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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
ii) Example: Failure to deliver Unilever’s climate change targets could
harm our corporate reputation as a sustainable business as would
failing to set ambitious goals aligned to the Paris Agreement. Our
Climate Transition Action Plan (CTAP) sets out a range of targets and
actions designed to deliver an emissions reduction pathway consistent
with the 1.5°C ambition of the Paris Agreement. We communicated our
efforts through a letter to our shareholders from our Chairman and
CEO in the foreword of the CTAP. In June 2019, our CEO also urged
more alignment between Unilever’s climate ambitions and those in our
wider value chain through an open letter to trade associations asking
them if their lobbying position on climate policy was consistent with the
1.5°C ambitions set out in the Paris Agreement. Unilever has already
committed to ensuring that all direct lobbying relevant to climate policy
is consistent with our stated objectives in delivering the 1.5°C ambition
of the Paris Agreement.
Acute
Relevant,
Relevance of risk:
physical
always
included
Unilever’s business depends on purchasing ingredients and materials
(e.g. for our products and packaging such as paper and board),
efficient manufacturing and the timely distribution of products to our
customers. Extreme weather events could significantly disrupt our
entire value chain. Sustained high temperatures could lead to reduced
crop outputs due to reduction in soil productivity which could translate
into higher raw material prices. Weather events such as hurricanes or
floods, which would become increasingly common and intense, could
cause plant outages or disrupt our distribution infrastructure.
Additionally, macroeconomic negative shocks among affected
communities could reduce or destroy consumer demand and
purchasing power. The exposure to potentially adverse events such as
physical disruptions, environmental or industrial accidents or
disruptions at a key supplier, could also impact our ability to deliver
orders to our customers. Acute physical risks are included under the
‘Climate Change’ and ‘Supply Chain’ Principal Risks to Unilever.
ii) Example: Failure to manage the impacts of extreme weather could
disrupt the supply of vital ingredients for our products. In particular,
being a large buyer of palm oil means we are exposed to the acute
physical risks associated with it. In 2015, palm oil production was
impacted by severe weather linked to a dry El Nino. This brought high
temperature across SE Asia, reducing palms yields, lowering output.
There were also severe forest fires in Indonesia, particularly in Sumatra
& Kalimantan where we source substantial volumes from.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Chronic
Relevant,
Relevance of risk:
physical
always
included
Our business depends on purchasing ingredients and materials (e.g.
for our products and packaging such as paper and board), efficient
manufacturing and distribution of products to customers. Failure to
manage chronic physical risks such as water shortages could disrupt
our supply chain and operations which are dependent on water; and
impact the ability of consumers to use our products which could
damage sales and growth. Sourcing sustainably helps secure our
supplies and reduces risk and volatility in our raw material supply
chains. Sustainable farming methods can also improve the quality of
our products, such as our sauces, soups, dressings and ice creams.
We always consider the impact of chronic water stress on agricultural
productivity and the impact on the price of raw materials. Chronic
physical risks are included under the ‘Climate Change’ and ‘Supply
Chain’ Principal Risks to Unilever.
Example:
We have conducted several high-level scenario analyses using both
the 2°C and 4°C scenarios and in 2021, we extended our analysis to
assess the impacts of a 1.5°C rise. The analysis looked at physical
environmental risks such as water scarcity and extreme weather. And,
whilst policy intervention and regulation would have the most significant
impact on our value chain, we would also experience the impact of
physical environment risks associated with a warmer climate, even in a
1.5°C world.
C2.3
(C2.3) Have you identified any inherent climate-related risks with the potential to have
a substantive financial or strategic impact on your business?
Yes
C2.3a
(C2.3a) Provide details of risks identified with the potential to have a substantive
financial or strategic impact on your business.
Identifier
Risk 1
Where in the value chain does the risk driver occur?
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Upstream
Risk type & Primary climate-related risk driver
Emerging regulation
Mandates on and regulation of existing products and services
Primary potential financial impact
Increased direct costs
Company-specific description
Company-specific description of risk:
Climate change has been identified as a principal risk to Unilever. As our business
operates on the consumer-packaged goods and food and beverage sector, we depend
significantly on the ability to purchase raw ingredients and materials to manufacture our
products. (e.g. for our Beauty & Personal Care, Home Care and Foods & Refreshments
products and packaging such as paper and board).
Our 2021 scenario analysis assessed the potential financial impacts from climate
change on Unilever’s business in 2030, 2039 and 2050 using the 1.5°C scenario. Land
use regulation could drive reforms to radically restructure current global land use
patterns to conserve and expand forest land, serving as the main natural carbon
removal solution. This could reduce land available for food crops, pasture, and timber
and hence access to our primary commodities which could drive reduced crop output
and increase raw material prices.
Time horizon
Long-term
Likelihood
Very likely
Magnitude of impact
Medium-high
Are you able to provide a potential financial impact figure?
Yes, an estimated range
Potential financial impact figure (currency)
Potential financial impact figure - minimum (currency)
300,000,000
Potential financial impact figure - maximum (currency)
1,700,000,000
Explanation of financial impact figure
Approach:
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Our 2021 scenario analysis assessed the potential financial impacts from climate
change on Unilever’s business in 2030, 2039 and 2050 using the 1.5°C scenario. The
data used was from internal environmental, operational, and financial data and external
science-based data and assumptions from reputable and broadly used sources such as
the IPCC or the International Energy Agency. Risks were reviewed in detail two
pathways, ‘proactive’ and ‘reactive’, that we assessed as more likely than other more
extreme possible pathways. In the ‘proactive’ route, there’s an early and steady
reduction of emissions as a result of a fast response from all economic actors, meaning
less dependence on technological advancements to remove carbon from the
atmosphere in the second half of the century. In the ‘reactive’ route, significant action by
economic actors is delayed to 2030, after which a very rapid transition across all actors
is required, accompanied by deployment at a very large scale of low-carbon energy and
carbon removal activities and technology.
The modelling assumed no mitigating actions were adopted within that timeframe and;
by 2050, land use regulation would increase palm oil prices by ~28% in a proactive
route, and ~10% in a reactive route, along with price increases of ~33% (proactive) or
~11% (reactive) for all other commodities and food ingredients.
The lower estimate figure is for the potential financial impacts by 2030 and the upper, is
for 2050.
Cost of response to risk
350,000
Description of response and explanation of cost calculation
i) Response to risk: We have contingency plans to secure alternative key material
supplies at short notice, for example during extreme weather events, to transfer or share
production between manufacturing sites and to use substitute materials in our product
formulations and recipes. Commodity price risk is actively managed through forward
buying of traded commodities and other hedging mechanisms and trends. Weather
patterns are monitored and modelled regularly and integrated into our price forecasting
process.
ii) Case study of response to risk: Sourcing sustainably helps secure our supplies and
reduces risk and volatility in our raw material supply chains. Our Unilever Sustainable
Agriculture Code (SAC) promotes the principles of Climate Smart Agriculture to our
suppliers and includes practices that sustainably increase the productivity and resilience
to extreme weather. With our suppliers and growers, we’re helping them to manage
risks arising from water scarcity. We have jointly implemented over 4,000 water
management plans through our sustainable sourcing programme, including the use of
drip irrigation and the introduction better soil and nutrient management to reduce soil
erosion.
iii) Cost of response calculation/breakdown:
We estimate €350k management costs per annum for mitigating this risk which is
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
calculated as follows (A + B):
- Cost of performing analysis of risk €250k (A): This work includes senior management
and members of supply chain/procurement (provide input on procurement volumes,
commodity pricing etc.), Science and Environmental Assurance Centre (SEAC), global
finance sustainability and external consultants.
- Management time in responding to and managing the risk - €100k (B): Supply chain
and Divisional management are responsible for ensuring that strategy is resilient to
material risks identified and taking action to mitigate.
This does not include the cost of mitigation or substitute ingredients. Our Climate
Transition Action Plan is our mitigation response. We are currently implementing a
detailed plan to decarbonise our business and to achieve net zero emissions by 2039.
Comment
No comment necessary
Identifier
Risk 2
Where in the value chain does the risk driver occur?
Direct operations
Risk type & Primary climate-related risk driver
Emerging regulation
Carbon pricing mechanisms
Primary potential financial impact
Increased direct costs
Company-specific description
i) Company-specific description of risk:
Climate change has been identified as a principal risk to Unilever. Emerging laws and
regulations such as carbon pricing in markets where Unilever manufactures products
(e.g. China where we have 8 factory sites and the UK where we have 9 factory sites)
and sells products (190+ countries) are included in our risk assessments as they may
impact the cost of raw materials and the operating costs of our factories, therefore
impacting margin and profitability.
Since 2017, we have been conducting an annual scenario analysis to assess the
potential financial impacts from climate change on Unilever’s business. Our 2021
scenario analysis assessed the potential financial impacts from climate change on
Unilever’s business in 2030, 2039 and 2050 using the 1.5°C scenario. Carbon pricing
includes carbon taxes and voluntary removal or offset costs. Tightening regional or
national regulations as well as climate commitments across individual businesses could
drive widespread implementation of these taxes or market schemes. This could
translate into rising direct and indirect costs linked to carbon emissions, where the
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
strongest impact would likely be on costs of sales linked to raw materials, production,
and distribution emissions. Carbon taxes on household emissions or costs passed
through to our consumers linked to household emissions may impact their disposable
income and ultimately their purchasing power.
