联合立华内部培训资料课件

DELIVERinAsiaRegionalSupplyChaincourseOctober3rd,2001DELIVERinAsiaRegionalSupply1Today...ContextThebasicsTheopportunitiesVisionOutsourcing,VMI,inventoryplanningDELIVERCoPThefuture??Today...Context2First,somepicturesofasupplychainSupplyManagementIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersDemandManagementFirst,somepicturesofasupp3PlanSourceMakeDeliverLeadership&Strategy

BrandDevelopment

Channel&CustomerDevelopmentSuppliersConsumers&CustomersInformationHumanResourcesFinanceTechnologyPlanSourceMakeDeliverLeadershi4DistributionManagementPlan

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MakeDeliverSupplyPlanningDemandPlanningProcessingPackingCustomerServiceManagementCustomerServiceManagementisthesatisfactionofcustomers’requirementsoftheSupplyChain.Thisincludesordermanagementfromcapture/creationthroughinvoicingandcollection,theimplementationofadifferentiatedcustomerservicepolicyandcustomerintegrationactivitiesthatimproveserviceandreduceextendedsupplychaincosts.SupplierManagementIn-boundLogisticsDistributionPlanSourceMakeD5CustomerServiceManagementPlan

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MakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistributionManagementisthemovementandcareoffinishedproductfrommanufacturing,usuallythroughintermediatewarehousingtocustomers/consumers.SupplierManagementIn-boundLogisticsCustomerServicePlanSourceM6AdviceonDELIVERGetthebasicsrightOrdering,Delivery,BillingDothesexystuffIntegrationandsynchronisationVMI,e-Business,CPFRAdviceonDELIVERGetthebasic7ThebasicshavetobeinplaceCustomerServiceCost:%OverdueService:leadtime,easeoforderingQuality:#CNsduetoerror,invoicingaccuracyWarehousing/DistributionCost:%NPSService:%casefill,%orderfill,IRAQuality:%rejects,%returns,%damagesThebasicshavetobeinplace8KPIsarethekeyKPIsarethekey9KPIsarethekeyKPIsarethekey10TheOpportunitiesinDELIVERTheOpportunitiesinDELIVER11TheSEAVCA2000study-Laundry

Costsaving4MEuroTheSEAVCA2000study-Laundr12TheSEAVCA2000study-Laundry

Inventoryreduction8MEuroTheSEAVCA2000study-Laundr13WorldClassSupplyChainWorldClassSupplyChain14FunctionalExcellenceOrganisationfocusedonfunctionalexcellenceInformationoptimisedtofacilitatefunctionalexcellenceManysmallcustomersandsuppliersRDC=RegionalDistributionCentresBlueArrow=InformationFlowKey:RedArrow=ProductFlowPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierCustomerCustomerCustomerCustomerSupplierSupplierSupplierSupplierCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.FunctionalExcellenceOrganisat15ServiceandIntegrationOrganisationmanagesbusinessthroughmulti-functionalteams,exploitingfunctionalexcellencewhilstfocusingonimmediateupstreamanddownstreamcustomersInformationrequirementsoptimisedformanagementofinternalorganisationCustomerbasepredominantlykeyaccount(>60%Volumeweighted)Keysupplierconsolidation-relationshipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierSupplier’sSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccountWholesalerRetailerConsumerCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.ServiceandIntegrationOrganis16IntegratedNetworkandCollaborationOrganisationfocusonextendedSupplyChain(CustomersandSuppliers)InformationsharedwithallpartiesintheextendedSupplyChainHighpercentageofbusinessinafewkeyaccountsSupplierbaseconsolidated-partnershipmanagementPlanSourceMakeDeliverSupplier’sSupplierSupplier’sSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright@2000.CorporateMaSTGroup,UnileverResearchplc.Allrightsreserved.IntegratedNetworkandCollabo17199619982000PhaseIII(IntegratedNetworkandCollaboration)IFocusonInternalintegration&improvementIIFocusonOutboundimprovementIIIFocusonexternalintegrationandimprovementPLANDELIVERMAKESOURCEDELIVERMAKESOURCEDELIVERDELIVERMAKESOURCESOURCEECR199619982000PhaseIII(Integra18SomequotedbenefitsCisco,Intel,TNT,Kodak,Nestle,P&G:Costsavings:"75%reductioninerrors”"12,000engineerssaved”"45%inventoryreductions”Growthopportunities:"40%moreordersinsametime”"1weekproductdevelopmentcyclereduction”"reduceproductleadtimesby50-70%”"ordercycletimescutfrom6-8weeksto1-3weeks"Source:Logicon2001SomequotedbenefitsCisco,Int19OnewayoflookingatDELIVERWaysofworkingProcessInfrastructureSynchronisedProductionCRPOptimumInventoryCRPS&OPMPSMRPWPSSMIRDSInventoryplanningWMSVMICPFRDemandPlanningEDIXMLInventorytargetmodelsEDIXMLEFTAPS(SAPAPO)andERP(BPCS)Reliableoperations,palletsKPIsIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistributioncenterRetailstore(shelf+backroom)RetailerdistributioncenterConsumersOnewayoflookingatDELIVERW20Differentcategories,

