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1、Increaserevenue growthto5%perannumIncreaseoperatingmargin from10% to 15%by2004Deliver an incremental2.7billion in operatingprofitby2004Path to Growthidentifies whatwewilldotodeliver on ourpromisestoshareholders:Provide Unilever withthe platform to deliversustainablegrowthNote:Figures do notinclude B

2、estfoodsUnileverPeer GroupUnileverSharePricePerformancev PeerGroup“Shadow”(BasedonQuarterly AverageShareprices)WhydoweneedthePathtoGrowth?TheMarket is concernedaboutourabilitytoexecute ourstrategyPeer Group:Beiersdorf,Avon, Cadbury, Clorox,CocaCola,Colgate,Danone, Eridania,Gillette,Heinz, Kao,Lion,L

3、Oreal,Nestle,P&G, PhilipMorris, ReckittBenckiser,Sara Lee,Shiseido,PepsicoUnileverSharePricePerformancev PeerGroup“Shadow”Path to Growth-6 primarystrategic thrustsWhat is ourstrategyforthe PathtoGrowth?WorldClassSupplyChainWeaimto:Closethegap to world class in supplychainwithinthreeyearsBy:Establish

4、ingaGlobalBuying programmeEstablishingaworldclassmanufacturing programmeResultingin(approximately):100fewermanufacturingsites1.6billion buyingsavings by end20020.5billion manufacturingsavingsperannum“The onlyway to safeguardourpositionistoperform, todeliver,andtogrowourbusiness.”Depthandbreadthofthe

5、Supply Chain ProfessionalSkillsAnexcellentoverallunderstanding of thebusiness,itsprocessesand their linkagesBusinessbehavioursOutstandingperformanceSupplyChain-What doesittaketosucceed?TheSupply Chain ProcessModelPlanSourceMakeDeliverSupply Chain Mission & Strategy Brand Development Brand Developmen

6、tCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation ManagementHuman Resource ManagementQuality & Business ExcellenceFinance ManagementSafety, Health & EnvironmentTechnology ManagementSupplyChain-theHeartofOperationsPlan/SourcePlan/MakePlan/Deliv

7、erPlanninglinkstheprocesses togetherDriving Value Creation in theSupplyChainBeatingtheFade:continuous innovationand costsavingsGrowththrough:makingnew products availableimproveddistributionbettercustomerserviceIncreasedmarginsthrough:cost savingsalongthe supplychainoverheadcost reductionreducingcomp

8、lexityCapital efficiencyimprovements:minimising investmentinplant&equipmentand inventoriesTheseelementstogethercontribute morethan50%ofUnileverstotalValueCreationOrganisationalDevelopmentBusinesshasmoved, andcontinuestomove,towardsprocess managementEmergenceofSupply Chain processrolesA careerintheSu

9、pply Chain requires development of breadthand depth of skills,Leadershipcompetencies, andexperienceWhat do SupplyChainpeopleinUnileverdo?Rolesindifferentpartsofthe organisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles:with strategicfocusina moreoperationalenvironment,Rolesinvar

10、ious parts of thesupplychain: PlanSourceMakeDeliverRoleswhichfocusonthemulti-localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelated professions,e.g. R&D,CustomerManagementRolesinQA,SHE andTechnicalManagementBuildingSuccessful CareersFocusesOn:Processesand toolsused

11、in careerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadth anddepthofskillsandexperienceTheimpact of eachindividualspotentialTheimportanceoftacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglife andcareerBuildingCareers -Key PrinciplesSuccessful careersare based on

12、outstanding performance foundedonskills,competenciesand experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuildingCareers -Key PrinciplesSuccessful careersare based on outstanding performance foundedonskills,competenciesand experienceExperienceProfessionalSkillsLeadershipCompete

13、nciesPerformanceTheLeadershipGrowthCompetenciesFocusonGrowth(in every sense)What is theLeadership GrowthProfile?Itis:A leadingedgecompetency model thatfocusesondriving growththroughout thebusinessA toolfor development andassessment of performanceByhelping ourleaders grow, we willgrowourbusinessAppli