Time horizon
Long-term
Likelihood
Virtually certain
Magnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, an estimated range
Potential financial impact figure (currency)
Potential financial impact figure - minimum (currency)
4,800,000,000
Potential financial impact figure - maximum (currency)
5,200,000,000
Explanation of financial impact figure
i) Approach: We have made a high-level assessment of the impact of 1.5°C temperature
increases due to climate change by 2100. Carried out in 2021, the assessment focused
on the material impacts on our business in the year 2030, 2039 and 2050. The financial
impact range reflects results of the assessment for 2039. We quantified how high prices
from carbon regulations and voluntary offset markets for our upstream Scope 3
emissions might impact our raw and packaging materials costs, our distribution costs
and the neutralisation of our residual emissions post 2039. The modelling assumed that
our business activities are the same as they are today. The scenarios were based on
existing internal and external data.
ii) Financial impact figure calculation/breakdown ((A x B) + (C x D)): The main impacts
of the 1.5°C scenario are that carbon pricing is introduced in key countries and hence
there are increases in both manufacturing costs and the costs of raw materials such as
raw and packaging materials costs, our distribution costs by an estimated €2.4-3.2bn
impact on profit by 2030 if no action taken. To calculate this, we quantified how high
prices from carbon regulations and voluntary offset markets for our upstream Scope 3
emissions might impact our raw and packaging materials costs using the assumptions
below. We do not disclose the breakdown of our calculations because the information is
commercially sensitive.
iii) Assumptions: While we understand that policy risk and physical impact can happen
simultaneously, we made the following simplifying assumptions in the 1.5°C scenario.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
We reviewed in detail two pathways, ‘proactive’ and ‘reactive’, that we assessed as
more likely than other more extreme possible pathways.
In the ‘proactive’ route, there is an early and steady reduction of emissions as a result of
a fast response from all economic actors.
Conversely, in the ‘reactive’ route, significant action by economic actors is delayed to
2030, after which a very rapid transition across all actors is required, accompanied by
deployment at a very large scale of low-carbon energy and carbon removal activities
and technology.
Ranges reflect upper and lower bound from proactive route and reactive route analysis
- for transition or regulation driven risks, the proactive route represents the higher cost.
For physical environment risks, the reactive route represents the higher cost.
Cost of response to risk
10,700,000
Description of response and explanation of cost calculation
i) Response to risk: We monitor governmental developments around actions to combat
climate change and take proactive action to minimise the impact on our operations. We
advocate for changes to public policy frameworks that will enable accelerated
decarbonisation, in line with the upper level of ambition of the Paris Agreement on
Climate Change. Unilever also supports calls for the introduction of carbon pricing at
levels consistent with the delivery of the Paris Agreement. We are committed to ending
deforestation in our supply chain by 2023 and we have been at the forefront of driving
industry-wide change to ensure a sustainable future for palm oil, including as a founding
member of the Roundtable on Sustainable Palm Oil (RSPO).
ii) Case study of response to risk: Over the past five years, we have piloted different
carbon pricing schemes across our direct operations including a programme that ‘taxed’
divisional capital expenditure budgets (initially formed from the carbon emissions of the
divisions) to create a centrally managed Low Carbon Fund. In 2021, we invested
€10.3m in 84 energy and emissions reduction projects globally which we estimate will
reduce our annual emissions by over 70,000 tonnes.
iii) Cost of response calculation/breakdown:
We estimate €400k management costs per annum for mitigating this risk which is
calculated as follows (A + B):
- Cost of performing analysis of risk, such as scenario analysis - €250k (A): This work
includes senior management and members of supply chain/procurement (provide input
on procurement volumes, commodity pricing etc.), Science and Environmental
Assurance Centre (SEAC), global finance sustainability and external consultants.
- Management time in responding to and managing the risk - €150k (B): Legal, tax,
supply chain and finance teams are involved in monitoring the regulations, assessing
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
the impact on our business and implementing mitigating activities.
The management costs are then added to the 2021 CAPEX figures to get to the 10.7m
Euros
This does not include the cost of mitigation resulting from future carbon taxes or
regulation (e.g. replacement of old plant, equipment and machinery or reformulation).
Our Climate Transition Action Plan is our mitigation response. We are currently
implementing a detailed plan to decarbonise our business and to achieve net zero
emissions by 2039.
Comment
No comment necessary
C2.4
(C2.4) Have you identified any climate-related opportunities with the potential to have
a substantive financial or strategic impact on your business?
Yes
C2.4a
(C2.4a) Provide details of opportunities identified with the potential to have a
substantive financial or strategic impact on your business.
Identifier
Opp1
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Development of new products or services through R&D and innovation
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
i) Company-specific description of opportunity: Our growth and profitability depend on
our ability to pre-empt or respond to changing consumer preferences, especially in
areas where we have positioned Unilever for future growth such as plant-based
products e.g. The Vegetarian Butcher, Hellmann’s, Magnum and Wall’s. Public concern
about climate change is higher than ever and consumers are increasingly choosing
more sustainable brands. Consumers in a number of our markets are increasingly
adopting plant-based diets which have a lower GHG footprint than meat-based diets.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Analysis shows that the global plant-based meat market is growing at a compound
annual growth rate of 15.8 per cent and is set to reach $35.4 billion by 2027. To support
our growth ambitions, it is imperative that we understand the market opportunities from
plant-based foods invest in innovation capability accordingly.
Time horizon
Medium-term
Likelihood
Virtually certain
Magnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
1,000,000,000
Potential financial impact figure - minimum (currency)
Potential financial impact figure - maximum (currency)
Explanation of financial impact figure
i) Approach: In 2020, Unilever announced an annual global sales target of €1 billion
from plant-based meat and dairy alternatives, by 2025-2027. The figure is an aggregate
of the annual turnover from our foods brands which are positioning themselves in the
plant-based market, including The Vegetarian Butcher as well as Hellmann’s, Magnum
and Wall’s ice cream which are increasing the number of vegan alternatives.
ii) Financial impact figure calculation/breakdown (A + B + C): Our annual global sales
target of €1 billion from plant-based meat and dairy alternatives by 2025-2027 covers
sales of all Unilever Food and Refreshment products, containing plant-based meat and
dairy alternatives such as meat replacements (A), vegan mayonnaise (B) and vegan ice
cream (C).
iii) Assumptions: We assumed that achieving the goal by 2025-2027 would require a
five-fold increase in growth.
Cost to realize opportunity
0
Strategy to realize opportunity and explanation of cost calculation
i) Response to opportunity: We’re capturing opportunities to develop new products and
grow our consumer base by appealing to eco-conscious consumers. Our Foods &
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Refreshment brands offer a range of vegan and vegetarian variants and continue to
actively promote vegetarian and vegan recipes. Our move into the plant-based and
vegan categories are being recognised by consumers and the industry. We’re investing
heavily in developing new plant-based protein sources and foods at our Hive Foods
Innovation Centre in the Netherlands.
ii) Case study of strategy to realize opportunity: Our plant-based meat and dairy
replacement business saw strong double-digit growth in 2021 in pursuit of €1 billion
annual sales by 2025-2027. This was primarily driven by The Vegetarian Butcher, which
is growing in all 55 markets, both in foodservice and retail. The latest addition to its meat
alternatives is the Patty on the Back burger, a breakthrough plant-based burger. Not
only is the burger lower in calories and fat than meat, it’s higher in fibre and iron and has
similar salt levels. The Vegetarian Butcher products are aimed at the increasing number
of consumers who identify themselves as part-time vegetarians or flexitarians. The
products are made from soy and wheat, and all its protein sources are plant-based.
iii) Cost to realize opportunity calculation/breakdown: We do not disclose the investment
required to achieve our plant-based target as this information is commercially sensitive.
Comment
No comment necessary
Identifier
Opp2
Where in the value chain does the opportunity occur?
Direct operations
Opportunity type
Energy source
Primary climate-related opportunity driver
Use of lower-emission sources of energy
Primary potential financial impact
Reduced direct costs
Company-specific description
i) Company-specific description of opportunity: Energy is one of the major overhead
costs in running Unilever’s 290+ factories - energy costs are around 5-10% of
Unilever’s total operating spend e.g. in India we spend around €25m on electricity
annually. There is an opportunity to make cost savings through PPA agreements to
install on site renewables, wherever possible and feasible, which not only reduce carbon
emissions but also deliver cost savings. We expect that our ambition to eliminate direct
greenhouse gas emissions from our operations by 2030 will not only lower overhead
costs, but will improve resilience in our energy supply and attract investors who are
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
increasingly considering carbon risk. In the future, there may also be opportunities in on
site energy storage through third parties.
Time horizon
Long-term
Likelihood
Very likely
Magnitude of impact
Low
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
4,900,000
Potential financial impact figure - minimum (currency)
Potential financial impact figure - maximum (currency)
Explanation of financial impact figure
i) Approach: We contracted with renewable third party energy developers at six sites in
India to install solar plants in our factories. We negotiated a renewable tariff based on
the capacity and utilization during the contract period (usually around 15 years in India).