differentdemandstrategiesDifferentcategories,

differen21DELIVERfocusOutsourcingwarehousesInventorytargetplanningVMIDELIVERfocusOutsourcingwareh22OutsourcingThirdpartylogisticsprovidershaveabilitytoaccelerateanddrivechangeFocus-ItistheircorebusinessResources-Availabilityof“resourcepool”Expertise-CorecompetencyExperience-DiditbeforeFunds-WillingnesstoinvestOutsourcingThirdpartylogisti23SupplychainoutsourcingcriteriaforchoosingSupplychainoutsourcingcrite24SupplychainoutsourcingactionsforchoosingSupplychainoutsourcingactio25SupplyChainoutsourcingAdvantagesAllowsyoutoconcentrateoncorecompetenciesAllowsexpertstomanageanddevelopprocesses,technologyandpeopleacceleratechangeAllowsexpertstoleveragesynergieswithintheirindustryProvidesimprovedcustomerserviceFreeup/generatecapitalDisadvantageshand-overcanbemismanagedpotentialforcultureclashunlikelytosaveyoumoneyintheshort-termpotentialfor‘usandthem’SupplyChainoutsourcingAdvant26Outsourcing-themilestonesDeterminestrategyLearnfrompreviousexperiencesSelectpartnerProjectkick-offTeamplanCommunicateNegotiatedetailsTransferoperationsTransferpeopleManageperformanceOutsourcing-themilestonesDe27OutsourcinglessonslearntPartnershipessentialCommunicateatalllevelsHRIssuesbyfarthemostContractissuesOutsourcinglessonslearntPart28OutsourcingpartnershipDOencourageanopenenvironment,sharingrisksandrewardsunderstandYOURperformanceBEFOREyouhandovercontinuetomeasurecost,service,qualityCOMMUNICATE:treatthemasadepartmentDON’Tmovethegoal-postsdotheirjobforthemexpectthemtodothingstheydonothaveastheircorecompetenceexpectthe3PLtotellyouwhenyou’rewrongOutsourcingpartnershipDO29InventorytargetplanningInventorytargetplanning30SupplyChainVariablesSupplierReliabilitySSQRprogramDeliveryfrequencyProductionReliablilityTPM/5SForecastReliabilityDemandPlanForecastingUnderstandSafetyStockSupplyChainVariablesSupplier31SCVariable-SafetyStockUsedforhedgingagainstuncertaintyinSupplierReliabilityProductionBreakdownStockInaccuracyForecastingErrortoachieveStockAvailabilitytargetSystematicunderstandingofhowmuchSafetyStockisrequiredSCVariable-SafetyStockUsed32InventoryPlanningUnderstandtheInventoryComponentsForecastAccuracySaleFluctuationProductionCycleProductionReliabilitySupplierReliabilityServiceLeveltargetUnderstandthenatureofeachproductsandhowtosetappropriateInventorypolicyUsesimulationtooltomodeltheeffecteachcomponenthasontheinventorylevelandservicelevelSetinventorylevelaccordinglyInventoryPlanningUnderstandt33VMIVMI34WhybotherdoingVMI?ObjectiveistoefficientlyreplenishshelvesForecastingisALWAYSwrongBuyerscangetinthewayBull-whipeffectPoordatagetsinthewayWhybotherdoingVMI?Objective35UnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionContinuousReplenishmentCrossDockingAutomatedStoreOrderingReliableOperationSupplyChainimprovementsUnileverUnileverCustomerCustom36ContinuousReplenishmentMembersofthesupplychainworkingtogethertoreplenishproductsbasedonactualsalesandforecastedproductdemandVMI(VendorManagedInventory)isoneofthemeanstocontinuousreplenishmentvendormaintainingcustomer’sstockaccordingtotargetlevelsandserviceleveltransferofownershipinorderingprocesssotovendorE-INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryContinuousReplenishmentMember37VMIDailyProcessFlowInventorydata/DCofftakeDespatchAdviceOrderproposalCustomerDCStockReplenishment1.DatasenttoULTat6am2.ULTtogenerateorder3.ULTtosentOrderProposalbyafternoon4.ProductDeliverythatnightEDIMessagesVMIDailyProcessFlowInventor38Cust3promotionalitemForecastAccuracyCust3promotionalitemForecas39

