Unilever 2009 Annual Report Download - page 18

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A diverse team for the widest range of consumers
An important part of developing the Unilever
workforce of the future is diversity. We need
a diverse team – across gender, nationality, race,
creed, culture – to be able to connect with the
widest range of consumers and to take our
performance to a higher level.
We are already making progress. Our Board of
Directors comprises six nationalities and the nine
members of the Unilever Executive team come
from six different countries. This combination
delivers a wealth of experience in emerging
markets which is critical to our future
business success.
In terms of gender, the number of women in
senior positions has increased. For example, the proportion
of women now at vice president level has gone up by around
one third since 2007. For more on diversity, see page 28.
A place to succeed
As important as development programmes and organisational
structures is having a performance culture that rewards people
and teams who deliver. Only by inspiring our people and
motivating them to succeed will we deliver our growth ambition.
People, integrity and values have always been central to
Unilever, and will continue to be so. But within that context
we are determined to become faster, more focused and more
competitive. In 2009 we updated some of our performance
management tools, for example introducing a global performance
and talent management system.
Measuring cultural change is an inexact science, but we put
great effort into engaging with employees to find out whether
they understand the company’s vision and their role within it,
what their views are about Unilever, and what they believe
needs to change for us to achieve our ambitions. In 2009 we
began an employee engagement programme that will ensure
employees are involved in Unilever’s vision and plans for
the future.
and more @ www.unilever.com/WFP
As part of Unilever’s partnership with the World Food Programme
(WFP), 12 student interns are recruited each year to help run WFP’s school
feeding programme in developing countries. It isn’t just the local children
who benefit, or the students, who learn valuable life skills. While there
is no requirement for interns to talk about Unilever, it is inevitable that
they will when telling their friends about their experiences – and most
of the time it is positive. In today’s world of blogging and texting, there
is no better way to spread the word.
Case study: World Food Programme
Judged by
our actions
Competing for the best graduates is
a tough job in today’s market. Often
they demand to know more about
a company’s social and environmental
impact on the world. On campus,
companies bombard graduates with
messages about how ethical they are.
But how many really do more than
write a cheque each year?
She’s got the love
Marmite brand manager
Cheryl Calverley scooped
the Marketing Society’s
Young Marketer of the
Year award in the UK for
her success in re-engaging
the ‘love it or hate it’ brand
with young consumers.
Unilever Annual Report and Accounts 2009 15