The investment was from the third party energy developer and hence there is no capex
cost to Unilever. Unilever pays only the per unit (kWh) tariff to the third party energy
developer.
iii) Financial impact figure calculation/breakdown ((A - B) x C): The range of savings
across the six sites (included in the calculation as they are strategically important) is
between (cumulative)
€0.54m and €1.26m by 2036 - totalling €4.9m (cumulative)
savings by 2036. For each of the six sites in India with on-site renewables we have
calculated the grid tariff that we pay to the electricity company (A) and the solar tariff
which we pay to the third party energy developer (B). The difference in the cost between
the grid tariff and the solar tariff is the saving. We multiply this saving over 15 years (the
typical length of the PPA contract i.e. to 2036) on the basis of sourced capacity, for the
six sites (C).
iii) Assumptions: Based on the trend from the last few years, we assume that the grid
tariff will fluctuate and that the solar tariff is fixed for the first year and will increase each
year as per the agreement. Our calculation also assumes that the sites do not change
significantly over the period (e.g. no change in production volume affecting electricity
consumption). We assume the solar plant will become less efficient year on year,
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
reducing generating capacity.
Cost to realize opportunity
0
Strategy to realize opportunity and explanation of cost calculation
i) Response to opportunity: Unilever has a target to eliminate direct greenhouse gas
emissions from our operations by 2030. A key part of this is achieving 100% renewable
in our operations by 2030. We’re taking action in a number of areas to shift our energy
use to fully renewable including eliminating coal from our energy mix, transitioning to
100% renewable grid electricity (which we achieved in 2020) and installing on site
renewables at our factories. Our immediate priority is to decrease unbundled REC
purchases and to increase direct renewable electricity purchases where energy
legislation allows it and market conditions allow. In 2021, we met 55% of our global
energy needs for our manufacturing operations from renewable sources (e.g. on-site
biomass, solar, wind, hydro - as well as renewable grid electricity). Currently, Unilever
facilities in over 24 countries have on-site solar installations In addition to our direct
actions, we are also working to help create the right policy and regulatory environment
which promotes wider adoption of lower emission sources of energy thereby lowering
the cost for renewables through greater availability e.g. we’re a founding signatory of
RE100.
ii) Case study: India is one of our largest markets by turnover and also in terms of
energy consumption. The energy market in India is highly fragmented meaning that
energy legislation in some states is enabling for on-site renewables. We currently have
6 factories in 4 states where a third party energy developer has installed on site solar
equipment which generates renewable electricity for Unilever. Projected over the
contract terms of a typical PPA contract (approximately 15 years), we estimate savings
in the region of €4.9m by 2036.
iii) Cost to realize opportunity calculation/breakdown: There is no cost to Unilever as the
costs are borne by a third party developer who install the onsite renewables and
charges a fixed tariff on generated renewable electricity. The only cost is operational
expenditure to pay for the tariff.
Comment
No comment necessary
C3. Business Strategy
C3.1
(C3.1) Does your organization’s strategy include a transition plan that aligns with a
1.5°C world?
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Row 1
Transition plan
Yes, we have a transition plan which aligns with a 1.5°C world
Publicly available transition plan
Yes
Mechanism by which feedback is collected from shareholders on your
transition plan
Our transition plan is voted on at Annual General Meetings (AGMs)
Attach any relevant documents which detail your transition plan (optional)
unilever-climate-transition-action-plan-19032021.pdf
C3.2
(C3.2) Does your organization use climate-related scenario analysis to inform its
strategy?
Use of climate-related scenario analysis to inform strategy
Row 1
Yes, qualitative and quantitative
C3.2a
(C3.2a) Provide details of your organization’s use of climate-related scenario analysis.
Climate-
Scenario
Temperature
Parameters, assumptions, analytical choices
related
analysis
alignment of
scenario
coverage
scenario
Physical
Company-
1.5ºC
In 2021, as new scientific evidence was released by the
climate
wide
UN’s IPCC and the global consensus around the need
scenarios
of governments to commit to a 1.5°C world
Bespoke
strengthened, we extended our scenario analyses to
physical
assess the impacts of a 1.5°C temperature increase
scenario
above pre-industrial levels by 2100 on our business in
2030, 2039 and 2050. We publish this analysis as part
of our TCFD disclosure in our Annual Report.
Analytical choices: We built a scenario model which
was bespoke to Unilever. We drew on various physical
scenarios (e.g. IPCC RCP 1.9) and various 3rd party
scenarios as well as TCFD guidance.
The data used was from internal environmental (e.g.
scopes 1, 2 and 3 emissions), operational, and financial
data and external science-based data and assumptions
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
from reputable and broadly used sources such as the
IPCC or the International Energy Agency.
Key assumptions in assessing physical risks included:
By 2050, in a proactive scenario, water scarcity would
increase prices by:
▪ Palm: ~10%
▪ Commodities and food ingredients: ~11%
By 2050, in a reactive scenario, water scarcity would
increase prices by:
▪ Palm: ~14%
▪ Commodities and food ingredients: ~16%
By 2050, in a proactive scenario, extreme weather
would increase prices by:
▪ Palm: ~12%
▪ Commodities and food ingredients: ~14%
▪ By 2050, in a reactive scenario, extreme weather
would increase prices by:
▪ Palm: ~18%
▪ Commodities and food ingredients: ~21%
Parameters:
In place of using macroeconomic models, for this
assessment we used parameters bespoke to Unilever.
The overarching parameter used in the analysis was:
Unilever having underlying sales growth ahead of its
markets, delivering USG in the range of 3% to 5%.
Other parameters such as carbon price forecasts, food
crop land reduction, electricity price forecasts are
outlined in the ‘assumptions’ part of this answer.
In creating our 1.5°C scenario analysis, we took two
pathways - proactive and reactive - and considered the
five broad types of risks and opportunities using the
TCFD risk framework: Regulatory risks; Market risks;
Physical environment risks; Innovative products and
services opportunities; and Resource efficiency,
resilience, and market opportunities. We identified
approximately 40 specific risk and opportunity areas
which could impact us in 2030, 2039 and 2050, each of
which we assessed qualitatively, supported where
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
possible with high-level quantitative assessments.
Physical
Company-
Previously, we made a high-level assessment of the
climate
wide
impact of 2°C and 4°C temperature increases due to
scenarios
climate change by 2100. Carried out in 2017, the
RCP 8.5
assessment focused on the material impacts on our
business in the year 2030.
Assumptions:
The modelling assumed that our business activities are
the same as they are today. While we understand that
policy risk and physical impact can happen
simultaneously, we made the following simplifying
assumptions:
■ In the 4°C scenario, we assumed climate policy is
less ambitious and emissions remain high so the
physical manifestations of climate change are
increasingly apparent by 2030. Given this we have not
included impacts from regulatory restrictions but focus
on those resulting from the physical impacts.
Analytical Choices:
Our aim was to build a scenario model which was
bespoke to Unilever. We drew on various physical
scenarios (e.g. IPCC RCP 8.5 Scenario) & transition
scenarios (e.g. Greenpeace Energy Revolution, IEA
WEO 450ppm scenario, IEA 2DS) and various 3rd party
scenarios as well as TCFD guidance. We also used
internal data sources such as historical financial results,
scopes 1, 2 and 3 (value chain) emissions, and
commodity spend. The analysis covered Unilever's full
value chain: raw materials, manufacturing, logistics and
sales & covered a time horizon of 2030, which is
relevant and in line with some of our current GHG
emission targets.
We also used internal data sources such as historical
financial results, and commodity spend. The analysis
covered Unilever's full value chain: raw materials,
manufacturing, logistics and sales & covered time
horizons of 2030, 2039, 2050, which is relevant and in
line with some of our current GHG emission targets.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Transition
Company-
Previously, we made a high-level assessment of the
scenarios
wide
impact of 2°C and 4°C temperature increases due to
IEA 450
climate change by 2100. Carried out in 2017, the
assessment focused on the material impacts on our
business in the year 2030.
Assumptions:
The modelling assumed that our business activities are
the same as they are today. While we understand that
policy risk and physical impact can happen
simultaneously, we made the following simplifying
assumptions:
■ In the 2°C scenario, we assumed that in the period to
2030 society acts rapidly to limit greenhouse gas
emissions and puts in place measures to restrain
deforestation and discourage emissions (for example
implementing carbon pricing at $75-$100 per tonne,
taken from the International Energy Agency’s 450
scenario). We have assumed that there will be no
significant impact to our business from the physical
ramifications of climate change by 2030 - i.e. from
greater scarcity of water or increased impact of severe
weather events. The scenario assesses the impact on
our business from regulatory changes.
