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Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental€2.7billioninoperatingprofitby2004PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:ProvideUnileverwiththeplatformtodeliversustainablegrowthNote:FiguresdonotincludeBestfoods管理资源吧（），提供海量管理资料免费下载！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”管理资源吧（），提供海量管理资料免费下载！PathtoGrowth--6primarystrategicthrusts管理资源吧（），提供海量管理资料免费下载！WhatisourstrategyforthePathtoGrowth?管理资源吧（），提供海量管理资料免费下载！WorldClassSupplyChainWeaimto:ClosethegaptoworldclassinsupplychainwithinthreeyearsBy:EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin(approximately):100fewermanufacturingsites€€1.6billionbuyingsavingsbyend2002€€0.5billionmanufacturingsavingsperannum管理资源吧（），提供海量管理资料免费下载！“Theonlywaytosafeguardourpositionistoperform,todeliver,andtogrowourbusiness.”管理资源吧（），提供海量管理资料免费下载！DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness,it’sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformanceSupplyChain-Whatdoesittaketosucceed?管理资源吧（），提供海量管理资料免费下载！TheSupplyChainProcessModelPlanSourceMakeDeliverSupplyChainMission&StrategyBrandDevelopmentBrandDevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformationManagementHumanResourceManagementQuality&BusinessExcellenceFinanceManagementSafety,Health&EnvironmentTechnologyManagement管理资源吧（），提供海量管理资料免费下载！SupplyChain-theHeartofOperationsPlan/SourcePlan/MakePlan/DeliverPlanninglinkstheprocessestogether管理资源吧（），提供海量管理资料免费下载！DrivingValueCreationintheSupplyChain‘BeatingtheFade’:continuousinnovationandcostsavingsGrowththrough:makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough:costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements:minimisinginvestmentinplant&equipmentandinventoriesTheseelementstogethercontributemorethan50%ofUnilever’stotalValueCreation管理资源吧（），提供海量管理资料免费下载！OrganisationalDevelopmentBusinesshasmoved,andcontinuestomove,towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills,Leadershipcompetencies,andexperience管理资源吧（），提供海量管理资料免费下载！WhatdoSupplyChainpeopleinUnileverdo?RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles:withstrategicfocusinamoreoperationalenvironment,Rolesinvariouspartsofthesupplychain:Plan–Source–Make–DeliverRoleswhichfocusonthemulti-localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions,e.g.R&D,CustomerManagementRolesinQA,SHEandTechnicalManagement管理资源吧（），提供海量管理资料免费下载！BuildingSuccessfulCareersFocusesOn:ProcessesandtoolsusedincareerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadthanddepth

ofskillsandexperienceTheimpactofeachindividual’spotentialTheimportanceof

tacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglifeandcareer管理资源吧（），提供海量管理资料免费下载！BuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance管理资源吧（），提供海量管理资料免费下载！BuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance管理资源吧（），提供海量管理资料免费下载！TheLeadershipGrowthCompetencies管理资源吧（），提供海量管理资料免费下载！FocusonGrowth(ineverysense)管理资源吧（），提供海量管理资料免费下载！WhatistheLeadershipGrowthProfile?Itis:

AleadingedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusinessAtoolfordevelopmentandassessmentofperformanceByhelpingourleadersgrow,wewillgrowourbusinessApplicabletoeveryoneatWL2andabove管理资源吧（），提供海量管理资料免费下载！WhyweneedtodevelopCompetencies?SUPERIORJOBPERFORMANCECompetenciesKnowledge&SkillsPersonalcharacteristics(values,traits,motives)shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviourTransferableknowledgeandabilities(professionalandgeneral)todoWHATisrequiredbythejobMeasuredbydemonstratedcapability管理资源吧（），提供海量管理资料免费下载！WhatareCompetencies?“…underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenrole”skills-whatyouknowhowtodoe.g.makeaneffectivepresentationknowledge-whatyouknowe.g.theoriesofeffectivepresentationselfimage-howyouseeyourselfe.g.publicspeakervalues-whatyouthinkisimportante.g.achievingexcellencetraits-relativelyenduringcharacteristicse.g.self-control‘bigpicture’thinkingmotives-theunconsciousfactorsthatdrivebehaviour;theyareintrinsicallysatisfyingandrewardinge.g.achievement管理资源吧（），提供海量管理资料免费下载！TheIcebergModelNecessarybutnotsufficientDistinguisheffectiveperformance}SkillKnowledgeValuesSelf-ImageTraitsMotives}AcquiredcapabilityDeeperseatedtraitsandmotivesAcompetency:anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalperformanceinagivenjob,role,organizationorculture.管理资源吧（），提供海量管理资料免费下载！Competenciesare:

observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjob管理资源吧（），提供海量管理资料免费下载！HowwastheLGPdeveloped?Step1:Wasdevelopedbyarigorousresearchprocess:AssessmentofUnilever’sbusinesscontext,thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn-depthresearchof39Unilever‘growth’leadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilever‘growth’leadershipcharacteristicstoaworld-classbenchmarksampleLargeinternationalorganisationsAchievedsubstantialgrowthinownsectorsResult:LGPwasrolledouttoWL6and5in2000管理资源吧（），提供海量管理资料免费下载！HowwastheLGPdeveloped?Step2:FocusgroupsandinterviewswithWL2,3and4in14countriesaroundtheworldTestedrelevanceandmaderelevantadjustmentsResult:NowrollingouttoallWL2+managersacrossUnilever管理资源吧（），提供海量管理资料免费下载！HowweretheCriteriaEstablished?OriginalResearchComparedandContrastedTwoGroupsCurrentSuperiorLeadersCurrentOutstandingLeaders“Baseline”CompetenciesBothgroupsshow“Distinguishing”CompetenciesOnlyoutstandingshow管理资源吧（），提供海量管理资料免费下载！HowweretheExternalBenchmarksused?ComparedbothgroupstocompetenciesrequiredtomeetthefuturestrategyandagainsttheexternalbenchmarkpopulationExternalbenchmarkof‘worldclass’leadersCurrentSuperiorLeaders“Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEventhebestneed

toshowmoreCurrentOutstandingLeaders管理资源吧（），提供海量管理资料免费下载！Whatmakesaworld-classleaderofgrowth?World-classleadersofgrowth:DrivenbybiggerambitionanddriveforstepchangeGenerateandencourage‘big’thinkingArehighly‘streetsmart’andsavvyThinkandactoveralongertermperspectiveEnergiseothersforsignificantchangeDemonstrateagreaterfocusonindividuals-developing,empoweringandholdingthemaccountableUsehighlyeffectiveinfluencingstrategiestogainsupport:theyknowhowtoorchestratetheorganisation-colleagues,bosses,theirteamsHowdoesUnilevermeasureup?AlthoughthebestoftheUnileversampledemonstratesthesebehavioursandcreatesgrowthorientatedclimates,weareoftenstillmore‘controllers’than‘enablers’inourleadershipstyle.Wearegood,butweknowwecanbebetter管理资源吧（），提供海量管理资料免费下载！HowistheLGPdifferent?Directlyrelatedtoourcurrentbusinessagenda-GrowthExternallybenchmarkedagainstthebestOnesetofcompetenciesforalllevelsCreatesafocusondevelopmentofoutstandingleadersateverylevelItiseasilymodifiedtosupportfuturenewbusinessgoalsAsaresult,LGPwillreplacethe‘EffectiveUnileverManager’competencies管理资源吧（），提供海量管理资料免费下载！Achievesthroughintegrity,teamworkandlearningSelfConfidentIntegrityTeamCommitmentLearningfromExperiencePossessestheintellectualpowertodeterminedirectionEnsuresthatdirectionismarketdrivenDeliversthroughpeopleActsdecisivelytoimproveperformanceClarityofPurposePracticalCreativityObjectiveAnalyticalPowerMarketOrientationLeadingOthersDevelopingOthersInfluencingOthersEntrepreneurialDriveBuildsCommitmenttoGrowthStrategicInfluencingTeamCommitmentTeamLeadershipDrivesforGrowthSeizingtheFutureChangeCatalystDevelopingSelf&OthersHoldingPeople-AccountableEmpoweringOthersCreatesaGrowthVisionPassionforGrowthBreakthroughThinking

