PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:lIncreaserevenuegrowthto5%perannumlIncreaseoperatingmarginfrom10%to15%by2022lDeliveranincremental€2.7billioninoperatingprofitby2022

Provide

Unilever

with

the

platform

to

deliver

sustainable

growthNote:

Figures

do

not

include

BestfoodsUnileverPeer

Group

(Based

on

Quarterly

Average

Share

prices)The

Market

is

concerned

about

our

ability

to

execute

our

strategyPeer

Group:Beiersdorf,Avon,Cadbury,

Clorox,Coca

Cola,Colgate,

Danone,Eridania,

Gillette,Heinz,

Kao,

Lion,L’Oreal,

Nestle,P&G,

PhilipMorris,

ReckittBenckiser,

SaraLee,

Shiseido,PepsicoWhy

do

we

need

the

Path

to

Growth?

Unilever

Share

Price

Performance

v

Peer

v

Peer

Group

“Shadow”

”Path

to

Growth

--

6

primary

strategic

thrustsWhat

is

our

strategy

for

the

Path

to

Growth?World

Class

Supply

ChainWe

aim

to:l

Close

the

gap

to

world

class

in

supply

chain

within

threeyearsBy:l

Establishing

a

Global

Buying

programmel

Establishing

a

world

class

manufacturing

programmeResulting

in

(approximately)

:-

100

fewer

manufacturing

sites-€€1.6billionbuyingsavingsbyend2022-

€€0.5

billion

manufacturing

savings

per

annum

“The

only

way

to

safeguard

ourposition

is

to

perform

,

to

deliver,and

to

grow

our

business.”?

Depth

and

breadth

of

the

Supply

Chain

Professional

Skills?

An

excellent

overall

understanding

of

the

business,

it’sprocesses

and

their

linkages?

Business

behaviours?

Outstanding

performanceSupply

Chain

-

What

does

it

take

to

succeed?The

Supply

Chain

Process

Model

Supply

Chain

Mission

&

StrategyBrand

Development

Brand

Development

PlanSource

MakeCustomerDevelopment

CustomerDevelopment

DeliverSuppliersSuppliersConsumersCustomersConsumers

&

&

Customers

Information

ManagementHuman

Resource

ManagementQuality

&

Business

Excellence

Finance

Management

Safety,

Health

&

Environment

Technology

ManagementSupply

Chain

-

the

Heart

of

Operations?

Plan

/Source?

Plan

/Make?

Plan

/DeliverPlanning

links

the

processes

togetherDriving

Value

Creation

in

the

Supply

Chain?

‘Beating

the

Fade’:–

continuous

innovation

and

cost

savings?

Growth

through:–

making

new

products

available–

improved

distribution–

better

customer

service?

Increased

margins

through:–

cost

savings

along

the

supply

chain–

overhead

cost

reduction–

reducing

complexity?

Capital

efficiency

improvements:–

minimising

investment

in

plant

&

equipment

and

inventoriesThese

elements

together

contribute

more

than

50%

ofUnilever’s

total

Value

CreationOrganisational

Development?

Business

has

moved,

and

continues

to

move,towards

process

management?

Emergence

of

Supply

Chain

process

roles?

A

career

in

the

Supply

Chain

requires

development

of

breadth

and

depth

of

skills,

Leadership

competencies,

and

experienceWhat

do

Supply

Chain

people

in

Unilever

do?

?

Roles

in

different

parts

of

the

organisation––––factoriesregional

supply

chainsbusiness

groupscorporate

centre?

Roles:

–

with

strategic

focus

–

in

a

more

operational

environment,?

Roles

in

various

parts

of

the

supply

chain:

Plan–Source–

Make–Deliver?

Roles

which

focus

on

–

the

multi-local

aspects

of

the

business

at

a

national

or

regional

level

–

the

multinational

aspects?

Roles

in

related

professions,

e.g.

R&D,

Customer

Management?

Roles

in

QA,

SHE

and

Technical

ManagementBuilding

Successful

Careers

Focuses

On:?

Processes

and

tools

used

in

career

development?

Key

career

building

blocks?

Career

phases?

The

need

for

breadth

and

depth

of

skills

and

experience?

The

impact

of

each

individual’s

potential?

The

importance

of

tactical

and

strategic

career

planning?

The

need

for

a

global

perspective?