Analytical Choices:
Our aim was to build a scenario model which was
bespoke to Unilever. We drew on various physical
scenarios (e.g. IPCC RCP 8.5 Scenario) & transition
scenarios (e.g. Greenpeace Energy Revolution, IEA
WEO 450ppm scenario, IEA 2DS) and various 3rd party
scenarios as well as TCFD guidance. We also used
internal data sources such as historical financial results,
scopes 1, 2 and 3 (value chain) emissions, and
commodity spend. The analysis covered Unilever's full
value chain: raw materials, manufacturing, logistics and
sales & covered a time horizon of 2030, which is
relevant and in line with some of our current GHG
emission targets.
We also used internal data sources such as historical
financial results, and commodity spend. The analysis
covered Unilever's full value chain: raw materials,
manufacturing, logistics and sales & covered time
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
horizons of 2030, 2039, 2050, which is relevant and in
line with some of our current GHG emission targets.
C3.2b
(C3.2b) Provide details of the focal questions your organization seeks to address by
using climate-related scenario analysis, and summarize the results with respect to
these questions.
Row 1
Focal questions
Focal question:
For the 1.5°C scenario the focal question was: What are the material risk and
opportunities that Unilever would face in a world focused on achieving 1.5°C?
Rationale for scenarios selected to address the focal questions:
Our 1.5°C scenario analysis required us to align with mitigation pathways compatible
with the 1.5 °C warming limit such as RCP1.9.
In assessing the material risks and opportunities Unilever would face in a world focused
on achieving 1.5°C we have reviewed in detail two pathways, ‘proactive’ and ‘reactive’,
that we assessed as more likely than other more extreme possible pathways. In the
‘proactive’ route, there is an early and steady reduction of emissions as a result of a fast
response from all economic actors, meaning there is less dependence on technological
advancements to remove carbon from the atmosphere in the second half of the century.
Conversely, in the ‘reactive’ route, significant action by economic actors is delayed to
2030, after which a very rapid transition across all actors is required, accompanied by
deployment at a very large scale of low-carbon energy and carbon removal activities
and technology.
For the 2°C and 4°C scenarios, the focal question was: What are the material impacts to
Unilever in the year 2030 in both temperature scenarios?
Rationale for scenarios selected in 2°C and 4°C scenarios to address the focal
questions:
Our 2°C and 4°C scenario analysis allowed us to understand mitigation pathways
compatible with these two scenarios.
Results of the climate-related scenario analysis with respect to the focal
questions
The results of the 1.5°C climate-related scenario analysis with respect to the focal
question are:
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Key Risks identified:
- Regulatory risks that include carbon pricing, land use regulation, product composition
regulations, sourcing transparency and product labelling regulations, extended producer
responsibility.
- Market Risks: energy transition and rising energy prices and energy and commodity
market volatility.
- Physical environment risks: Water scarcity and extreme weather events.
Opportunities identified:
- Innovative products and services opportunities - growth in plant based or lab- grown
foods
- Resource efficiency, resilience and marketing opportunities - investment in energy
transition technologies'.
The results of the 2°C with respect to focal question are:
- Carbon pricing is introduced in key countries and hence there are increases in both
manufacturing costs and the costs of raw materials such as dairy ingredients and the
metals used in packaging.
- Zero net deforestation requirements are introduced and a shift to sustainable
agriculture puts pressure on agricultural production, raising the price of certain raw
materials.
- The most significant impacts are on our supply chain where costs of raw materials and
packaging rise, due to carbon pricing and rapid shift to sustainable agriculture in a 2°C
The results of the 4°C climate-related scenario analysis with respect to focal question
are:
- Chronic and acute water stress reduces agricultural productivity in some regions,
raising prices of raw materials.
- Increased frequency of extreme weather (storms and floods) causes increased
incidence of disruption to our manufacturing and distribution networks.
- Temperature increases and extreme weather events reduce economic activity, GDP
growth and hence sales levels fall.
Influence on strategy:
The outcomes from our analysis provide us with initial high-level insights into these
potential business and financial impacts. These form an important input to our strategic
planning process. For example:
We mitigate regulatory risks through our carbon pricing approach - a mechanism which
creates a sustainable capital investment fund which is then used to fund capital
investments to decarbonise our operations and by decarbonising our operations through
eco-efficiency measures in factories, powering our operations with renewables and
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
transitioning heating and cooling for our factories to lower emission and renewable
sources.
We mitigate physical environment risks by investing in new products that work with less
water, poor quality water or no water. To mitigate effects from extreme weather we have
contingency plans to secure alternative key material supplies at short notice or transfer
or share production between manufacturing sites.
We're capitalising on innovative product and service opportunities by offering a range of
vegan and vegetarian products, with the aim of growing this business to €1 billion per
annum by 2025-2027.
C3.3
(C3.3) Describe where and how climate-related risks and opportunities have
influenced your strategy.
Have climate-related
Description of influence
risks and
opportunities
influenced your
strategy in this area?
Products and
Yes
Influence on strategy (medium-term horizon): Our growth
services
and profitability depend on our ability to anticipate or
respond to changing consumer preferences. Public concern
about climate change is higher than ever and consumers
are increasingly choosing more sustainable brands.
Consumers in a number of our markets are increasingly
adopting plant-based diets which have a lower GHG
footprint than meat-based diets. The global plant-based
meat market is growing significantly and expect the global
market for plant-based products to rise to USD 1.6 trillion
dollars. To support our growth ambitions, it is imperative
that we understand the market opportunities from plant-
based foods and invest in innovation capability accordingly.
Case study of strategic decision: We have identified plant
based as one of our Unilever Compass 'strategic choices',
to develop our portfolio into high growth spaces. In 2020,
Unilever announced an annual global sales target of €1
billion from plant-based meat and dairy alternatives, by
2025-2027. The growth will be driven by the roll-out of The
Vegetarian Butcher which is growing in all 55 markets. The
latest addition to its meat alternatives is Patty on the back
burger. Our plant-based ice cream range continued to grow
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
with Ben and Jerry’s, Magnums, Breyers, Cornetto, Carte
D’or, and Swedish Glace. We have also launched Rinde
Mas, a blend of herbs spices, vegetables and protein that
gives cooks an affordable way to reduce the meat in their
dishes.
Supply chain
Yes
Influence on strategy (medium-term horizon):
and/or value
chain
Our business depends on purchasing materials, efficient
and uninterrupted manufacturing, and the timely distribution
of products to our customers. Our operating costs and
commodity prices could be disrupted by increased
frequency of extreme weather events and changes to
weather systems. In response to this risk to our supply
chain, we have created a set of Regenerative Agriculture
Principles which sit alongside our existing Sustainable
Agriculture Code. The principles are agricultural practices
focused on delivering positive outcomes in terms capturing
carbon, climate resilience, nourishing the soil, increasing
farm biodiversity, improving water quality and restoring and
regenerating the land. At the start of 2021, we set up a
number of Lighthouse Programmes to test implementation
of the Regenerative Agriculture Principles in practice. By the
end of 2021, we had 53,000 hectares under protection and
regeneration in partnership with others. Brands like Knorr
are playing a leading role in driving our regenerative
agriculture programmes.
In 2020, we set out our ambition to achieve net zero
emissions across our value chain by 2039. In response,
we’ve developed GHG reduction roadmaps for key
materials and ingredients which contribute to our upstream
Scope 3 GHG emissions, including dairy. Our roadmaps
identify how we can reduce emissions through product
reformulations, different raw materials, and supplier
innovation partnerships. In 2021, we invited our suppliers to
commit to setting a public target to halve absolute GHG
emissions by 2030, report their progress and share their
data with us.
Case studies of strategic decision:
Through its new Grown for Good initiative, Knorr will create
50 regenerative agriculture projects to transform how its key
ingredients are grown. The first three projects are looking at
water preservation and soil health with key suppliers of
tomatoes, rice and vegetables. These are predicted to
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
reduce GHG emissions and water use by an estimated 30%
while improving biodiversity, soil health and livelihoods.
This programme is supported by our €1 billion Climate &
Nature Fund which help brands invest in projects that
positively address climate change and protect nature.
Investment in
Yes
Influence on strategy (medium-term horizon):
R&D
Our growth and profitability depend on our ability to pre-
empt or respond to changing consumer preferences, which
in turn requires investment in R&D. Public concern about
sustainability is higher than ever and consumers are
increasingly choosing more sustainable brands which have
a lower environmental footprint and use fewer chemicals. In
response, in September 2020, Unilever announced its
ambition to replace all of the carbon derived from fossil fuels
in our Home Care formulations with renewable or recycled
carbon by 2030. This approach - called ‘Clean Future’ -
avoids pumping more carbon from under the ground (in the
form of fossil fuels), which would add to the earth’s
atmospheric carbon burden when the chemicals
biodegrade. We are investing €1 billion in our Clean Future
strategy, to finance biotechnology research, CO2 utilisation,
low carbon chemistry, biodegradable and water-efficient
formulations, and reducing the use of virgin plastic.
Case studies of strategic decision:
Our biggest Home Care brand, Dirt is Good (also known as
OMO, Surf Excel, Persil or Skip) is key to our Clean Future
ambitions - and leads the transformation of our entire Home
Care business. It launched a successful new liquid range
that uses plant-based stain removers without compromising
on performance. It’s suitable for low-temperature washing,
with a lower GHG impact than laundry powders, and is
packaged in mostly recycled plastic bottles. It also uses
around 70% less plastic than a conventional 3-litre bottle,
and is now more biodegradable.