14、cable to everyone at WL2andaboveWhyweneedtodevelop Competencies?SUPERIORJOBPERFORMANCECompetenciesKnowledge&SkillsPersonalcharacteristics(values,traits,motives)shaping HOWthejob is undertakenMeasuredbyclearly observablebehaviourTransferableknowledge andabilities(professionalandgeneral)todoWHATisrequ

15、iredbythejobMeasuredbydemonstratedcapabilityWhat areCompetencies?“ underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceina given role”skills-what youknow howtodoe.g. makeaneffective presentationknowledge-what youknow e.g.theoriesofeffective presentationself image -how youseeyourselfe

16、.g.publicspeakervalues-what youthinkisimportante.g.achievingexcellencetraits-relatively enduring characteristicse.g. self-controlbig picture thinkingmotives- theunconsciousfactors thatdrivebehaviour;they areintrinsically satisfyingand rewardinge.g. achievementTheIcebergModelNecessarybutnotsufficient

17、DistinguisheffectiveperformanceSkillKnowledgeValuesSelf-ImageTraitsMotivesAcquiredcapabilityDeeperseatedtraitsandmotivesA competency: anycharacteristicofa personthat differentiates outstanding frommoretypical performance in agivenjob,role,organizationorculture.Competenciesare:observable andmeasurabl

18、ebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayand tomorrowfactors which drive superior performance in agivenjobHowwas theLGPdeveloped?Step 1:Wasdeveloped by arigorousresearchprocess:Assessment of Unileversbusinesscontext,the challengesfacing leadersand thecapabilitiesnee

19、ded to achievegrowthIn-depthresearchof39UnilevergrowthleadersInterviews andfeedbackfrom colleaguesComparison of theUnilevergrowthleadership characteristicstoa world-class benchmarksampleLargeinternational organisationsAchievedsubstantialgrowthinown sectorsResult:LGPwas rolledouttoWL6 and5 in 2000How

20、was theLGPdeveloped?Step 2:Focusgroupsand interviewswithWL2, 3and 4in14countries aroundtheworldTestedrelevance andmade relevant adjustmentsResult:Nowrollingouttoall WL2+managersacross UnileverHowweretheCriteriaEstablished?OriginalResearchComparedandContrastedTwoGroupsCurrentSuperiorLeadersCurrentOut

21、standingLeaders“Baseline”CompetenciesBoth groupsshow“Distinguishing”CompetenciesOnly outstanding showHowweretheExternalBenchmarksused?Comparedboth groupstocompetenciesrequiredtomeetthefuture strategy andagainst theexternalbenchmarkpopulationExternalbenchmarkofworldclassleadersCurrentSuperiorLeaders“

22、Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEven thebest needtoshow moreCurrentOutstandingLeadersWhat makes aworld-classleader of growth?World-classleaders of growth:Drivenbybigger ambition anddriveforstepchangeGenerateandencourage big thinkingArehighly streetsmart andsa

23、vvyThinkandact overalongertermperspectiveEnergiseothersfor significant changeDemonstratea greaterfocusonindividuals-developing,empowering andholding themaccountableUsehighly effectiveinfluencingstrategies to gainsupport:theyknow howtoorchestratetheorganisation -colleagues,bosses,theirteamsHowdoesUni

24、levermeasure up?AlthoughthebestoftheUnileversample demonstratesthesebehaviours andcreates growthorientated climates,weareoftenstillmorecontrollers thanenablersinourleadershipstyle.Wearegood,but we knowwecan be betterHowisthe LGPdifferent?Directlyrelated to ourcurrent business agenda- GrowthExternall

25、y benchmarked againstthe bestOneset of competenciesforall levelsCreates afocusondevelopmentofoutstandingleadersateverylevelItiseasilymodifiedtosupportfuturenew business goalsAsa result,LGP willreplacetheEffectiveUnileverManagercompetenciesAchievesthrough integrity,teamworkand learningSelf ConfidentI

