You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
In China, for example, we identified<br />
a shortage of talent in the leadership<br />
pipeline and difficulties in retaining young<br />
talent. So we developed a recruitment<br />
scheme for students studying overseas,<br />
offering opportunities back home once<br />
they have finished their initial training<br />
at <strong>Unilever</strong> after graduation. In Latin<br />
America, our <strong>Unilever</strong> in your Class<br />
campus programme targeted college<br />
students across eight countries. The<br />
programme has helped almost 1,700<br />
students learn more about <strong>Unilever</strong> and<br />
the consumer goods industry. We will<br />
roll it out to more countries in 2011.<br />
Business Week Turkey recognised us as<br />
the best consumer goods employer in the<br />
country, the first time we have achieved<br />
this honour. We were named most<br />
preferred employer in the Benelux<br />
countries in a number of surveys, including<br />
Universum and Qompas, and <strong>Unilever</strong><br />
Indonesia received Asia’s Best Employer<br />
Brand Award from the Employer Branding<br />
Institute in conjunction with the Chief<br />
Marketing Officer (CMO) Council in Asia.<br />
Meanwhile in India, <strong>Unilever</strong> came in<br />
ahead of all other consumer goods<br />
companies and achieved a ranking of<br />
third overall for business school students<br />
in the Nielsen Employer of Choice national<br />
employer survey.<br />
Diversity<br />
<strong>Unilever</strong> needs a diverse team – across<br />
gender, nationality, race, creed and culture<br />
– to be able to connect with the widest<br />
range of consumers. Currently, we have six<br />
nationalities represented on the <strong>Unilever</strong><br />
Executive team and five on the Board of<br />
Directors. This diversity delivers a wealth of<br />
experience which is critical to our success.<br />
In terms of gender, the number of women<br />
in senior positions increased from 23% in<br />
2007 to 27% at the end of 2010.<br />
<strong>Unilever</strong>: the place to succeed<br />
With the launch of the <strong>Compass</strong> <strong>strategy</strong>,<br />
we developed a performance culture<br />
toolkit and held workshops for all<br />
managers across the company. The<br />
programme, run and owned by leaders<br />
within the business, places strong emphasis<br />
on leadership and personal responsibility.<br />
We know this is resonating with people<br />
from the outstanding results of our annual<br />
Global People Survey (GPS). Engagement<br />
scores had been hovering around 65%<br />
for a number of years; in 2010 it was<br />
73%. We learnt that people are inspired<br />
by the <strong>strategy</strong> and, while it is presenting<br />
them with big challenges, they<br />
understand what’s expected of them.<br />
This level of engagement was also reflected<br />
in our <strong>Compass</strong> Awards, launched in 2010<br />
to celebrate employees who are making<br />
a big contribution to our success. In all, we<br />
received over 1,400 entries, representing<br />
every part of our business, way beyond<br />
what we expected.<br />
One of the winning entries was an<br />
employee engagement programme run<br />
in South Africa. Aiming to revitalise the<br />
culture among all employees, from senior<br />
management to the shop floor, the results<br />
speak for themselves with the business<br />
achieving one of the most positive trends<br />
in the GPS survey.<br />
A genuine performance culture needs<br />
to reward people and teams who deliver.<br />
This year we changed our incentives<br />
and remuneration plans for all <strong>Unilever</strong><br />
managers. They are now based entirely<br />
on personal achievement, with personal<br />
development goals also contributing<br />
to people’s overall rating.<br />
But changing a company’s culture takes<br />
time. We are looking at a period of<br />
◊ 2010 data is preliminary. It will be independently assured and reported in our online Sustainable<br />
Development Report 2010 at www.unilever.com/sustainability.<br />
Report of the Directors About <strong>Unilever</strong><br />
Winning in the universities – China<br />
Talent is the most valuable resource in China’s<br />
developing market place. Last year, <strong>Unilever</strong><br />
China ran an initiative to assess how our talent and<br />
organisational capabilities could best be harnessed<br />
to our strategic ambitions for 2015 – with a particular<br />
focus on attracting the best graduates.<br />
And we’re winning graduates over. After scaling<br />
up our recruitment programme and strengthening<br />
its international appeal, <strong>Unilever</strong> China’s employer<br />
brand among graduating students at ten targeted<br />
universities across the country moved from 38th in<br />
2008 to the top ten in 2010, according to Universum.<br />
sustained effort over some time to get<br />
all our people to work in new ways.<br />
Safety is essential<br />
We take seriously our responsibility to<br />
provide a safe workplace. For us this<br />
means the health, safety and well-being<br />
of everyone working for or on behalf of<br />
<strong>Unilever</strong>. A key measure of progress is our<br />
total recordable accident frequency rate,<br />
which counts all employee workplace<br />
accidents except those requiring only<br />
simple first aid treatment. There was a<br />
15.7% ◊ reduction in our total recordable<br />
accident frequency rate in 2010.<br />
Building a winning culture<br />
Ensuring a winning culture truly<br />
comes alive involves everyone from<br />
senior management to the shop<br />
floor. One of our <strong>Compass</strong> Award<br />
winners in 2010 was <strong>Unilever</strong> South<br />
Africa. They revitalised their business<br />
through an employee engagement<br />
drive, dramatically reducing staff<br />
turnover and strengthening our<br />
business where it counts – in<br />
the market place.<br />
<strong>Unilever</strong> Annual Report and Accounts 2010 19