In 2021, we entered a multi-year partnership with Arzeda to
design new enzymes for our laundry and cleaning products,
including OMO, Surf and Sunlight. Applying the latest
advances in digital biology, the new enzymes have the
potential to significantly reduce the number of ingredients
we use, while delivering superior products, new cleaning
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
benefits and a lower environmental footprint.
Operations
Yes
Influence on strategy (medium-term horizon):
Current and emerging laws and regulations could impact
our financial performance as governments may take action,
such as the introduction of carbon taxes which could
increase both manufacturing costs and the costs of raw
materials. In 2020, we announced our commitment to
achieve zero emissions in our operations by 2030, thereby
mitigating the risk of future policy and regulation such as
carbon pricing. To deliver this goal, we’re continuously
optimising our energy demand through energy efficiency
programmes. From these investments, we have reduced
our carbon from energy per tonne of production by 77%
compared to 2008, and 14% compared to 2020. Recent
investments include improving energy efficiency of lighting
and manufacturing equipment and installing heat recovery
systems. Since 2015, we have reduced our scope 1 and 2
GHG emissions by 64%, which puts us on track to achieve
70% by 2025.
Case study of strategic decision:
For example, we're phasing out gas-fired boilers and
exploring new renewable heating technologies such as heat
pumps, concentrated solar power and lower carbon
biogenic-derived sources. These technologies could provide
up to half of our thermal energy needs by 2025. We have
strict criteria to ensure we deliver genuine lifecycle carbon
reductions. In 2022, we will publish details on how we’ll
ensure any biofuels we use do not lead to deforestation,
compete with food supplies, and are sourced from local
waste materials where possible.
Also, in early 2020, we had stopped using direct coal on-site
for thermal energy, except for three factories acquired in
2020 as part of our acquisition of the Horlicks portfolio in
India and other Asian markets. In 2021, we eliminated direct
coal from these three factories through the use of biomass
and biodiesel. We're exploring options to eliminate indirect
coal from steam supplied by third parties by 2030.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
C3.4
(C3.4) Describe where and how climate-related risks and opportunities have
influenced your financial planning.
Financial
Description of influence
planning
elements that
have been
influenced
Row
Revenues
We have conducted scenario analyses at 2°C & 4°C on the potential
1
impacts of climate change to help us consider and adapt our strategies
and financial planning. In 2021, as new scientific evidence was released
by the UN’s Intergovernmental Panel on Climate Change (IPCC) and the
global consensus around the need of governments to commit to a 1.5°C
world strengthened, we extended our scenario analyses to assess the
impacts of a 1.5°C temperature increase above pre-industrial levels by
2100 on our business in 2030, 2039 and 2050. Unilever’s revenue growth
and profitability is determined by our portfolio, geographical and channel
presence and how these evolve over time in response to consumer
demand.
Case study:
If Unilever does not make optimal strategic investment decisions taking
climate change risks and opportunities into account, then opportunities for
growth and improved profitability could be missed. Unilever depends on
the ability to continue being relevant, such as in markets where there is an
increased demand for plant-based products. We know that consumers in
a number of our markets are increasingly adopting plant-based diets
which have a lower GHG footprint than meat-based diets. The growth of
our plant-based portfolio will be factored into our financial planning over
the next five to seven years. The growth will be driven by The Vegetarian
Butcher as well as increasing vegan alternatives from brands including
Hellmann’s, Magnum and Wall’s. The latest additions to our meat
alternative products now include, Patty on the back burger, our plant-
based ice cream range continue to grow with Ben and Jerry’s, Magnums,
Breyers, Cornetto, Carte D’or, and Swedish Glace. We also launched
Rinde Mas, a blend of herbs spices, vegetables and protein that gives
cooks an affordable way to reduce the meat in their dishes.
By doing this we're capitalising on innovative product and service
opportunities by offering a range of vegan and vegetarian products. We
have a target to grow sales from our plant-based meat and dairy
alternatives business to €1 billion per annum by 2025-2027.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
C3.5
(C3.5) In your organization’s financial accounting, do you identify spending/revenue
that is aligned with your organization’s transition to a 1.5°C world?
No, and we do not plan to in the next two years
C4. Targets and performance
C4.1
(C4.1) Did you have an emissions target that was active in the reporting year?
Absolute target
Intensity target
C4.1a
(C4.1a) Provide details of your absolute emissions target(s) and progress made
against those targets.
Target reference number
Abs 2
Year target was set
2016
Target coverage
Company-wide
Scope(s)
Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)
Base year
2015
Base year Scope 1 emissions covered by target (metric tons CO2e)
890,801
Base year Scope 2 emissions covered by target (metric tons CO2e)
1,071,076
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Base year Scope 3 emissions covered by target (metric tons CO2e)
Total base year emissions covered by target in all selected Scopes (metric
tons CO2e)
1,961,877
Base year Scope 1 emissions covered by target as % of total base year
emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year
emissions in Scope 2
100
Base year Scope 3 emissions covered by target as % of total base year
emissions in Scope 3 (in all Scope 3 categories)
Base year emissions covered by target in all selected Scopes as % of total
base year emissions in all selected Scopes
100
Target year
2030
Targeted reduction from base year (%)
100
Total emissions in target year covered by target in all selected Scopes (metric
tons CO2e) [auto-calculated]
0
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
565,988
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
144,752
Scope 3 emissions in reporting year covered by target (metric tons CO2e)
Total emissions in reporting year covered by target in all selected scopes
(metric tons CO2e)
710,740
% of target achieved relative to base year [auto-calculated]
63.7724485276
Target status in reporting year
Underway
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Is this a science-based target?
Yes, and this target has been approved by the Science Based Targets initiative
Target ambition
1.5°C aligned
Please explain target coverage and identify any exclusions
The target covers 100% of scope 1 and 2 emissions globally.
Plan for achieving target, and progress made to the end of the reporting year
This target is a continuation of Abs1 reported in 2020. Unilever committed to reduce
scope 1 and 2 GHG emissions 100% by 2030 from a 2015 base year. This target has
been approved by the Science Based Targets Initiative as meeting the 1.5 degree C
warming scenario. We will achieve the target through: 1) reducing intensity of energy
consumption and 2) use of 100% renewable energy for all residual energy requirements.
During 2021, the sixth year of this target, we reduced absolute scope 1+2 emissions by
13.6% vs 2020, with scope 1 emissions reducing by 6.7% and scope 2 emissions
reducing by 33.1%.
More specifically, Unilever plans to transition to achieve 100% renewable electricity and
100% renewable heat by 2030, phase out high-impact HFC refrigerants from cooling
systems, halve food waste in our operations by 2025, align capital expenditure with a
1.5 degree pathway, and continue to invest in eco-efficiency programmes to reduce
energy demand. The full details can be found in our climate transition action plan here:
List the emissions reduction initiatives which contributed most to achieving
this target
Target reference number
Abs 1
Year target was set
2016
Target coverage
Company-wide
Scope(s)
Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Base year
2015
Base year Scope 1 emissions covered by target (metric tons CO2e)
890,801
Base year Scope 2 emissions covered by target (metric tons CO2e)
1,071,076
Base year Scope 3 emissions covered by target (metric tons CO2e)
Total base year emissions covered by target in all selected Scopes (metric
tons CO2e)
1,961,877
Base year Scope 1 emissions covered by target as % of total base year
emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year
emissions in Scope 2
100
Base year Scope 3 emissions covered by target as % of total base year
emissions in Scope 3 (in all Scope 3 categories)
Base year emissions covered by target in all selected Scopes as % of total
base year emissions in all selected Scopes
100
Target year
2025
Targeted reduction from base year (%)
70
Total emissions in target year covered by target in all selected Scopes (metric
tons CO2e) [auto-calculated]
588,563.1
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
565,988
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
144,752
Scope 3 emissions in reporting year covered by target (metric tons CO2e)
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Total emissions in reporting year covered by target in all selected scopes
(metric tons CO2e)
710,740
% of target achieved relative to base year [auto-calculated]
91.1034978966
Target status in reporting year
Underway
Is this a science-based target?
Yes, and this target has been approved by the Science Based Targets initiative
Target ambition
1.5°C aligned
Please explain target coverage and identify any exclusions
The target covers 100% of scope 1 and 2 emissions globally. Any exclusions to
mention?
Plan for achieving target, and progress made to the end of the reporting year
This is a shorter term, interim target towards target Abs 2 which has been approved by
the Science-Based Targets initiative as being 1.5C aligned.