OrganisationalAwarenessSupplyChain-Whatdoesittaketosucceed?LeadershipGrowthCompetencies管理资源吧（），提供海量管理资料免费下载！LGP-TheLevelsFourlevels:FoundationalDevelopingGrowthWorldClassExample:PassionforGrowthArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusinessAreambitiousforexcellenceandconstantlysearchforopportunitiestoimprovethebusinessSetchallenginggrowth

goalsforthemselvesandothersandputintoplaceplanstoachievetheseTakesignificantentrepreneurialactionandask“whatispossible?”toensuregrowthopportunitiesarerealisedFoundationLevelDevelopingLevelGrowthLevelWorldClassLevel管理资源吧（），提供海量管理资料免费下载！LGP-TheLevels(continued…)BehavioursneededtodemonstrateWorldClassareverystretchingThisreflectsourbusinesstargetsWecan’thavesignificantgrowthwithoutanincrementalshiftinbehaviourBut…..ThesebehavioursarenotbeyondourcapabilitiesWeneedtomakeourpeopledevelopmentahigherpriorityTohelppeopleassesstheirperformanceagainsttheprofile,targetcriteriahavebeenestablishedforeachworklevel管理资源吧（），提供海量管理资料免费下载！PassionforGrowth

DoesthispersonDEMONSTRATEDRIVEBEYONDEXPECTATIONTODELIVERoutstandingresults?

MeasureperformanceagainstinternalandexternalbenchmarksMakespecificchangestoimproveperformance(e.g.re-engineerprocessestobefaster,moreefficient)FocusonraisingqualityandcustomerandconsumersatisfactionStimulateandencourageotherstobringaboutperformanceimprovementforthebusinessCreatestretchingbutachievablegoalstoalignownactivitieswithgrowthinitiativesAimtofindandrealisenewgrowthopportunitiesAlignownactivitiesandgoalswithgrowthinitiativesAimforperformanceexcellencethroughowneffortsStimulategrowthbybringingaboutstepchangeimprovementsAimtomaketheimpossiblepossibleEntrepreneuriallycommitsignificantinvestmentstoreapmajorrewardsDefyconventionalwisdomandinternaloppositiontoachievemajorgrowthCreatenewmarketsbyexploitinggrowthopportunitiesObsesswithgrowthandfocusondeliveringnewwaystogaincompetitiveadvantageAmbitioustohitsettargetsandstandardsDeliveroncommitmentsmadetoothersPersistinovercomingobstaclestosuccessTakefullresponsibilityfordeliveringtheircontributiontothebusinessArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusinessFocusonbusinessimprovementandareambitiousforexcellence,constantlysearchforopportunitiestoimprovethebusinessSetchallenginggrowth

goalsforthemselvesandothersandputintoplaceplanstoachievetheseTakesignificantentrepreneurialaction,andask“whatispossible?”toensuregrowthopportunitiesarerealisedFoundationLevelDevelopingLevelGrowthLevelWorldClassLevelOutstandingindividualsradiateaPassionforGrowth,thepersonaldrivethatenablesindividualstogotheextramileindeliveringexcellentperformance.TheyrecognisethateveryonehasacontributiontomaketoensurethatUnileverachievesitsgrowthobjectives.Outstandingindividualsconstantlypushtheboundariesofexcellentbusiness,askbigquestionsaboutwhatispossibleandthentakesignificantentrepreneurialactionovertimetoexpandthehorizonsofthebusiness.Successisthedeliveryofsustainableprofitablegrowth.

.NegativeIndicators:Toobusydealingwithimmediate,urgentissuestolookfornewgrowthopportunitiesSettleforthestatusquo-takenoactiontoimprovemediocreperformanceEasilyside-trackedfromimportantgrowthgoalsUnconcernedaboutmissingdeadlinesorfailingtomeetbusinessobjectivesDonottakeresponsibilityforcontributingtogrowthobjectivesLinkswith:OrganisationalAwareness管理资源吧（），提供海量管理资料免费下载！LGPGuidelinecriteriaforworklevelsWL6MeetsWL4targetandhasatleastoneWorldClasscompetencyineachclusterWL5MeetsWL4targetandhasoneWorldClasscompetencyineachoftwoclustersWL4WL3WL2TwoineachclusteratGrowthincludingoneofSeizingtheFutureandChangeCatalystandoneotherfromthesameclusterNonegativeindicatorsMostcompetenciesatDevelopinglevel.AtleastonecompetencyineachclusteratGrowthlevel

MorecompetenciesatDevelopinglevelthanatFoundation管理资源吧（），提供海量管理资料免费下载！UsingtheLGPandCompetenciesTalentManagementCoaching&MentoringRewardforGrowthRankingListingPDP/DevelopmentLeadershipGrowthProfile管理资源吧（），提供海量管理资料免费下载！WherehasLGPbeenusedsofar?Alreadyusedfor:AssessmentofallWL5andWL6PersonaldevelopmentplanningforWL5/6ExecutiveselectionOneelementofWL4assessmentinUnilever/Bestfoodsmerger管理资源吧（），提供海量管理资料免费下载！GoingForward-FutureUsesofLGPTheLGPwillbeusedin:PDP-inallorganisationsforWL2andaboveby2002/2003PDPcycleIndividualperformanceandcapabilitywillbeassessedagainsttheLGPcompetenciesbasedonprevious2-3years’dataSelf-assessmentandpersonaldevelopmentplanningListingRankingforWL4(othersmayfollow)Assessment,selectionandrecruitmentofallpostsatGraduatelevelandabove管理资源吧（），提供海量管理资料免费下载！NextStepsforyouAccessthe‘HowgoodcanIbe?’documentontheHRwebsite[address]tounderstandthemodel,thecompetencieswithinitandhowtousethemodelStudythetargetcriteriaforyourroleandworklevelinthedocumentConsideryourstrengthsanddevelopmentneedsagainstthemodelWorkwithyourmanagerandyouremployees(eitherinthePDPprocessorindependently)toidentifycriticalgapstoclose-andbuildandimplementanactionplan管理资源吧（），提供海量管理资料免费下载！BuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance管理资源吧（），提供海量管理资料免费下载！SupplyChainProfessionalSkillsJobSkillsProfileAbilitiestodothejobwellnow+future.PersonSkillsProfileMycurrentabilities.DifferencePersonalDevelopmentPlanGAPANALYSIS管理资源吧（），提供海量管理资料免费下载！2.IntegratedSupplyChainModellingandDesignIntegrated/Collaborative

SupplyChainPlanningOperationalPlanning&ForecastingMaterialsManagementSupplyIntelligence&Strategy

DevelopmentContractAgreement/Arrangement

&ManagementIntegratingSupplierValueintotheBusinessDrivingProduction

PerformanceImprovementInfluencing&ImplementingProduct

&ProcessInnovationMaintenance&ProjectEngineeringCustomerServiceDevelopment

&ManagementWarehousingandDistribution

ManagementChannelLogisticsDevelopmentTheNewSkillsFrameworkforSupplyChainPlanMakeDeliverSourceKeyGeneralBusinessEconomicsNegotiation&InfluencingSupportingSustainableDevelopmentUsingInformationTechnologyPeopleManagementProjectManagement(HR)EmployeeRelationsR&DDevelopmentSkills1.ExtendedSupplyChainStrategyDevelopment&Deployment3.Supplier(&Contractor)Relationship 4.Developing&Implementing/EconomicManagement SupplyChainInnovation6.ManagingQuality,Safety(&Environment) 5.Formulation,Process& PackagingKno