Stockreductionof10MillionBahtApril01:BuildupstockforSongkranholidayCust1scorecardStockreductionof10Million40Cust1scorecardCust1scorecard41Feb-Mar01:CappeddemandandcappedsupplyCust1scorecardFeb-Mar01:Cappeddemandand42Demand-theBullwhipeffectDemand-theBullwhipeffect43Demand-reducethebullwhipDemand-reducethebullwhip44DELIVERCoPDELIVERCoP45THAILANDPrioritiesBuildingnewwarehouseCRP/VMIroll-outCPFRpilot/sEFTroll-outRegionalPlanning/SAPAPO‘Phoenix’replacementfordistributorsystemOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeTHAILANDPriorities46INDONESIAPrioritiesOutsourcingandbuildingwarehousewithMNLBalancedKPIscorecardVMIwithdistributorsWorkingcapitalreductionOpportunitiesRegionalCustomerServiceRegionalDELIVERbestpracticeSCD,CD,TD,SDorganisationcomplexityINDONESIAPriorities47PHILIPPINESPrioritiesOutsourcingandbuildingwarehousewithLi&FungDistributionSDISforGT/ElectronicCallSheetforSST--SecondarySalesCaptureforDemandSignalECRSCDiagnosticstoolECRVMIpilotsECREDIleadershipECRSynchronisedproduction(“Everything,Everyweek”)ECRCashflow/EFTRegionalPlanning(SAPAPO)CustomerServiceHelpDeskOpportunitiesRegionalcustomerserviceRegionalSCorganisationMUsseparatefromprofitresponsibleSUsPHILIPPINESPriorities48RegionalCoP-DeliverToworktogethertoshareleadingpracticeandacceleratetheachievementsoftrulyWorldClassDeliveryOperationinAsiaMembersareCustomerServiceandWarehouseDistributionManagersfromEAPRandChinawitharepresentativefromIndiaRegionalCoP-DeliverTowork49DELIVERCoPfunnelIdeasDeliverKPI/BenchmarkingDeliverStrategyDevelopmentCentralisedBuyingPalletOptimisation/TransportationoptimisationFeasibilityABC/ABMCapability3PLManagement

PalletPoolingDistributionNetworkoptimisationVMI/DemandbasedreplenishmentCustomerHelpDesk/CallcentreEDI/ElectronicorderingCrossdockingStockcoveroptimisationAgeMatrix/FlaggingDirectDeliveryLaunch/RolloutBestFoodsSCintegrationCoPRegionalSourcingDELIVERCoPfunnelIdeasDeliver50DELIVERCoPprojectsRegionalLogisticsProvidersKPIandBenchmarkingPalletpoolingDistributionNetworkOptimisationDELIVERCoPprojectsRegionalL51DELIVERCoPBenchmarkingDELIVERCoPBenchmarking52DELIVERCoPBenchmarkingDELIVERCoPBenchmarking53Andthefutureis...Andthefutureis...54B2BExchangesB2BExchanges55Exchangesalloffer...ProductDevelopmentProductdesignpre-productionapprovale-ProcurementNegotiations&AuctionsOrderexecutionDemandAggregationcatalogueRFxSupplyChainSupplyChainVisibilityCPFRExchangesalloffer...Product56ConclusionsThefastestchangingarea?GetthebasicsrightOrdering,Delivery,BillingSupplyChainintegrationVMI,Outsourcing,inventoryplanninge-SupplyChainTheWORSTthingyoucando……SubscribetotheNIHmindsetConclusionsThefastestchangin57SomeadditionalresourcesUnileverSupplyChainKnowledgeCentre/TheSupplyChainCouncil(SCOR)/EAPSupplyChainsite/Exchanges/ECR//SomeadditionalresourcesUnile58联合立华内部培训资料课件Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental€2.7billioninoperatingprofitby2004PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:ProvideUnileverwiththeplatformtodeliversustainablegrowthNote:FiguresdonotincludeBestfoodsIncreaserevenuegrowthto5%UnileverPeerGroupUnileverSharePricePerformancevPeerGroup“Shadow”(BasedonQuarterlyAverageShareprices)WhydoweneedthePathtoGrowth?TheMarketisconcernedaboutourabilitytoexecuteourstrategyPeerGroup:Beiersdorf,Avon,Cadbury,Clorox,CocaCola,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,L’Oreal,Nestle,P&G,PhilipMorris,ReckittBenckiser,SaraLee,Shiseido,PepsicoUnileverSharePricePerformancevPeerGroup“Shadow”UnileverPeerGroupUnileverShaPathtoGrowth--6primarystrategicthrustsPathtoGrowth--6primarysWhatisourstrategyforthePathtoGrowth?WhatisourstrategyforthePWorldClassSupplyChainWeaimto:ClosethegaptoworldclassinsupplychainwithinthreeyearsBy:EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin(approximately):100fewermanufacturingsites€€1.6billionbuyingsavingsbyend2002€€0.5billionmanufacturingsavingsperannumWorldClassSupplyChainWeaim“Theonlywaytosafeguardourpositionistoperform,todeliver,andtogrowourbusiness.”“TheonlywaytosafeguardourDepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness,it’sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformanceSupplyChain-Whatdoesittaketosucceed?DepthandbreadthoftheSupplTheSupplyChainProcessModelPlanSourceMakeDeliverSupplyChainMission&StrategyBrandDevelopmentBrandDevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformationManagementHumanResourceManagementQuality&BusinessExcellenceFinanceManagementSafety,Health&EnvironmentTechnologyManagementTheSupplyChainProcessModelSupplyChain-theHeartofOperationsPlan/SourcePlan/MakePlan/DeliverPlanninglinkstheprocessestogetherSupplyChain-theHeartofOpDrivingValueCreationintheSupplyChain‘BeatingtheFade’:continuousinnovationandcostsavingsGrowththrough:makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough:costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements:minimisinginvestmentinplant&equipmentandinventoriesTheseelementstogethercontributemorethan50%ofUnilever’stotalValueCreationDrivingValueCreationintheOrganisationalDevelopmentBusinesshasmoved,andcontinuestomove,towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills,Leadershipcompetencies,andexperienceOrganisationalDevelopmentBusiWhatdoSupplyChainpeopleinUnileverdo?RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles:withstrategicfocusinamoreoperationalenvironment,Rolesinvariouspartsofthesupplychain:Plan–Source–Make–DeliverRoleswhichfocusonthemulti-localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions,e.g.R&D,CustomerManagementRolesinQA,SHEandTechnicalManagementWhatdoSupplyChainpeopleinBuildingSuccessfulCareersFocusesOn:ProcessesandtoolsusedincareerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadthanddepth

ofskillsandexperienceTheimpactofeachindividual’spotentialTheimportanceof

tacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglifeandcareerBuildingSuccessfulCareersFoBuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuildingCareers-KeyPrincipBuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuildingCareers-KeyPrincipTheLeadershipGrowthCompetenciesTheLeadershipGrowthCompetenFocusonGrowth(ineverysense)FocusonGrowth(ineverysensWhatistheLeadershipGrowthProfile?Itis:

AleadingedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusinessAtoolfordevelopmentandassessmentofperformanceByhelpingourleadersgrow,wewillgrowourbusinessApplicabletoeveryoneatWL2andaboveWhatistheLeadershipGrowthWhyweneedtodevelopCompetencies?SUPERIORJOBPERFORMANCECompetenciesKnowledge&SkillsPersonalcharacteristics(values,traits,motives)shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviourTransferableknowledgeandabilities(professionalandgeneral)todoWHATisrequiredbythejobMeasuredbydemonstratedcapabilityWhyweneedtodevelopCompeteWhatareCompetencies?“…underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenrole”skills-whatyouknowhowtodoe.g.makeaneffectivepresentationknowledge-whatyouknowe.g.theoriesofeffectivepresentationselfimage-howyouseeyourselfe.g.publicspeakervalues-whatyouthinkisimportante.g.achievingexcellencetraits-relativelyenduringcharacteristicse.g.self-control‘bigpicture’thinkingmotives-theunconsciousfactorsthatdrivebehaviour;theyareintrinsicallysatisfyingandrewardinge.g.achievementWhatareCompetencies?“…undeTheIcebergModelNecessarybutnotsufficientDistinguisheffectiveperformance}SkillKnowledgeValuesSelf-ImageTraitsMotives}AcquiredcapabilityDeeperseatedtraitsandmotivesAcompetency:anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalperformanceinagivenjob,role,organizationorculture.TheIcebergModelNecessarybutCompetenciesare:

observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjobCompetenciesare:

observablHowwastheLGPdeveloped?Step1:Wasdevelopedbyarigorousresearchprocess:AssessmentofUnilever’sbusinesscontext,thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn-depthresearchof39Unilever‘growth’leadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilever‘growth’leadershipcharacteristicstoaworld-classbenchmarksampleLargeinternationalorganisationsAchievedsubstantialgrowthinownsectorsResult:LGPwasrolledouttoWL6and5in2000HowwastheLGPdeveloped?StepHowwastheLGPdeveloped?Step2:FocusgroupsandinterviewswithWL2,3and4in14countriesaroundtheworldTestedrelevanceandmaderelevantadjustmentsResult:NowrollingouttoallWL2+managersacrossUnileverHowwastheLGPdeveloped?StepHowweretheCriteriaEstablished?OriginalResearchComparedandContrastedTwoGroupsCurrentSuperiorLeadersCurrentOutstandingLeaders“Baseline”CompetenciesBothgroupsshow“Distinguishing”CompetenciesOnlyoutstandingshowHowweretheCriteriaEstablisHowweretheExternalBenchmarksused?ComparedbothgroupstocompetenciesrequiredtomeetthefuturestrategyandagainsttheexternalbenchmarkpopulationExternalbenchmarkof‘worldclass’leadersCurrentSuperiorLeaders“Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEventhebestneed

toshowmoreCurrentOutstandingLeadersHowweretheExternalBenchmarWhatmakesaworld-classleaderofgrowth?World-classleadersofgrowth:DrivenbybiggerambitionanddriveforstepchangeGenerateandencourage‘big’thinkingArehighly‘streetsmart’andsavvyThinkandactoveralongertermperspectiveEnergiseothersforsignificantchangeDemonstrateagreaterfocusonindividuals-developing,empoweringandholdingthemaccountableUsehighlyeffectiveinfluencingstrategiestogainsupport:theyknowhowtoorchestratetheorganisation-colleagues,bosses,theirteamsHowdoesUnilevermeasureup?AlthoughthebestoftheUnileversampledemonstratesthesebehavioursandcreatesgrowthorientatedclimates,weareoftenstillmore‘controllers’than‘enablers’inourleadershipstyle.Wearegood,butweknowwecanbebetterWhatmakesaworld-classleadeHowistheLGPdifferent?Directlyrelatedtoourcurrentbusinessagenda-GrowthExternallybenchmarkedagainstthebestOnesetofcompetenciesforalllevelsCreatesafocusondevelopmentofoutstandingleadersateverylevelItiseasilymodifiedtosupportfuturenewbusinessgoalsAsaresult,LGPwillreplacethe‘EffectiveUnileverManager’competenciesHowistheLGPdifferent?DirecAchievesthroughintegrity,teamworkandlearningSelfConfidentIntegrityTeamCommitmentLearningfromExperiencePossessestheintellectualpowertodeterminedirectionEnsuresthatdirectionismarketdrivenDeliversthroughpeopleActsdecisivelytoimproveperformanceClarityofPurposePracticalCreativityObjectiveAnalyticalPowerMarketOrientationLeadingOthersDevelopingOthersInfluencingOthersEntrepreneurialDriveBuildsCommitmenttoGrowthStrategicInfluencingTeamCommitmentTeamLeadershipDrivesforGrowthSeizingtheFutureChangeCatalystDevelopingSelf&OthersHoldingPeople-AccountableEmpoweringOthersCreatesaGrowthVisionPassionforGrowthBreakthroughThinkingOrganisationalAwarenessSupplyChain-Whatdoesittaketosucceed?LeadershipGrowthCompetenciesAchievesthroughintegrity,teLGP-TheLevelsFourlevels:FoundationalDevelopingGrowthWorldClassExample:PassionforGrowthArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusinessAreambitiousforexcellenceandconstantlysearchforopportunitiestoimprovethebusinessSetchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievetheseTakesignificantentrepreneurialactionandask“whatispossible?”toensuregrowthopportunitiesarerealisedFoundationLevelDevelopingLevelGrowthLevelWorldClassLevelLGP-TheLevelsFourlevels:ArLGP-TheLevels(continued…)BehavioursneededtodemonstrateWorldClassareverystretchingThisreflectsourbusinesstargetsWecan’thavesignificantgrowthwithoutanincrementalshiftinbehaviourBut…..ThesebehavioursarenotbeyondourcapabilitiesWeneedtomakeourpeopledevelopmentahigherpriorityTohelppeopleassesstheirperformanceagainsttheprofile,targetcriteriahavebeenestablishedforeachworklevelLGP-TheLevels(continued…)BPassionforGrowth

DoesthispersonDEMONSTRATEDRIVEBEYONDEXPECTATIONTODELIVERoutstandingresults?

MeasureperformanceagainstinternalandexternalbenchmarksMakespecificchangestoimproveperformance(e.g.re-engineerprocessestobefaster,moreefficient)FocusonraisingqualityandcustomerandconsumersatisfactionStimulateandencourageotherstobringaboutperformanceimprovementforthebusinessCreatestretchingbutachievablegoalstoalignownactivitieswithgrowthinitiativesAimtofindandrealisenewgrowthopportunitiesAlignownactivitiesandgoalswithgrowthinitiativesAimforperformanceexcellencethroughowneffortsStimulategrowthbybringingaboutstepchangeimprovementsAimtomaketheimpossiblepossibleEntrepreneuriallycommitsignificantinvestmentstoreapmajorrewardsDefyconventionalwisdomandinternaloppositiontoachievemajorgrowthCreatenewmarketsbyexploitinggrowthopportunitiesObsesswithgrowthandfocusondeliveringnewwaystogaincompetitiveadvantageAmbitioustohitsettargetsandstandardsDeliveroncommitmentsmadetoothersPersistinovercomingobstaclestosuccessTakefullresponsibilityfordeliveringtheircontributiontothebusinessArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusinessFocusonbusinessimprovementandareambitiousforexcellence,constantlysearchforopportunitiestoimprovethebusinessSetchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievetheseTakesignificantentrepreneurialaction,andask“whatispossible?”toensuregrowthopportunitiesarerealisedFoundationLevelDevelopingLevelGrowthLevelWorldClassLevelOutstandingindividualsradiateaPassionforGrowth,thepersonaldrivethatenablesindividualstogotheextramileindeliveringexcellentperformance.TheyrecognisethateveryonehasacontributiontomaketoensurethatUnileverachievesitsgrowthobjectives.Outstandingindividualsconstantlypushtheboundariesofexcellentbusiness,askbigquestionsaboutwhatispossibleandthentakesignificantentrepreneurialactionovertimetoexpandthehorizonsofthebusiness.Successisthedeliveryofsustainableprofitablegrowth. .NegativeIndicators:Toobusydealingwithimmediate,urgentissuestolookfornewgrowthopportunitiesSettleforthestatusquo-takenoactiontoimprovemediocreperformanceEasilyside-trackedfromimportantgrowthgoalsUnconcernedaboutmissingdeadlinesorfailingtomeetbusinessobjectivesDonottakeresponsibilityforcontributingtogrowthobjectivesLinkswith:OrganisationalAwarenessPassionforGrow