Once 70% reduction in scope 1+2 emissions by 2025 is achieved, this will revert to
target Abs 2 which aims to achieve 100% reduction by 2030. During 2021, the sixth year
of this target, we reduced absolute scope 1+2 emissions by 13.6% vs 2020, with scope
1 emissions reducing by 6.7% and scope 2 emissions reducing by 33.1%.We will
achieve the target through: 1) reducing intensity of energy consumption and 2) use of
100% renewable energy for all residual energy requirements
More specifically, Unilever plans to transition to achieve 100% renewable electricity and
100% renewable heat by 2030, phase out high-impact HFC refrigerants from cooling
systems, halve food waste in our operations by 2025, align capital expenditure with a
1.5 degree pathway, and continue to invest in eco-efficiency programmes to reduce
energy demand. The full details can be found in our climate transition action plan here:
List the emissions reduction initiatives which contributed most to achieving
this target
Target reference number
Abs 3
Year target was set
2016
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Target coverage
Company-wide
Scope(s)
Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)
Base year
2015
Base year Scope 1 emissions covered by target (metric tons CO2e)
890,801
Base year Scope 2 emissions covered by target (metric tons CO2e)
1,071,076
Base year Scope 3 emissions covered by target (metric tons CO2e)
Total base year emissions covered by target in all selected Scopes (metric
tons CO2e)
1,961,877
Base year Scope 1 emissions covered by target as % of total base year
emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year
emissions in Scope 2
100
Base year Scope 3 emissions covered by target as % of total base year
emissions in Scope 3 (in all Scope 3 categories)
Base year emissions covered by target in all selected Scopes as % of total
base year emissions in all selected Scopes
100
Target year
2039
Targeted reduction from base year (%)
100
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Total emissions in target year covered by target in all selected Scopes (metric
tons CO2e) [auto-calculated]
0
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
565,988
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
144,752
Scope 3 emissions in reporting year covered by target (metric tons CO2e)
Total emissions in reporting year covered by target in all selected scopes
(metric tons CO2e)
710,740
% of target achieved relative to base year [auto-calculated]
63.7724485276
Target status in reporting year
Underway
Is this a science-based target?
Yes, we consider this a science-based target, and the target is currently being reviewed
by the Science Based Targets initiative
Target ambition
1.5°C aligned
Please explain target coverage and identify any exclusions
This target is a continuation of Abs 2, with a long-term timeframe to maintain operational
emissions at zero beyond 2030. This means any changes in operations following 2030
will need to be aligned with zero operational emissions.
Plan for achieving target, and progress made to the end of the reporting year
Our first ambition is to eliminate emissions from our own operations. Unilever plans to
transition to achieve 100% renewable electricity and 100% renewable heat by 2030,
phase out high-impact HFC refrigerants from cooling systems, halve food waste in our
operations by 2025, align capital expenditure with a 1.5 degree pathway, and continue
to invest in eco-efficiency programmes to reduce energy demand. The full details can be
found in our climate transition action plan here: https://www.unilever.com/planet-and-
society/climate-action/
List the emissions reduction initiatives which contributed most to achieving
this target
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
C4.1b
(C4.1b) Provide details of your emissions intensity target(s) and progress made
against those target(s).
Target reference number
Int 2
Year target was set
2010
Target coverage
Business activity
Scope(s)
Scope 1
Scope 2
Scope 3
Scope 2 accounting method
Market-based
Scope 3 category(ies)
Category 1: Purchased goods and services
Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2)
Category 4: Upstream transportation and distribution
Category 9: Downstream transportation and distribution
Category 11: Use of sold products
Category 12: End-of-life treatment of sold products
Intensity metric
Other, please specify
Metric tons CO2e per consumer use
Base year
2010
Intensity figure in base year for Scope 1 (metric tons CO2e per unit of activity)
0.000000505
Intensity figure in base year for Scope 2 (metric tons CO2e per unit of activity)
0.000000505
Intensity figure in base year for Scope 3 (metric tons CO2e per unit of activity)
0.0000495
Intensity figure in base year for all selected Scopes (metric tons CO2e per unit
of activity)
0.0000505
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
% of total base year emissions in Scope 1 covered by this Scope 1 intensity
figure
1
% of total base year emissions in Scope 2 covered by this Scope 2 intensity
figure
1
% of total base year emissions in Scope 3 (in all Scope 3 categories) covered
by this Scope 3 intensity figure
98
% of total base year emissions in all selected Scopes covered by this intensity
figure
70
Target year
2030
Targeted reduction from base year (%)
50
Intensity figure in target year for all selected Scopes (metric tons CO2e per
unit of activity) [auto-calculated]
0.00002525
% change anticipated in absolute Scope 1+2 emissions
-100
% change anticipated in absolute Scope 3 emissions
-5
Intensity figure in reporting year for Scope 1 (metric tons CO2e per unit of
activity)
0.000000436
Intensity figure in reporting year for Scope 2 (metric tons CO2e per unit of
activity)
0.000000436
Intensity figure in reporting year for Scope 3 (metric tons CO2e per unit of
activity)
0.0000427
Intensity figure in reporting year for all selected Scopes (metric tons CO2e per
unit of activity)
0.0000436
% of target achieved relative to base year [auto-calculated]
27.3267326733
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Target status in reporting year
Underway
Is this a science-based target?
Yes, and this target has been approved by the Science Based Targets initiative
Target ambition
2°C aligned
Please explain target coverage and identify any exclusions
Unilever has committed to reduce GHG emissions from the life-cycle of its products by
50% per consumer use by 2030 from a 2010 base-year. This target has been
approved by the Science Based Targets Initiative. Based on projections for changes in
the number of consumer uses of our products by 2030, this equates to a 5% decrease in
absolute emissions. Within this target, we aim to reduce emissions from our own
operations (scope 1+2) by 100% by 2030. The baseline for 2010 was calculated from a
portfolio of products across 14 countries, covering approximately 70% of our sales
volume. By 2020, the current reporting year, these 14 countries covered 60-70% of
sales volume.
Since 2010, our greenhouse impact per consumer use has reduced by 14%. We are
making good progress particularly in Foods & Refreshment and Home Care where we
have reduced per consumer greenhouse gas emissions since 2010 by 30% and 43%
respectively. The per consumer use greenhouse impact of our Beauty & Personal Care
Division has increased by 6% over the same period, driven primarily by the acquisition
of brands with high greenhouse gas emissions associated with consumer hot water use,
including hair and bath/shower products.
Base year and start year clarification: 2010 was the first year of our reporting (in our
2011 Unilever Sustainable Living Plan Report) and is our baseline. We compare our
cumulative progress to 2010, as stated in the target.
Plan for achieving target, and progress made to the end of the reporting year
Along our value chain, we have opportunities to reduce emissions from our current
product portfolio through targeted interventions, both upstream and downstream of our
operations. Our primary focus areas are our raw and packaging materials, our logistics
and distribution networks, and reducing emissions from business travel, ice cream
cabinets, aerosol propellants and plastic packaging.
Key initiatives include:
- Integrated GHG roadmaps for all key materials and ingredients.
- Zero deforestation by 2023 in palm oil, tea, soy, and cocoa
- Estimated 40-50% reduction in logistics emissions by 2030
- At least 25% recycled plastic by 2025
- 100% EV or hybrids across our global fleets by 2030
- Reduce emissions from aerosol propellants in North America
Our entire climate transition action plan can be found here:
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
List the emissions reduction initiatives which contributed most to achieving
this target
C4.2
(C4.2) Did you have any other climate-related targets that were active in the reporting
year?
Net-zero target(s)
Other climate-related target(s)
C4.2b
(C4.2b) Provide details of any other climate-related targets, including methane
reduction targets.
Target reference number
Oth 1
Year target was set
2021
Target coverage
Business division
Target type: absolute or intensity
Intensity
Target type: category & Metric (target numerator if reporting an intensity
target)
Energy consumption or efficiency
GJ
Target denominator (intensity targets only)
metric ton of product
Base year
2020
Figure or percentage in base year
1.21
Target year
2021
Figure or percentage in target year
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
1.19
Figure or percentage in reporting year
1.23
% of target achieved relative to base year [auto-calculated]
-100
Target status in reporting year
Underway
Is this target part of an emissions target?
This target is part of target Abs 1, our SBTi approved target to reduce scope 1 + 2
emissions by 100% by 2030. We consider reducing energy consumption as being the
number 1 priority towards reducing absolute CO2 emissions as it also gives a cost
benefit which can be re-invested in renewable energy.
Is this target part of an overarching initiative?
EV100
Science Based targets initiative - other
Please explain target coverage and identify any exclusions
This target applies to Unilever’s manufacturing sites only, excluding distribution centres,
warehouses, offices and data centres which comprised 6% of energy usage in 2020.
Our Unilever Sustainable Living Plan manufacturing targets are based on CO2
emissions. Clearly, energy used in manufacturing is central to achieving this target and
we therefore set annual targets each year to drive reductions in energy used in
manufacturing. In 2020, we set a target of 2% reduction of energy used in
manufacturing per tonne of production. We achieved 3.1% reduction in this intensity
measure relative to the previous 12 months. Compared to our baseline year of 2008,
energy use per tonne of production in 2020 was 31% lower.
Plan for achieving target, and progress made to the end of the reporting year
Unilever allocates capital investment for those projects which contribute most
significantly towards our climate targets to reduce CO2 emissions from energy use in
manufacturing. This centrally managed fund was used to accelerate clean technology
investment at our sites, resource energy reduction projects (as well as other eco-
efficiency and Scope 1 and 2 emissions reduction improvements requiring higher level
of investment, >€ 0.5 million). The selection of projects for investment was managed
globally and based on a combination of eco-benefit and financial return.
