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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Increaserevenue growthto5%perannum,Increaseoperatingmargin from10%to 15%by2004,Deliver an incremental,2.7billion in operatingprofitby2004,Path to Growthidentifies whatwewilldotodeliver on ourpromisestoshareholders:,Provide Unilever withthe platform to deliversustainablegrowth,Note:Figures do notinclude Bestfoods,Unilever,Peer Group,UnileverSharePricePerformancev PeerGroup,“,“Shadow”,(BasedonQuarterly AverageShareprices),WhydoweneedthePathtoGrowth?,TheMarket is concernedaboutourabilitytoexecute ourstrategy,Peer Group:,Beiersdorf,Avon,Cadbury,Clorox,CocaCola,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,LOreal,Nestle,P&G,PhilipMorris,ReckittBenckiser,Sara Lee,Shiseido,Pepsico,UnileverSharePricePerformancev PeerGroup,“,“Shadow”,Path to Growth-6 primarystrategic thrusts,What is ourstrategyforthe PathtoGrowth?,WorldClassSupplyChain,Weaimto:,Closethegap to world class in supplychainwithinthreeyears,By:,EstablishingaGlobalBuying programme,Establishingaworldclassmanufacturing programme,Resultingin,(approximately),:,100fewermanufacturingsites,1.6billion buyingsavings by end2002,0.5billion manufacturingsavingsperannum,“The onlyway to safeguardourpositionisto,perform,to,deliver,andto,grow,ourbusiness.”,DepthandbreadthoftheSupply Chain ProfessionalSkills,Anexcellentoverallunderstandingofthebusiness,it,sprocessesandtheirlinkages,Businessbehaviours,Outstandingperformance,SupplyChain-Whatdoesittaketosucceed?,TheSupplyChainProcessModel,Plan,Source,Make,Deliver,Supply Chain Mission&Strategy,Brand Development,Brand Development,Customer,Development,Customer,Development,Suppliers,Suppliers,Consumers,&,Customers,Consumers,&,Customers,Information Management,Human Resource Management,Quality&Business Excellence,Finance Management,Safety,Health&Environment,Technology Management,SupplyChain-theHeartofOperations,Plan,/Source,Plan,/Make,Plan,/Deliver,Planning,linkstheprocessestogether,DrivingValueCreationintheSupplyChain,BeatingtheFade:,continuousinnovationandcostsavings,Growththrough:,makingnewproductsavailable,improveddistribution,bettercustomerservice,Increasedmarginsthrough:,costsavingsalongthesupplychain,overheadcostreduction,reducingcomplexity,Capitalefficiencyimprovements:,minimisinginvestmentinplant&equipmentandinventories,Theseelementstogethercontributemorethan50%ofUnilever,stotalValueCreation,OrganisationalDevelopment,Businesshasmoved,andcontinuestomove,towardsprocessmanagement,EmergenceofSupplyChainprocessroles,AcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills,Leadershipcompetencies,andexperience,WhatdoSupplyChainpeopleinUnileverdo?,Rolesindifferentpartsoftheorganisation,factories,regionalsupplychains,businessgroups,corporatecentre,Roles:,withstrategicfocus,inamoreoperationalenvironment,Rolesinvariouspartsofthesupplychain:Plan,SourceMake,Deliver,Roleswhichfocuson,themulti-localaspectsofthebusinessatanationalorregionallevel,themultinationalaspects,Rolesinrelatedprofessions,e.g.R&D,CustomerManagement,RolesinQA,SHEandTechnicalManagement,BuildingSuccessfulCareersFocusesOn:,Processesandtoolsusedincareerdevelopment,Keycareerbuildingblocks,Careerphases,Theneedforbreadthanddepthofskillsandexperience,Theimpactofeachindividualspotential,Theimportance oftacticalandstrategiccareer planning,Theneedforaglobalperspective,Planninglifeandcareer,BuildingCareers-Key Principles,Successful careers are basedonoutstandingperformancefoundedon skills,competenciesandexperience,Experience,Professional,Skills,Leadership,Competencies,Performance,BuildingCareers-Key Principles,Successful careers are basedonoutstandingperformancefoundedon skills,competenciesandexperience,Experience,Professional,Skills,Leadership,Competencies,Performance,The LeadershipGrowth Competencies,Focuson Growth(ineverysense),Whatis the Leadership GrowthProfile?,It is:,A leadingedgecompetencymodel that focuseson drivinggrowth throughout the business,A tool fordevelopment and assessment ofperformance,By helpingourleaders grow,we will grow ourbusiness,Applicableto everyone atWL2and above,Why we need todevelop Competencies?,SUPERIOR JOB PERFORMANCE,Competencies,Knowledge&Skills,Personal characteristics(values,traits,motives)shaping HOW the jobis undertaken,Measured by clearlyobservablebehaviour,Transferable knowledge and abilities(professionalandgeneral)to doWHATis required bythe job,Measured by demonstratedcapability,Whatare Competencies?,“underlyingcharacteristicsthataredirectly related tosuperior performancein agiven role”,skills-what you know how todo e.g.make aneffectivepresentation,knowledge-what youknowe.g.theoriesof effective presentation,selfimage-how youseeyourself e.g.publicspeaker,values-what you think is important e.g.achieving excellence,traits-relativelyenduring characteristicse.g.self-control big picture,thinking,motives -theunconscious factorsthatdrivebehaviour;they areintrinsicallysatisfyingandrewardinge.g.achievement,TheIcebergModel,Necessarybut,notsuffic
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