Planning

life

and

careerBuilding

Careers

-

Key

PrinciplesSuccessful

careers

are

based

on

outstanding

performance

founded

on

skills,

competencies

and

experienceExperienceProfessional

Skills

LeadershipCompetenciesPerformanceBuilding

Careers

-

Key

PrinciplesSuccessful

careers

are

based

on

outstanding

performance

founded

on

skills,

competencies

and

experienceExperienceProfessional

Skills

LeadershipCompetenciesPerformanceThe

Leadership

GrowthCompetenciesFocus

on

Growth

(in

every

sense)What

is

the

Leadership

Growth

Profile?

It

is

:??A

leading

edge

competency

model

thatfocuses

on

driving

growth

throughout

thebusinessA

tool

for

development

and

assessment

ofperformance–By

helping

our

leaders

grow,

we

will

grow

our

business?Applicable

to

everyone

at

WL2

and

aboveWhy

we

need

to

develop

Competencies?

SUPERIOR

JOB

PERFORMANCECompetenciesKnowledge

&

SkillsPersonal

characteristics

(values,traits,

motives)

shaping

HOW

thejob

is

undertakenMeasured

by

clearly

observablebehaviourTransferable

knowledge

andabilities

(professional

and

general)to

do

WHAT

is

required

by

the

jobMeasured

by

demonstrated

capabilityWhat

are

Competencies?“

…

underlying

characteristics

that

are

directly

related

to

superiorperformance

in

a

given

role”?

skills

-

what

you

know

how

to

do

e.g.

make

an

effectivepresentation?

knowledge

-

what

you

know

e.g.

theories

of

effectivepresentation?

self

image

-

how

you

see

yourself

e.g.

public

speaker?

values

-

what

you

think

is

important

e.g.

achieving

excellence?

traits

-

relatively

enduring

characteristics

e.g.

self-control

‘bigpicture’

thinking?

motives

-

the

unconscious

factors

that

drive

behaviour;

they

are

intrinsically

satisfying

and

rewarding

e.g.

achievement

Necessary

but

not

sufficient

Distinguish

effectiveperformance

Skill

KnowledgeSelf-Image

Values

TraitsMotives}}

Acquired

capabilityDeeper

seated

traits

and

motives

The

Iceberg

ModelA

competency:

any

characteristic

of

a

person

that

differentiates

outstandingfrom

more

typical

performance

in

a

given

job,

role,

organization

or

culture.Competencies

are:observable

and

measurablebehavioural

characteristics

that

can

be

developedbased

on

the

business

needs

of

today

and

tomorrowfactors

which

drive

superior

performance

in

a

givenjobHow

was

the

LGP

developed?Step

1:?

Was

developed

by

a

rigorous

research

process:

–

Assessment

of

Unilever’s

business

context,

thechallenges

facing

leaders

and

the

capabilities

needed

toachieve

growth–

In-depth

research

of

39

Unilever

‘growth’

leaders?

Interviews

and

feedback

from

colleagues–

Comparison

of

the

Unilever

‘growth’

leadership

characteristics

to

a

world-class

benchmark

sample?

Large

international

organisations?

Achieved

substantial

growth

in

own

sectorsResult

:

LGP

was

rolled

out

to

WL6

and

5

in

2000How

was

the

LGP

developed?Step

2:?

Focus

groups

and

interviews

with

WL2,

3

and

4

in

14countries

around

the

world–

Tested

relevance

and

made

relevant

adjustmentsResult:

Now

rolling

out

to

all

WL2+

managers

across

UnileverHow

were

the

Criteria

Established?

?

Original

Research

Compared

and

Contrasted

Two

GroupsCurrentSuperiorLeaders

“Baseline”

Competencies

Both

groups

showCurrentOutstandingLeaders

“Distinguishing”

Competencies

Only

outstanding

showHow

were

the

External

Benchmarks

used?

?

Compared

both

groups

to

competencies

required

to

meet

the

future

strategy

and

against

the

external

benchmark

population

CurrentSuperiorLeaders

“Baseline”

CompetenciesExternalbenchmarkof

‘worldclass’leaders

Potential

Vulnerabilities

Even

the

best

need

to

show

more

Current

Outstanding

Leaders“Distinguishing”

CompetenciesWhat

makes

a

world-class

leader

of

growth?

World-class

leaders

of

growth:???????Driven

by

bigger

ambition

and

drive

for

step

changeGenerate

and

encourage

‘big’

thinkingAre

highly

‘street

smart’

and

savvyThink

and

act

over

a

longer

term

perspectiveEnergise

others

for

significant

changeDemonstrate

a

greater

focus

on

individuals

-

developing,

empowering

andholding

them

accountableUse

highly

effective

influencing

strategies

to

gain

support:

they

know

how

to

orchestrate

the

organisation

-

colleagues,

bosses,

their

teamsHow

does

Unilever

measure

up???Although

the

best

of

the

Unilever

sample

demonstrates

these

behavioursand

creates

growth

orientated

climates,

we

are

often

still

more

‘controllers’than

‘enablers’

in

our

leadership

style.We

are

good,

but

we

know

we

can

be

betterHow

is

the

LGP

different?????Directly

related

to

our

current

business

agenda

-

GrowthExternally

benchmarked

against

the

bestOne

set

of

competencies

for

all

levelsCreates

a

focus

on

development

of

outstanding

leaders

at

every

level?