Everyone in our manufacturing organization is encouraged to share their successes in
implementing reduction projects. Through our global Manufacturing Sustainability
intranet site, project teams summarise their achievements in ‘Proud Practices’, which
are then shared with all other sites. We now have over 170 ‘Proud Practices’ to share.
This acts as a spur for other manufacturing sites to repeat the project in their own
factory and achieve rapid global roll out of eco efficiency projects.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
List the actions which contributed most to achieving this target
C4.2c
(C4.2c) Provide details of your net-zero target(s).
Target reference number
NZ1
Target coverage
Company-wide
Absolute/intensity emission target(s) linked to this net-zero target
Abs1
Abs2
Int1
Int2
Target year for achieving net zero
2039
Is this a science-based target?
Yes, we consider this a science-based target, and we have committed to seek validation
of this target by the Science Based Targets initiative in the next 2 years
Please explain target coverage and identify any exclusions
We have committed to reducing gross emissions in our value chain in line with the
Paris-aligned trajectory to 2030, and we have committed to balancing residual
emissions by 2039 and from then onwards with carbon removal credits.
We are at the start of the net zero journey and have not yet established the extent to
which we can reduce our gross emissions by 2039, and therefore the level of balancing
carbon removals required. This is work in progress.
Neither have we committed to a defined compensation pathway. However, our brands
may invest in compensation and neutralisation well ahead of 2039 through the €1bn
Climate & Nature Fund, where those actions can be used to drive consumer preference.
For example, our Beauty & Personal Care division has committed to help protect and
regenerate 1.5 million hectares of land, forests and oceans by 2030.
Do you intend to neutralize any unabated emissions with permanent carbon
removals at the target year?
Yes
Planned milestones and/or near-term investments for neutralization at target
year
These milestones are being developed.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Planned actions to mitigate emissions beyond your value chain (optional)
C4.3
(C4.3) Did you have emissions reduction initiatives that were active within the
reporting year? Note that this can include those in the planning and/or
implementation phases.
Yes
C4.3a
(C4.3a) Identify the total number of initiatives at each stage of development, and for
those in the implementation stages, the estimated CO2e savings.
Number of
Total estimated annual CO2e savings in metric
initiatives
tonnes CO2e (only for rows marked *)
Under investigation
To be implemented*
57
37,074
Implementation
41
61,065
commenced*
Implemented*
43
8,782
Not to be implemented
C4.3b
(C4.3b) Provide details on the initiatives implemented in the reporting year in the table
below.
Initiative category & Initiative type
Other, please specify
Other, please specify
Dedicated budget for company wide energy efficiency projects
Estimated annual CO2e savings (metric tonnes CO2e)
8,782
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Scope 2 (location-based)
Scope 2 (market-based)
Voluntary/Mandatory
Voluntary
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Annual monetary savings (unit currency - as specified in C0.4)
1,200,000
Investment required (unit currency - as specified in C0.4)
3,200,000
Payback period
1-3 years
Estimated lifetime of the initiative
11-15 years
Comment
Implemented projects include spend >80% of authorised amount for a given project
Implementation commenced projects include spend <80% of authorised amount for a
given project
To be implemented represents carbon projects allocated funding for 2022
C4.3c
(C4.3c) What methods do you use to drive investment in emissions reduction
activities?
Method
Comment
Dedicated budget
Unilever allocates capital investment for those projects which contribute most
for energy efficiency
significantly towards our climate targets to reduce CO2 emissions from energy
use in manufacturing. This centrally managed fund was used to accelerate
clean technology investment at our sites, resource energy reduction projects
(as well as other eco-efficiency and Scope 1 and 2 emissions reduction
improvements requiring higher level of investment, >€ 0.5 million). The
selection of projects for investment was managed globally and based on a
combination of eco-benefit and financial return.
Dedicated budget
As part of our strategy to achieve 100% of purchased grid electricity from
for other emissions
renewable sources by 2020, Unilever is now sourcing certified green power in
reduction activities
all regions. Our business incurs a small cost premium for this compared to
conventional grid electricity. However, we believe the cost is more than offset
by cost savings from increased energy efficiency with the additional benefit of
our brands being able to claim they are reducing their carbon footprint
Employee
Everyone in our manufacturing organization is encouraged to share their
engagement
successes in implementing reduction projects. Through our global
Manufacturing Sustainability intranet site, project teams summarise their
achievements in ‘Proud Practices’, which are then shared with all other sites.
We now have over 170 ‘Proud Practices’ to share. This acts as a spur for
other manufacturing sites to repeat the project in their own factory and achieve
rapid global roll out of eco efficiency projects.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
C-AC4.4/C-FB4.4/C-PF4.4
(C-AC4.4/C-FB4.4/C-PF4.4) Do you implement agriculture or forest management
practices on your own land with a climate change mitigation and/or adaption benefit?
Yes
C-AC4.4a/C-FB4.4a/C-PF4.4a
(C-AC4.4a/C-FB4.4a/C-PF4.4a) Specify the agricultural or forest management
practice(s) implemented on your own land with climate change mitigation and/or
adaptation benefits and provide a corresponding emissions figure, if known.
Management practice reference number
MP1
Management practice
Biodiversity considerations
Description of management practice
Unilever owns tea plantations in Kenya and Tanzania. These comply with the Rainforest
Alliance certification standard, which require such/similar practices on biodiversity
conservation including: ensuring that high value conservation areas are not destroyed;
ensuring that farms conserve all natural ecosystems and have not destroyed forest or
other natural ecosystems; and ensuring that production activities do not degrade any
protected area. The standard is available here: https://www.rainforest-
alliance.org/business/sas/resource-item/rainforest-alliance-sustainable-agriculture-
standard/
Primary climate change-related benefit
Increase carbon sink (mitigation)
Estimated CO2e savings (metric tons CO2e)
0
Please explain
There is research currently underway to quantify this for crops grown against Unilever's
Sustainable Agriculture Code (SAC) standard.
Management practice reference number
MP4
Management practice
Diversifying farmer income
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Description of management practice
Unilever owns tea plantations in Kenya and Tanzania. These comply with the Rainforest
Alliance certification standard, which require such/similar practices. The standard is
alliance-sustainable-agriculture-standard/
Between 2006 and 2016 we worked with the Kenya Tea Development Agency (KTDA)
and the NGO IDH, to provide education and training through Farmer Field Schools. The
programme enabled 86,000 lead farmers to access initiatives aiming to improve their
agricultural practices. It helped over 580,000 farms achieve the certification standards
set by the Rainforest Alliance - establishing a solid foundation for tea growing in Kenya
which continues to be run by KTDA.
Primary climate change-related benefit
Increasing resilience to climate change (adaptation)
Estimated CO2e savings (metric tons CO2e)
0
Please explain
This management practice is about farmer livelihoods and is not intended to directly
reduce CO2e emissions.
Management practice reference number
MP12
Management practice
Low carbon energy use
Description of management practice
Unilever owns tea plantations in Kenya and Tanzania. Renewable energy infrastructure
has been established at plantations, in the form of solar and hydroelectric schemes, as
well as biomass conversion for boilers.
Primary climate change-related benefit
Emission reductions (mitigation)
Estimated CO2e savings (metric tons CO2e)
5,700
Please explain
Based on cumulative CO2 savings between 2018 and 2020, driven by renewable
electricity (not biomass which has been in use since 2008). Figure is for Kenya and
Tanzania tea plantations only.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Management practice reference number
MP14
Management practice
Organic farming
Description of management practice
An area of 389 hectares of Kenyan tea plantation has been converted from conventional
to organic tea production.
Primary climate change-related benefit
Reduced demand for fertilizers (adaptation)
Estimated CO2e savings (metric tons CO2e)
0
Please explain
This management practice is about climate adaptation and is not intended to directly
reduce CO2e emissions.
Management practice reference number
MP18
Management practice
Reducing energy use
Description of management practice
Unilever owns tea plantations in Kenya and Tanzania. Renewable energy infrastructure
has been established at plantations, in the form of solar and hydroelectric schemes, as
well as biomass conversion for boilers.
Primary climate change-related benefit
Emission reductions (mitigation)
Estimated CO2e savings (metric tons CO2e)
5,700
Please explain
Based on cumulative CO2 savings between 2018 and 2020, driven by renewable
electricity (not biomass which has been in use since 2008). Figure is for Kenya and
Tanzania tea plantations only.
Management practice reference number
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
MP20
Management practice
Replacing fossil fuels by renewable energy sources
Description of management practice
Unilever owns tea plantations in Kenya and Tanzania. Renewable energy infrastructure
has been established at plantations, in the form of solar and hydroelectric schemes, as
well as biomass conversion for boilers.
Primary climate change-related benefit
Emission reductions (mitigation)
Estimated CO2e savings (metric tons CO2e)
5,700
Please explain
Based on cumulative CO2 savings between 2018 and 2020, driven by renewable
electricity (not biomass which has been in use since 2008). Figure is for Kenya and
Tanzania tea plantations only.
C4.5
(C4.5) Do you classify any of your existing goods and/or services as low-carbon
products?
