Unilever 2015 Annual Report Download - page 32

LEARNIN
Unlever operates n hghly compettve
markets so recrutng, retanng and
developng sklled people are crtcal
Our sklls need to algn to our strategy so
revenues grow and productvty mproves
whle our people grow professonally
To acheve ths we mproved and sharpened
our learnng strategy n 2015 A prorty
was to delver the rght learnng at the rght
tme n a form easy to use wherever and
whenever needed
Our learnng materal also needs to keep
pace wth the changng nature of workng
lfe where offce-based work s a constantly
changng envronment whle many of our
people are on the move, workng through
moble devces At the same tme, sklls
need updatng ever more rapdly so our
learnng strategy must delver professonal
educaton that s moble, engagng, easy
to consume and on-demand
To acheve ths we launched the Learnng
Hub n late 2015 whch hosts all Unlever’s
learnng content We want to brng together
all busness, leadershp and functonal
sklls n a sngle framework wth all sklls
clearly algned to our busness strategy
Extensve nternal and external research
has dentfed sx busness sklls that are
crucal to Unlever n the 21st century
and wll enable everyone to fulfl ther
potental and create mportant compettve
advantages for the roup The content has
been refreshed, ratonalsed and made
more relevant wth user revews supportng
a renewed focus on qualty
New moble-enabled content wll be
developed further durng 2016 The Hub
uses dgtal technology and collaboratve
tools to meet the demands of modern,
multlngual workng
But we are not restrcted to our own
nternal approach Our leadershp
development ncludes a consortum
programme where we partner wth
the world’s leadng establshments
The consortum programme s one way
that we brng the learnng outsde-n,
to nvte our supplers, customers and
lke-mnded companes to learn together
We selected topcs and programmes
whch, when learnt together wth external
partes, enrch the learnng process
These ncluded Women Leadershp,
Learnng Professonals Program (IMD),
Sustanablty (ambrdge n 2014 and
INSEAD n 2015), Asan Leaders (IMD
n 2016) and developng Asan Fnance
Talents (TMS Academy and Wharton
n 2016) We have already ncluded some
programmes n the Four Acres currculum
Wthn Unlever, our supply chan s where
the bulk of Unlever’s people work and
so s a bg focus for our tranng actvty
Ths number of people requres us to
focus on self-drected learnng va the
use of effectve systems and core sklls
currcula Ths year we have updated
the Learnng Management System and
all the core currcula, whch cover over
1,300 ndvdual onlne courses
Our face-to-face tranng stll plays a key
role Here we drve sklls that develop deep
functonal understandng, wth more than
15 new programmes beng developed
across the whole of our supply chan,
ncludng Procurement, Plannng and
Logstcs We use WebEx extensvely and
specfcally on more general supply chan
tranng, havng reached more than 30%
of our supply chan management team
We also use face-to-face programmes to
drve professonal supply chan leadershp
development and have run programmes
that cover the senor leadershp teams n
more than 60 of our factores globally
We have further strengthened our
Manufacturng Tranng programme wth the
mplementaton of a new system specfcally
to manage the drvng of manufacturng
sklls of blue collar staff as part of our World
lass Manufacturng programme
OUR SAFETY REORD
Based on our Vson Zero strategy we
updated our msson n 2015 to buld
an nterdependent safety culture that
protects the well-beng of our employees,
vstors, contractors and assets to help
delver responsble growth We also
rolled out our Motor On Moble Off
campagn whch bans the use of moble
devces – hands-free and hand-held
– whle drvng on company busness
In our supply chan n 2015, we began
ntegratng our behavoural-based
BeSafE safety programme and World
lass Manufacturng (WM) methodology
Ths provded the opportunty for the
safety and manufacturng teams to work
more closely n delverng contnuous
safety mprovement n full algnment wth
WM It also allowed us to combne the
best elements from both BeSafE and
WM to create a stronger safety
programme overall and ensure the hghest
level of safety and accountablty for our
manufacturng teams We also apponted a
dedcated process and constructon safety
drector to focus on large-scale rsks
Unlever reports safety data from October
to September Our Total Recordable
Frequency Rate (TRFR) from 1 October
2014 to 30 September 2015 ncreased to
112 accdents per 1 mllon hours worked,
up from 105 n 2014 There are three man
reasons for ths ncrease Frstly, safe
travel ncdents, whch s an area of focus
for the roup followng the ntroducton
of the global Safe Travel standard Safe
travel ncdents are recordable events
that occur on the roads when our
employees drve desgnated vehcles on
company tme or busness and have a
collson wth other road users, anmals
or statonary obects Secondly, the
acquston of new companes wth
dfferent safety cultures Thrdly, a maor
transformaton proect that nvolved the
closng down of stes n the US
29Unilever Annual Report and Accounts 2015 Strategic Report