Unilever was formed in 1930 through the merger of Margarine Unie and Lever Brothers. It maintains a dual-headed legal structure with Unilever NV in the Netherlands and Unilever PLC in the UK. The company has over 163,000 employees in more than 170 countries. Unilever focuses on personal care, home care, refreshment, and food products and has many leading brands. It aims to grow its business while reducing its environmental impact through sustainability initiatives.

1. UNILEVER
RANJAN E RAJAN

2. About Unilever

3. Unilever was formed in 1930 from two
companies: Margarine Unie and Lever
Brothers.
Legal structure and governance
Margarine Unie
(Netherlands)
Lever Brothers
(UK)
● It was a full business merger, operating
as a single business entity.
● Two separate legal parent companies
have been maintained:
o Unilever NV (Netherlands) and
Unilever PLC (UK).
● This works through an equalisation
agreement and other contracts between
the two companies.

4. Board of Directors
Chairman
Michael
Treschow
Paul Polman
Chief
Executive
Officer
Jean-Marc
Huët
Chief Financial
Officer
Executive
Directors
Non-Executive
Directors
The Rt Hon
The Lord Brittan of
Spennithorne QC, DL
Wim Dik Louise
Fresco
Ann Fudge Charles
Golden
Byron Grote
Narayana
Murthy
Hixonia
Nyasulu
Kees Storm Jeroen van
der Veer
Paul Walsh

5. Structure

6. Unilever is one of the world’s leading
suppliers of fast-moving consumer
goods. We aim to provide people the
world over with products that are
good for them and good for others.
Creating a better future every day

7. Our vision
● We work to create a better future
every day.
● We help people feel good, look
good and get more out of life
with brands and services that are
good for them and good for
others.
● We will inspire people to take small
everyday actions that can add up
to a big difference for the world.
● We will develop new ways of
doing business that will allow us to
double the size of our company
while reducing our environmental
impact.

8. Fast facts
163,000
employees
at the end of
the year
20 nationalities
among our top tier
managers
More than 170
countries in which
our products are
sold
264 manufacturing
sites worldwide
€891 million invested
in R&D worldwide
€89 million
invested in
community
programmes
worldwide

9. Performance

10. Scale and geographic reach
The Americas
€13 billion turnover
4.2% underlying sales
growth
32.3% of group turnover
AAC
€15 billion turnover
7.7% underlying sales
growth
37.4% of group turnover
Western Europe
€12 billion turnover
-1.9% underlying sales
growth
30.3% of group turnover
2013 turnover €49.8 billion

11. Strategic Focus

12. Our deep roots in local cultures and markets around the world give us our strong
relationship with consumers and are the foundation for our future growth. We
will bring our wealth of knowledge and international expertise to the service
of local consumers – a truly multi-local multinational.
Our long-term success requires a total commitment to exceptional standards of
performance and productivity, to working together effectively, and to a
willingness to embrace new ideas and learn continuously.
To succeed also requires, we believe, the highest standards of corporate behaviour
towards everyone we work with, the communities we touch, and the
environment on which we have an impact.
This is our road to sustainable, profitable growth, creating long-term value for
our shareholders, our people, and our business partners.
Corporate purpose

13. Categories,
Brands and Regions

14. Unilever’s portfolio
of categories
Leading category
positions
Ice Cream &
Beverages
Personal Care
Homecare
Savoury,
Dressings
& Spreads
Strong category positions

15. Top 25 brands =
almost 75% of Unilever’s
sales*.
* As at end 2009
Big global brands

16. Innovation

17. Unilever is a world leader in
research and development
(R&D).
Innovation driving growth
● €891 million invested in R&D in
2009
● At least 250 new patent
applications filed each year
● A portfolio of more than 20,000
patents and patent applications

19. Different aspects makeup Talent Management
within Unilever:
1.Some aspects are focused on the individual:
a. Recruitment & Selection
b. Learning & Development
c. Performance Management Wheel
2. Some aspects are focused at managing talent
across an organization:
• These are discussed in FRC’s or Functional
Resource Committees
TALENT MANAGEMENT

20. Most of all talent management processes are web-enabled, and
are linked to PeopleSoft
Talent management process E-tool
• Recruitment (internal & external) VURV
• Learning LMS
• Goal setting, Performance evaluations,
• Performance Ratings, Succession planning,
high potential listing PDP online system
• Reward e-Reward system

21. • Unilever invest highly invest in management trainees in
order to build a robust talent pipeline
• Unilever Future Leaders Programme
Key areas:
– Attraction
– Selection
– Development
– Performance & Reward
Develop Young Talents

22. Recruitment administration:
– has been outsourced to Accenture –internally it’s Unilever
Peoplelink.
•Rationale of outsourcing:
– Hiring Manager to focus on those elements where he can really add
value, and Unilever Peoplelink does the rest…
•Role of hiring manager:
–Set up the vacancy text, hold interviews with shortlisted candidates,
decide who gets the job
•Role of Unilever Peoplelink
– Act as link between candidate, hiring manager, sourcing partners
(e.g. Recruitment agencies) and follow-up the whole process
–Screen candidates, hold telephone interview, extend job offer &
contract
Recruitment & Selection

23. Recruitment:
• Via Campus Manager Approach :
How ?
Current trainee acts as Campus Manager (i.e. is responsible
for attracting young graduates of a specific campus)
• Where ?
In Target Cities / Specific Groups (diversity) / Events
• When ?
2 starting moments: 1 March & 1 September
Recruitment & Selection for UFLP