Yes
C4.5a
(C4.5a) Provide details of your products and/or services that you classify as low-
carbon products.
Level of aggregation
Group of products or services
Taxonomy used to classify product(s) or service(s) as low-carbon
No taxonomy used to classify product(s) or service(s) as low carbon
Type of product(s) or service(s)
Other
Other, please specify
Food products
Description of product(s) or service(s)
We continued to step up our plant-based offerings through a number of our brands. Our
plant-based meat and dairy replacement business saw strong double-digit growth in
2021 in pursuit of €1 billion annual sales by 2025-2027. This was primarily driven by The
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Vegetarian Butcher, which is growing in all 55 markets, both in foodservice and retail.
The latest addition to its meat alternatives is the Patty on the Back burger, a
breakthrough plant-based burger. Not only is the burger lower in calories and fat than
meat, it’s higher in fibre and iron and has similar salt levels. Our plant-based ice cream
range continued to grow with brands like Ben & Jerry’s, Magnum, Breyers, Cornetto,
Carte D’Or and Swedish Glace offering non-dairy options. With Magnum’s Vegan Sea
Salt Caramel winning a PETA Vegan Food Award in 2021, all the brand’s vegan
flavours are now award-winning. Certified vegan non-dairy now makes up over 25% of
Ben & Jerry’s pint flavours in the US. We’re also using cutting-edge food science to find
alternative proteins and new ways to cook without meat. In Argentina, Colombia and
Mexico, we launched Rinde Más, a blend of herbs, spices, vegetables and protein that
gives cooks an affordable way to reduce the meat in their dishes. We were again named
by investor network FAIRR as a pioneer in sustainable protein research and innovation
and ranked number one in its protein transition index for 2021.
Have you estimated the avoided emissions of this low-carbon product(s) or
service(s)
Yes
Methodology used to calculate avoided emissions
Other, please specify
Product lifecycle assessment according to ISO14040/44 standards
Life cycle stage(s) covered for the low-carbon product(s) or services(s)
Cradle-to-gate
Functional unit used
kg
Reference product/service or baseline scenario used
Beef meat from beef cattle at slaughterhouse
Life cycle stage(s) covered for the reference product/service or baseline
scenario
Cradle-to-gate
Estimated avoided emissions (metric tons CO2e per functional unit) compared
to reference product/service or baseline scenario
0.0387
Explain your calculation of avoided emissions, including any assumptions
The calculations are based on a beef patty from our The Vegetarian Butcher brand as
an example. Study completed by Unilever’s Safety & Environmental Assurance Centre
(SEAC), following ISO14040/44 standards but without external peer review. Results are
generic for all markets in Europe but there will be marginal variation for specific
countries. Results based on current recipes, ingredient sourcing and processing
technologies.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Revenue generated from low-carbon product(s) or service(s) as % of total
revenue in the reporting year
0.5
C5. Emissions methodology
C5.1
(C5.1) Is this your first year of reporting emissions data to CDP?
No
C5.1a
(C5.1a) Has your organization undergone any structural changes in the reporting year,
or are any previous structural changes being accounted for in this disclosure of
emissions data?
Row 1
Has there been a structural change?
No
C5.1b
(C5.1b) Has your emissions accounting methodology, boundary, and/or reporting year
definition changed in the reporting year?
Change(s) in
Details of methodology, boundary, and/or reporting year
methodology,
definition change(s)
boundary, and/or
reporting year
definition?
Row
Yes, a change in
From 2021, we're aligning our reporting with the updated RE100
1
methodology
guidance which requires us to make two changes:
First, for renewable electricity certified with RECs, we will only report
as 'renewable' the electricity where the
accompanying RECs originate in the same market. While we intend
to maintain our commitment to ensure our purchase of renewable
grid electricity is matched by an equivalent volume of renewable
electricity generation, we’ll no longer count the purchase of
unbundled RECs from an adjacent market in our renewable
electricity reporting.
The second change is to include non-grid sourced electricity.
Currently, we use biomass in combined heat and power
(CHP) boilers at a limited number of sites. As well as providing
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
thermal energy (see below), they also supply our sites with
electricity. From 2021 we'll include this within our renewable
electricity reporting. We'll also include the renewable electricity
generated at our factory sites, for example, the on-site solar
installations in 24 countries.
C5.1c
(C5.1c) Have your organization’s base year emissions been recalculated as result of
the changes or errors reported in C5.1a and C5.1b?
Base year
Base year emissions recalculation policy, including significance
recalculation
threshold
Row
Yes
Our 2015 baseline was restated as a result of the updated RE100 renewable
1
electricity reporting guidance. Originally our baseline was 1,866,706T CO2e
and the updated baseline year emissions is 1,961,877T CO2e, which
represents an increase of 5.1%.
Our metrics team determine the significance threshold and approve change
requests related to base year recalculations. For all metrics, including our
baseline, each metric owner needs to formally submit a request before any
calculation methodologies or recalculations changes can occur. The
acceptance of the request is based on the materiality of the change to the
independent metric. If the recalculation results in a whole number change or
a rounding up/down of the original figure, this will be approved.
C5.2
(C5.2) Provide your base year and base year emissions.
Scope 1
Base year start
October 1, 2014
Base year end
September 30, 2015
Base year emissions (metric tons CO2e)
890,800.675
Comment
This is the baseline used for our science based targets.
Scope 2 (location-based)
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Base year start
October 1, 2014
Base year end
September 30, 2015
Base year emissions (metric tons CO2e)
1,622,369
Comment
Our SBT baseline uses our market based figure.
Scope 2 (market-based)
Base year start
October 1, 2014
Base year end
September 30, 2015
Base year emissions (metric tons CO2e)
1,071,076.327
Comment
This is the baseline used for our science based targets.
Scope 3 category 1: Purchased goods and services
Base year start
July 1, 2009
Base year end
June 30, 2010
Base year emissions (metric tons CO2e)
15,958,664
Comment
Scope 3 category 2: Capital goods
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Unilever has conducted estimates of emissions associated with this category in the past
and these have indicated them to be small (est.1%) compared to size of our product
footprint’
Scope 3 category 3: Fuel-and-energy-related activities (not included in Scope 1 or
2)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Unilever has conducted estimates of emissions associated with this category in the past
and these have indicated them to be small (est.1%) compared to size of our product
footprint’
Scope 3 category 4: Upstream transportation and distribution
Base year start
July 1, 2009
Base year end
June 30, 2010
Base year emissions (metric tons CO2e)
261,766
Comment
This is the baseline used for our science based targets.
Scope 3 category 5: Waste generated in operations
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Unilever has conducted estimates of emissions associated with this category in the past
and these have indicated them to be small (est.1%) compared to size of our product
footprint’
Scope 3 category 6: Business travel
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Unilever has conducted estimates of emissions associated with this category in the past
and these have indicated them to be small (est.1%) compared to size of our product
footprint’
Scope 3 category 7: Employee commuting
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Unilever has conducted estimates of emissions associated with this category in the past
and these have indicated them to be small (est.1%) compared to size of our product
footprint’
Scope 3 category 8: Upstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Unilever has conducted estimates of emissions associated with this category in the past
and these have indicated them to be small (est.1%) compared to size of our product
footprint’
Scope 3 category 9: Downstream transportation and distribution
Base year start
July 1, 2009
Base year end
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
June 30, 2010
Base year emissions (metric tons CO2e)
3,694,792
Comment
This is the baseline used for our science based targets
Scope 3 category 10: Processing of sold products
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Category not relevant.
Scope 3 category 11: Use of sold products
Base year start
July 1, 2009
Base year end
June 30, 2010
Base year emissions (metric tons CO2e)
34,635,100
Comment
This is the baseline used for our science based targets
Scope 3 category 12: End of life treatment of sold products
Base year start
July 1, 2010
Base year end
June 30, 2010
Base year emissions (metric tons CO2e)
2,198,003
Comment
This is the baseline used for our science based targets
Scope 3 category 13: Downstream leased assets
Base year start
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Base year end
Base year emissions (metric tons CO2e)
Comment
Category not relevant.
Scope 3 category 14: Franchises
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Category not relevant.
Scope 3 category 15: Investments
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Category not relevant.
Scope 3: Other (upstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Category not relevant.
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Unilever plc CDP Climate Change Questionnaire 2022 01 August 2022
Scope 3: Other (downstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Category not relevant.
C5.3
(C5.3) Select the name of the standard, protocol, or methodology you have used to
collect activity data and calculate emissions.
The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised
Edition)
The Greenhouse Gas Protocol Agricultural Guidance: Interpreting the Corporate Accounting and
Reporting Standard for the Agricultural Sector
The Greenhouse Gas Protocol: Scope 2 Guidance
Other, please specify
For scope 3 product life cycle emissions we measure the full GHG footprint of our product
portfolio and annual sales using an LCA method compliant with the ISO 14040 standard.
C6. Emissions data
C6.1
(C6.1) What were your organization’s gross global Scope 1 emissions in metric tons
CO2e?
Reporting year
Gross global Scope 1 emissions (metric tons CO2e)
565,987.707
Start date
October 1, 2020
End date
September 30, 2021
Comment
Past year 1
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