26、ntegrityTeam CommitmentLearningfrom ExperiencePossessesthe intellectualpowertodeterminedirectionEnsures thatdirection is marketdrivenDeliversthrough peopleActs decisivelytoimproveperformanceClarity of PurposePracticalCreativityObjectiveAnalyticalPowerMarketOrientationLeading OthersDeveloping OthersI

27、nfluencingOthersEntrepreneurialDriveBuildsCommitmenttoGrowthStrategicInfluencingTeam CommitmentTeam LeadershipDrivesfor GrowthSeizing theFutureChangeCatalystDeveloping Self&OthersHolding People-AccountableEmpowering OthersCreates aGrowth VisionPassion forGrowthBreakthroughThinkingOrganisationalAware

28、nessSupplyChain-What doesittaketosucceed?Leadership GrowthCompetenciesLGP-TheLevelsFour levels:FoundationalDevelopingGrowthWorldClassExample: Passionfor GrowthArehighly motivatedtoachieve their personal targetsinordertocontributetothesustainableprofitablegrowthofthe businessAreambitious forexcellenc

29、e andconstantly searchforopportunitiestoimprove thebusinessSetchallenginggrowthgoalsforthemselvesandothers andputintoplaceplanstoachieve theseTake significant entrepreneurialactionand ask“whatispossible?”toensuregrowth opportunitiesare realisedFoundation LevelDeveloping LevelGrowthLevelWorldClassLev

30、elLGP-TheLevels (continued)Behaviours neededtodemonstrateWorldClassareverystretchingThis reflects ourbusinesstargetsWecanthave significant growthwithout an incremental shift in behaviourBut.Thesebehaviours arenotbeyond ourcapabilitiesWeneed to makeour peopledevelopmenta higherpriorityTohelp peopleas

31、sesstheirperformanceagainsttheprofile,target criteria havebeenestablishedforeachwork levelPassion forGrowthDoes thisperson DEMONSTRATE DRIVE BEYONDEXPECTATIONTODELIVER outstanding results?Measure performance againstinternaland external benchmarksMake specific changestoimproveperformance(e.g.re-engin

32、eerprocessesto be faster,moreefficient)Focusonraising qualityand customer andconsumersatisfactionStimulateand encourageotherstobringaboutperformanceimprovementfor thebusinessCreatestretchingbutachievablegoalstoalignownactivitieswith growthinitiativesAimtofindandrealisenewgrowth opportunitiesAlignown

33、activitiesandgoalswithgrowthinitiativesAimfor performance excellencethroughowneffortsStimulategrowth by bringing about stepchange improvementsAimtomaketheimpossiblepossibleEntrepreneuriallycommitsignificantinvestmentstoreapmajorrewardsDefy conventionalwisdomand internal oppositiontoachievemajorgrowt

34、hCreatenew marketsbyexploitinggrowthopportunitiesObsesswithgrowthand focus on deliveringnew waystogaincompetitiveadvantageAmbitioustohit settargets andstandardsDeliver on commitments madetoothersPersist in overcomingobstacles to successTake fullresponsibilityfor deliveringtheircontribution to thebus

35、inessArehighly motivatedtoachieve their personal targetsinordertocontributetothesustainableprofitablegrowthofthe businessFocusonbusinessimprovementandareambitiousfor excellence, constantlysearch foropportunities to improvethe businessSetchallenginggrowthgoalsforthemselvesandothers andputintoplacepla

36、nstoachieve theseTake significant entrepreneurialaction, andask“whatispossible?”toensuregrowth opportunitiesare realisedFoundation LevelDeveloping LevelGrowthLevelWorldClassLevelOutstandingindividualsradiate aPassionforGrowth,thepersonaldrivethatenables individuals to go theextramile in deliveringex