It

is

easily

modified

to

support

future

new

business

goalsAs

a

result,

LGP

will

replace

the

‘Effective

Unilever

Manager’

competencies?

Entrepreneurial

Drive?

Passion

for

Growth

?

Leading

OthersCreates

a

Growth

?

Vision

Developing

Others

?

Influencing

Others?

Breakthrough

Thinking?

Organisational

AwarenessSupply

Chain

-

What

does

it

take

to

succeed?

Leadership

Growth

Competencies

Builds

Commitment

to

Growth

Possesses

the

Ensures

that

intellectual

power

direction

is

to

determine

?

Team

Commitment

market

driven

direction

?

Team

Leadership

Purpose

?

Practical

Orientation

?

?

Objective

Seizing

the

Future

integrity,

teamwork

Analytical

Power

and

?

Self

Confident

?

Developing

Self

Integrity

&

Others

?

Team

Commitment

Holding

?

-Accountable

through

Experience

decisively

to

performanceLGP

-

The

Levels

?

Four

levels:––––FoundationalDevelopingGrowthWorld

ClassExample

:

Passion

for

GrowthFoundation

Level

Are

highly

motivated

to

achieve

their

personal

targets

in

order

to

contribute

to

the

sustainable

profitable

growth

of

the

businessDeveloping

Level

Are

ambitious

for

excellence

and

constantly

search

for

opportunities

to

improve

the

businessGrowth

LevelSet

challenginggrowth

goals

forthemselves

andothers

and

put

intoplace

plans

toachieve

theseWorld

Class

LevelTake

significantentrepreneurialaction

and

ask

“whatis

possible?”

toensure

growthopportunities

arerealisedLGP

-

The

Levels

(continued…)?

Behaviours

needed

to

demonstrate

World

Class

are

verystretching–

This

reflects

our

business

targets–

We

can’t

have

significant

growth

without

an

incremental

shift

inbehaviourBut…..?

These

behaviours

are

not

beyond

our

capabilities–

We

need

to

make

our

people

development

a

higher

priority?

To

help

people

assess

their

performance

against

the

profile,target

criteria

have

been

established

for

each

work

levelOutstandingindividualsradiateaPassionforGrowth,thepersonaldrivethatenablesindividualstogotheextramileindeliveringexcellentperformance.TheyrecognisethateveryonehasacontributiontomaketoensurethatUnileverachievesitsgrowthobjectives.Outstandingindividualsconstantlypushtheboundariesofexcellentbusiness,askbigquestionsaboutwhatispossibleandthentakesignificantentrepreneurialactionovertimetoexpandthehorizonsofthebusiness.Successisthedeliveryofsustainableprofitablegrowth..FoundationLevelArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusiness?Ambitioustohitsettargetsandstandards?Deliveroncommitmentsmadetoothers?Persistinovercomingobstaclestosuccess?Takefullresponsibilityfordeliveringtheircontributiontothebusiness????DevelopingLevelFocusonbusinessimprovementandareambitiousforexcellence,constantlysearchforopportunitiestoimprovethebusinessMeasureperformanceagainstinternalandexternalbenchmarksMakespecificchangestoimproveperformance(e.g.re-engineerprocessestobefaster,moreefficient)FocusonraisingqualityandcustomerandconsumersatisfactionStimulateandencourageotherstobringaboutperformanceimprovementforthebusinessGrowthLevelSetchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievethese?Createstretchingbutachievablegoalstoalignownactivitieswithgrowthinitiatives?Aimtofindandrealisenewgrowthopportunities?Alignownactivitiesandgoalswithgrowthinitiatives?Aimforperformanceexcellencethroughownefforts?StimulategrowthbybringingaboutstepchangeimprovementsWorldClassLevelTakesignificantentrepreneurialaction,andask“whatispossible?”toensuregrowthopportunitiesarerealised?Aimtomaketheimpossiblepossible?Entrepreneuriallycommitsignificantinvestmentstoreapmajorrewards?Defyconventionalwisdomandinternaloppositiontoachievemajorgrowth?Createnewmarketsbyexploitinggrowthopportunities?ObsesswithgrowthandfocusondeliveringnewwaystogaincompetitiveadvantageNegativeIndicators:lToobusydealingwithimmediate,urgentissuestolookfornewgrowthlEasilyside-trackedfromimportantgrowthgoalsopportunitieslUnconcernedaboutmissingdeadlinesorfailingtomeetbusinesslSettleforthestatusquo-takenoactiontoimprovemediocreobjectivesperformancelDonottakeresponsibilityforcontributingtogrowthobjectivesLinkswith:OrganisationalAwarenessPassion

