Unilever 2013 Annual Report Download - page 17

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OUR
PEOPLE
V
A
L
U
E
S
&
P
E
R
F
O
R
M
A
N
C
E
C
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L
T
U
R
E
O
R
G
A
N
I
S
A
T
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N
A
G
I
L
E
F
L
E
X
I
B
L
E
D
I
V
E
R
S
E
C
A
P
A
B
I
L
I
T
Y
&
L
E
A
D
E
R
S
H
I
P
INNOVATION +
MARKETING
INVESTMENT
PROFITABLE
VOLUME
GROWTH
COST
LEVERAGE +
EFFICIENCY
58%
male
42%
female
The percentage of persons of
each sex who were Unilever
managers.
2012: 60% male, 40% female
78%
Overall engagement score among
managers who participated in our
Global People Survey in 2013.
2012: 73%
NO.1
in
26
countries
Fast-moving consumer
goods employer of choice
among students.
2012: No.1 in 20 countries
We believe that talent will determine
our ability to become an €80 billion
business. Every day, our people are
working hard to make us more competitive
and to achieve our Vision of doubling the
size of our business while reducing our
environmental footprint and increasing
our positive social impact. We are
determined that everything we do has
openness, diversity and inclusion at its
heart. It is only by helping all our people
to be the best they can be that we can
reach our own objectives.
APABILITY AND
LEADERSHIP
To acheve our Vson, we need to contnue
to buld a talented workforce We beleve
that the Unlever Sustanable Lvng Plan
(USLP) s one of the reasons why our
attractveness as a potental employer
s at an all-tme hgh – as well as helpng
to energse our own people
In 2013, we were rated the thrd most
n-demand employer by busness socal
network LnkedIn, behnd only oogle
and Apple And on Facebook, our global
careers page contnues to spral wth over
500,000 ‘lkes’, up from 110,000 n 2012
We were named fast-movng consumer
goods (FM) employer of choce among
students n 26 countres and number fve
n the Hay roup’s Best ompanes for
Leaders, movng up from tenth n 2011/2012
We also scored top spot n both Europe
and Latn Amerca, and came thrd n Asa
And our Made By You campagn, whch has
sustanable lvng at ts heart, s makng us
a more attractve employer to graduates
Ths external recognton s encouragng
and has a clear busness beneft n
helpng us grow our talent
HAMPIONIN TALENT
We beleve that nurturng talent wll be
the determnng factor n our ablty to
double the sze of our busness Our
leadershp and development programmes
are helpng all our people to be the best
they can be, rrespectve of level or role,
from growng functonal sklls lnked to
our busness strategy and prortes, to
leadershp sklls for now and the future
For example, more than 600 people from
our Personal are category have been
traned n fve key capabltes essental
to excellence n Personal are marketng
In our manufacturng operatons we ntend
to tran 90,000 employees n techncal
capabltes and n dfferent functons so
they can work across the factory And our
leaders are playng a prmary role n
champonng talent
The Four Acres Learnng and Leadershp
entre n Sngapore opened n 2013
wth a global leadershp programme
We know that the role and requrements
of leadershp must adapt as the world
changes, so we tasked a global steerng
board to dscuss what attrbutes a leader
wll need n 2020 Teams of young Unlever
leaders took part and agreed sx
leadershp prncples – purpose at
the centre, encrcled by authentcty,
adaptablty, reslence, systemc
thnkng and results orentaton
14 Unlever Annual Report and Accounts 2013Strategc report
OUR
PEOPLE
DIVERSITY KPI ENAEMENT KPI EMPLOYER OF HOIE