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【正文】 ? Increase revenue growth to 5% per annum ? Increase operating margin from 10% to 15% by 2021 ? Deliver an incremental € in operating profit by 2021 Path to Growth identifies what we will do to deliver on our promises to shareholders: Provide Unilever with the platform to deliver sustainable growth UnilevrNote: Figures do not include Bestfoods 100120140160180200Q 4 9 7 Q 1 9 8 Q 2 9 8 Q 3 9 8 Q 4 9 8 Q 1 9 9 Q 2 9 9 Q 3 9 9 Q 4 9 9 Q 1 0 0 Q 2 0 0 Q 3 0 0Unilever Peer Group Unilever Share Price Performance v Peer Group “Shadow” (Based on Quarterly Average Share prices) Why do we need the Path to Growth? The Market is concerned about our ability to execute our strategy Peer Group: Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, Pamp。G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico Unilever Share Price Performance v Peer Group “Shadow” Path to Growth 6 primary strategic thrusts What is our strategy for the Path to Growth? ? u s i n g c o n s u m e r i n s i g h t t od e l i v e r s u p e r i o r c o n s u m e rb e n e f i t s? a s h a r p l y f o c u s e d b r a n dp o r t f o l i o? n e w , a l t e r n a t i v e c h a n n e l s? s i m p l i f y i n g o u r p r o c e s s e sa n d s t r u c t u r e? d r i v i n g s y n e r g i e s a n de f f i c i e n c i e s a c r o s s t h es u p p l y c h a i nC ent ral t o t h is is an E n te r p r i se Cu l tu r e , w h i ch f o st e rs? p as s io n f or w i nning ? c o nnec t e d c reat iv it y ? li berat ing rigou r225。 I n c r e a s e r e v e n u e g r o w t h by 225。 I n c r e a s e o p e r a t i n g m a r g i n byal l o wi n g u s to fo cu s o u r i n vestm en t o nad ver ti si n g an d d ev el o p men tal l o wi n g u s to r ed u ce co sts an di n cr eas e i n vestm en tsWorld Class Supply Chain We aim to: ? Close the gap to world class in supply chain within three years By: ? Establishing a Global Buying programme ? Establishing a world class manufacturing programme Resulting in (approximately): ? 100 fewer manufacturing sites ? €€ billion buying savings by end 2021 ? €€ billion manufacturing savings per annum “The only way to safeguard our position is to perform, to deliver, and to grow our business.” ? Depth and breadth of the Supply Chain Professional Skills ? An excellent overall understanding of the business, it?s processes and their linkages ? Business behaviours ? Outstanding performance Supply Chain What does it take to succeed? The Supply Chain Process Model Plan Source Make Deliver Supply Chain Mission amp。 Strategy Brand Development Brand Development Customer Development Customer Development Suppliers Suppliers Consumers amp。 Customers Consumers amp。 ustomers Information Management Human Resource Management Quality amp。 Business Excellence Finance Management Safety, Health amp。 Environment Technology Management Supply Chain the Heart of Operations ? Plan/Source ? Plan/Make ? Plan/Deliver Planning links the processes together 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 ? Increased margins through: ? cost savings along the supply chain ? overhead cost reduction ? reducing plexity ? Capital efficiency improvements: ? minimising investment in plant amp。 equipment and inventories 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 ? Emergence of Supply Chain process roles ? A career in the Supply Chain requires development of breadth and depth of skills, Leadership petencies, and experience What do Supply Cha
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