for

GrowthDoes

this

person

DEMONSTRATE

DRIVE

BEYOND

EXPECTATION

TO

DELIVER

outstanding

results?LGP

Guideline

criteria

for

work

levelsWL6

Meets

WL4

target

and

has

at

least

one

World

Classcompetency

in

each

clusterWL5Meets

WL4

target

and

has

one

World

Class

competenc

y

in

each

of

two

clustersWL4WL3WL2Two

in

each

cluster

at

Growth

including

one

of

Seizing

the

Future

and

Change

Catalyst

and

one

otherfrom

the

same

cluster

No

negative

indicators

Most

competencie

s

at

Developinglevel.

At

least

one

competency

in

each

cluster

at

Growth

level

Morecompetencie

s

at

Developing

level

than

at

FoundationUsing

the

LGP

and

Competencies

Coaching

&

Mentoring

TalentManagement

Reward

for

Growth

PDP/Development

RankingLeadership

Growth

Profile

ListingWhere

has

LGP

been

used

so

far??

Already

used

for:–

Assessment

of

all

WL5

and

WL6–

Personal

development

planning

for

WL5/6–

Executive

selection–

One

element

of

WL4

assessment

in

Unilever/BestfoodsmergerGoing

Forward

-

Future

Uses

of

LGPThe

LGP

will

be

used

in:?PDP-inallorganisationsforWL2andaboveby2022/2022PDP

cycle–

Individual

performance

and

capability

will

be

assessed

against

the

LGP

competencies

based

on

previous

2

-

3

years’

data?

Self-assessment

and

personal

development

planning?

Listing?

Ranking

for

WL4

(others

may

follow)?

Assessment,

selection

and

recruitment

of

all

posts

atGraduate

level

and

aboveNext

Steps

for

you?

Access

the

‘How

good

can

I

be?’

document

on

the

HRwebsite

[address]

to

understand

the

model,

thecompetencies

within

it

and

how

to

use

the

model?

Study

the

target

criteria

for

your

role

and

work

level

in

thedocument?

Consider

your

strengths

and

development

needs

against

themodel?

Work

with

your

manager

and

your

employees

(either

in

the

PDP

process

or

independently)

to

identify

critical

gaps

to

close

-

and

build

and

implement

an

action

planBuilding

Careers

-

Key

PrinciplesSuccessful

careers

are

based

on

outstanding

performance

founded

on

skills,

competencies

and

experienceExperienceProfessional

Skills

LeadershipCompetenciesPerformanceSupply

Chain

Professional

SkillsJob

Skills

ProfileAbilities

to

do

the

job

wellnow

+

future.

DifferencePerson

Skills

ProfileMy

current

abilities.

Personal

Development

Plan?

Integrated/Collaborative

Supply

Chain

Planning?

Operational

Planning

&

Forecasting?

Materials

Management?

Supply

Intelligence

&

Strategy

Development?

Contract

Agreement/Arrangement

&

Management?

Integrating

Supplier

Value

into

the

Business?

Driving

Production

Performance

Improvement?

Influencing

&

Implementing

Product

&

Process

Innovation?

Maintenance

&

Project

Engineering?

Customer

Service

Development

&

Management?

Warehousing

and

Distribution

Management?

Channel

Logistics

DevelopmentThe

New

Skills

Framework

for

Supply

ChainPlanMakeDeliverSource?????

Key

GeneralBusiness

EconomicsNegotiation

&

InfluencingSupporting

Sustainable

DevelopmentUsing

Information

TechnologyPeople

Management?Project

Management

?

(HR)

Employee

Relations

?

R

&

D

Development

Skills

2.

Integrated

Supply

Chain

Modelling

and

Design1.

Extended

Supply

Chain

Strategy

Development

&

Deployment3.

Supplier

(&

Contractor)

Relationship/Economic

Management

6.

Managing

Quality,

Safety

(&

Environment)4.

Developing

&

Implementing

Supply

Chain

Innovation

5.

Formulation,

Process

&

Packaging

Knowledge7.

Optimising

Supply

Chain

Operations

PerformanceCore?

at