【正文】 Customer Management ? 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 Building Careers Key Principles Successful careers are based on outstanding performance founded on skills, petencies and experience Experience Professional Skills Leadership Competencies Performance Building Careers Key Principles Successful careers are based on outstanding performance founded on skills, petencies and experience Experience Professional Skills Leadership Competencies Performance The Leadership Growth Competencies Focus on Growth (in every sense) What is the Leadership Growth Profile? It is : ? A leading edge petency model that focuses on driving growth throughout the business ? 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 Why we need to develop Competencies? SUPERIOR JOB PERFORMANCE Competencies Knowledge 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。 ustomers Information Management Human Resource Management Quality amp。 Strategy Brand Development Brand Development Customer Development Customer Development Suppliers Suppliers Consumers amp。 I n c r e a s e r e v e n u e g r o w t h by 225。? 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 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