciting new business opportunities for Unilever.

Designed by hairdressers for hairdressers

TIGI® was conceived by the four Mascolo brothers, providing them with the 'liquid tools' to style and finish their clients' hairstyles. The brand’s comprehensive educational programs motivate and inspire hairdressers to create the latest looks using TIGI® products. The products are promoted by hair 'collections' from the TIGI® Creative Team, photographed by Anthony Mascolo who leads the image and creative side of the business.

At any age, at any time, no matter what your skin need, the Vaseline skin care team wants everybody to be able to enjoy great, healthy skin every day.

Healthy skin everyday

In 1869, Robert Chesebrough, a dispensing chemist, discovered something amazing. He discovered a 100% natural product, rich in minerals from deep within the earth yet totally pure, which had remarkable healing properties when applied to cuts, burns and abrasions of the skin. That product was branded Vaseline petroleum jelly.