37、cellent performance.They recognisethat everyone hasa contributiontomake to ensurethat Unilever achieves itsgrowthobjectives.Outstanding individuals constantlypushtheboundariesofexcellentbusiness, askbigquestions about whatispossibleand thentakesignificantentrepreneurialaction overtimetoexpandthe hor

38、izons of thebusiness.Successisthe delivery of sustainable profitablegrowth.NegativeIndicators:Toobusydealing withimmediate,urgentissues to lookfor newgrowthopportunitiesSettlefor thestatusquo -takenoactiontoimprovemediocreperformanceEasilyside-tracked fromimportant growthgoalsUnconcernedaboutmissing

39、 deadlinesorfailing to meetbusinessobjectivesDonottakeresponsibilityforcontributing to growthobjectivesLinkswith:OrganisationalAwarenessLGPGuideline criteria forwork levelsWL6MeetsWL4target andhasatleastone World Class competencyineachclusterWL5MeetsWL4target andhasone World Class competencyineachof

40、twoclustersWL4WL3WL2Twoineachcluster at Growthincludingone of Seizingthe FutureandChange Catalyst andoneotherfromthesameclusterNonegativeindicatorsMost competenciesatDeveloping level.Atleastonecompetencyineach clusteratGrowth levelMore competenciesatDeveloping level thanatFoundationUsingtheLGP andCo

41、mpetenciesTalentManagementCoaching&MentoringRewardforGrowthRankingListingPDP/DevelopmentLeadershipGrowthProfileWherehasLGP beenusedsofar?Already usedfor:Assessment of allWL5and WL6PersonaldevelopmentplanningforWL5/6ExecutiveselectionOneelementofWL4assessmentinUnilever/BestfoodsmergerGoingForward -Fu

42、ture UsesofLGPTheLGP willbeusedin:PDP-inallorganisationsforWL2 andaboveby2002/2003PDP cycleIndividual performance andcapability willbeassessedagainsttheLGP competenciesbasedonprevious2 -3yearsdataSelf-assessmentand personal development planningListingRanking forWL4(othersmayfollow)Assessment,selecti

43、onand recruitment of allpostsatGraduatelevelandaboveNext Steps foryouAccessthe HowgoodcanIbe? document on theHRwebsite addresstounderstand themodel,the competencieswithinitand howtousethe modelStudythetarget criteria foryour roleand worklevelinthe documentConsideryour strengthsanddevelopmentneedsaga

44、instthemodelWork withyourmanager andyour employees(either in thePDPprocessorindependently)toidentifycriticalgaps to close -and build andimplementanaction planBuildingCareers -Key PrinciplesSuccessful careersare based on outstanding performance foundedonskills,competenciesand experienceExperienceProf

45、essionalSkillsLeadershipCompetenciesPerformanceSupplyChainProfessionalSkillsJobSkills ProfileAbilitiestodothe jobwellnow+future.PersonSkills ProfileMycurrent abilities.DifferencePersonalDevelopmentPlanGAPANALYSIS2.Integrated SupplyChainModellingandDesignIntegrated/CollaborativeSupplyChainPlanningOpe

46、rationalPlanning&ForecastingMaterialsManagementSupplyIntelligence &StrategyDevelopmentContractAgreement/Arrangement& ManagementIntegratingSupplierValueinto theBusinessDriving ProductionPerformanceImprovementInfluencing& ImplementingProduct& ProcessInnovationMaintenance& ProjectEngineeringCustomerSer

47、vice Development& ManagementWarehousingandDistributionManagementChannel LogisticsDevelopmentTheNew SkillsFrameworkfor SupplyChainPlanMakeDeliverSourceKeyGeneralBusinessEconomicsNegotiation& InfluencingSupporting Sustainable DevelopmentUsingInformationTechnologyPeopleManagementProject Management(HR) Employee RelationsR &DDevelopmentSkills1.ExtendedSupplyChainStrategyDevelopment&Deployment3.Supplier(&Contractor)Relationship4. Developing&Implementing/EconomicManagementSupplyChainInnovation6.ManagingQuality,Safety(&E