Unilever 2011 Annual Report Download - page 22

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Unilever Annual Report and Accounts 2011 19
Report of the Directors About Unilever
SAFETY IS ESSENTIAL
The health, safety and well-being of everyone working for
or on behalf of Unilever are of the utmost importance to us.
A key measure of progress, set out in the Unilever
Sustainable Living Plan, is our total recordable accident
frequency rate, which counts all employee workplace
accidents except those requiring only simple first aid
treatment. There was a 22.7%† reduction in our total
recordable accident frequency rate in 2011.
† 2011 data is preliminary. It will be independently assured
by the end of June 2012 and reported in the online version
of the Unilever Sustainable Living Plan report 2011 at
www.unilever.com/sustainability.
people who not only have delivered
results, but also have the right values
for our business.
Clear goal-setting
We have changed the way we set goals
for our employees to ensure clear
direction on priorities and
responsibilities. Closer measurement
of performance has allowed us to
introduce more differentiation into
the way we reward people – further
encouraging excellence.
Encouraging learning
In 2011 the Unilever Learning Academy,
established in December 2010, had more
than 128,000 employees registered for
its e-learning and classroom courses,
giving access to over 7,600 training
modules.
Listening to our people
Our 2011 Global People Pulse Survey also
confirmed that we are making progress
in developing a performance culture. 86%
of our managers are ‘proud to say they
worked for Unilever’ and our overall
performance culture index rose by 4%.
CHANGE IN OUR HANDS: TANZANIA
Unilever uses trucks to sell shop-to-shop to retailers
in Tanzania’s capital, Dar es Salaam. When company
driver Issa John Mgumba saw that the sales vehicles
didn’t look the part, he identified the opportunity to
smarten them up, transforming them into a fleet that
he and his colleagues would be proud to drive.
Improvements included enlivening the vehicles with
vinyl stickers – costing just €300 in total – that grab
people’s attention and promote Unilever’s brands.
Small actions like Issa’s all add up to making a big
difference, helping to grow our business wherever we
are. “He feels that he really owns the business with a
real stake in the long-term success of the company,”
said country Customer Development Manager
Martin Kariuki.
CONSTANTLY LOOKING
FOR EFFECTIVE WAYS TO
HELP GROW SALES AND
INCREASE PRIDE IN THE
BUSINESS IS KEY
TO SUCCESS.