24. • CV & Motivation letter screening
• Numerical & Logical reasoning test online
• Telephone interview on SOL competencies & motivation
• Assessment centre with World leaders as assessors
Selection Process UFLP

25. Unilever Aims to develop people on3 different sets of skills:
1.General Skills
a Catalogue exists of all general skills trainings we offer, and
which are delivered in the most appropriate way(e-learning,
virtual classroom learning, classroom learning, etc.)
2.Professional Skills
Each function has an Academy -e.g.. Unilever Marketing Academy
develops programmes specifically for marketers, at each level of
their career
3.Leadership Skills
High Potential Leadership programmes exist for High Potentials at
each work level within Unilever
• The development needs of an individual is discussed using the
Individual Development Planning (IDP)
Learning & Development

27. The IDP informs which development activities are to be taken
- those that are a formal training are captured & viewable in
their online Learning Passport
•This Passport separates learning needs into 3 categories:
Mandatory trainings
Recommended trainings
and Elective trainings
My Passport programme

28. Performance Management Wheel

29.  Goal setting, or Setting your 3+1 (3 key work plan goals + 1
key development plan goal)
• Goal setting is first step in the annual Performance &
Development Planning (PDP)
Goal Setting

30.  Discuss your long term Individual Development Plan (IDP)
with your line manager; use this as input for your short term
development plan goal
 Using the passport plan effectively
Learning & Development Plans

31.  A mid-year review manager (review 3+1, SOLs, core job
responsibilities) and record outcome of review in the PDP
system
• An End-of-Year discussion with manager (final review of 3+1,
SOLs, core job responsibilities) and record outcome of review
in the PDP system
• Based on your performance regarding your 3+1, SOLs, and
core job responsibilities, manager will decide on the
appropriate Performance Rating (between 1 & 5)
• The functional manager will review all recommended ratings
in his/her remit, and make ensure calibration for the whole
team
Performance Rating

32.  You can ask your peers, line manager, people you work with
to give you feedback on the way you demonstrate the SOL
behaviours, by initiating a Multi-Source Feedback (MSF) (also
known as 360 review)
•The MSF exercise can either be a light version (rated on high-
level competencies) or full version(rated on sub questions
per competency), and you can ask either up to 15 people to
give feedback, or just do the exercise between yourself &
your line manager
360 feedback

33. • Regularly you will be asked to fill in the Global People Survey
questionnaire, which aims to get a view on opinions of
Unilever employees regarding working at Unilever
Global People Survey ( GPS)

34.  The LDT (or Leadership Differentiation Tool) is used in the
Functional Resource Committees (FRC) to differentiate
between peer managers in a certain function and at a certain
Work level
• All managers are plotted on 2 axes, the WHAT-axe (whether
you reach your work plan goals) and the HOW-axe (whether
you reach your goals by demonstrating SOL behaviour)
• Once confirmed, manager informs you of your position in the
LDT matrix
Forced LDT differentiation

36.  In order to achieve differentiation in pay performance rates
have been introduced (from1 to 5)
• Performance rating is based on individual performance
against the 3+1 goals and job fundamentals
• Performance ratings are directly linked to bonuses, each
performance rate has its own bonus range without overlap
between the rates; the higher the individual performance the
higher the bonus one will receive
Differentiated Pay for Performance

37. FRC’s are held every quarter
–1. Succession planning: who is ready now or in ½ years for
our key roles
–2. Review Key Talent: Who are they key talents? What about
their development & next steps?
–3. Key talent on key roles: What % of our key roles are held
by our key talents?
–4. List Cover: What % of the number of roles we have at a
certain work level(eg. WL4), have a WL3 High Potential Lister
that is ready to succeed?
–5. Expected & Current vacancies
–6. Mid year review
Functional Resource Committees

38. • The Standards of Leadership define the way unilever need to
do things in order to enhance performance
Standards of Leadership: the Unilever
competencies

39. Social and Environment

40. Helping society through
our products and
programmes.
Social
• 133 million people reached by Lifebuoy
handwashing programmes since 2002
• 15 million people in 3 million
households in India provided with safe
drinking water through Pureit
• 44% of our products in line with
internationally accepted guidelines for
saturated and trans fats, sugar and salt
• Nearly 17 million school meals
delivered to 80,000 children in 2009
through our partnership with the World
Food Programme
• 45,000 women entrepreneurs reach 3
million consumers in 100,000 Indian
villages selling Unilever products door
to door

41. * Measured by tonne per production. Preliminary data pending audit.
• We are committed to sourcing all palm
oil from certified sustainable sources by
2015
• 15% of the tea we use globally is
sourced from Rainforest Alliance
CertifiedTM farms
• Over the period 1995–2009 we have
achieved reductions of:
• 41% in CO2 emissions*
• 73% in total waste*
• 65% in water usage*
Eleven years as sector leader of
the Dow Jones Sustainability Indexes.
Our goal is to double the size of the business whilst
at the same time reducing our environmental
footprint. This encompasses the whole value chain –
from the sourcing of raw materials through to
consumer use and disposal of our products.
Environmental

42. Working in partnership is crucial in
developing and delivering some of
our major sustainability
commitments.
Working with others
UN World Food
Programme: to feed
hungry children and
improve their nutrition
World Heart Federation:
to promote heart health
Global Alliance for
Improved Nutrition: to
co-create new
approaches in food
fortification to address
malnutrition
FDI World Dental
Federation: to improve
oral health
Global Public-Private
Partnership for
Handwashing with soap:
to promote good
hygiene practice
UN Global Compact: to
align business operations
and strategies in the
areas of human rights,
labour, environment and
anti-corruption
Our principal global partnerships are with: