• Roles in QA, SHE and Technical Management
Building 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 career
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
100 Q4 97 Q1 98 Q2 98 Q3 98 Q4 98 Q1 99 Q2 99 Q3 99 Q4 99 Q1 00 Q2 00 Q3 00
(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
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Plan
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Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
• Applicable to everyone at WL2 and above
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
Deliver an incremental €2.7billion in operating profit by 2004
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
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“The only way to safeguard our position is to perform, to deliver,
and to grow our business.”
Supply Chain - What does it take to succeed?
• Depth and breadth of the Supply Chain Professional Skills • An excellent overall understanding of the business, it’s
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
l using consumer insight to deliver superior consumer benefits
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Driving 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
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
– 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
By: • Establishing a Global Buying programme • Establishing a world class manufacturing programme Resulting in (approximately):
100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Building Careers - Key Principles
Experience

Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
The Leadership Growth Competencies
Focus on Growth (in every sense)
What is the Leadership Growth Profile?
It is :
• A leading edge competency model that focuses on driving growth throughout the business
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
• Increased margins through:
– cost savings along the supply chain – overhead cost reduction – reducing complexity
• Capital efficiency improvements: