Increaserevenuegrowthto5 perannumIncreaseoperatingmarginfrom10 to15 by2004Deliveranincremental 2 7billioninoperatingprofitby2004 PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders ProvideUnileverwiththeplatformtodeliversustainablegrowth Note FiguresdonotincludeBestfoods Unilever PeerGroup UnileverSharePricePerformancevPeerGroup Shadow BasedonQuarterlyAverageShareprices WhydoweneedthePathtoGrowth TheMarketisconcernedaboutourabilitytoexecuteourstrategy PeerGroup Beiersdorf Avon Cadbury Clorox CocaCola Colgate Danone Eridania Gillette Heinz Kao Lion L Oreal Nestle P G PhilipMorris ReckittBenckiser SaraLee Shiseido Pepsico UnileverSharePricePerformancevPeerGroup Shadow PathtoGrowth 6primarystrategicthrusts WhatisourstrategyforthePathtoGrowth WorldClassSupplyChain Weaimto ClosethegaptoworldclassinsupplychainwithinthreeyearsBy EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin approximately 100fewermanufacturingsites 1 6billionbuyingsavingsbyend2002 0 5billionmanufacturingsavingsperannum Theonlywaytosafeguardourpositionistoperform todeliver andtogrowourbusiness DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness it sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformance SupplyChain Whatdoesittaketosucceed TheSupplyChainProcessModel SupplyChain theHeartofOperations Plan SourcePlan MakePlan DeliverPlanninglinkstheprocessestogether DrivingValueCreationintheSupplyChain BeatingtheFade continuousinnovationandcostsavingsGrowththrough makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements minimisinginvestmentinplant equipmentandinventories Theseelementstogethercontributemorethan50 ofUnilever stotalValueCreation OrganisationalDevelopment Businesshasmoved andcontinuestomove towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills Leadershipcompetencies andexperience WhatdoSupplyChainpeopleinUnileverdo RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles withstrategicfocusinamoreoperationalenvironment Rolesinvariouspartsofthesupplychain Plan Source Make DeliverRoleswhichfocusonthemulti localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions e g R D CustomerManagementRolesinQA SHEandTechnicalManagement BuildingSuccessfulCareersFocusesOn ProcessesandtoolsusedincareerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadthanddepthofskillsandexperienceTheimpactofeachindividual spotentialTheimportanceoftacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglifeandcareer BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Performance BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Performance TheLeadershipGrowthCompetencies FocusonGrowth ineverysense WhatistheLeadershipGrowthProfile Itis AleadingedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusinessAtoolfordevelopmentandassessmentofperformanceByhelpingourleadersgrow wewillgrowourbusinessApplicabletoeveryoneatWL2andabove WhyweneedtodevelopCompetencies SUPERIORJOBPERFORMANCE Competencies Knowledge Skills Personalcharacteristics values traits motives shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviour Transferableknowledgeandabilities professionalandgeneral todoWHATisrequiredbythejobMeasuredbydemonstratedcapability WhatareCompetencies underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenrole skills whatyouknowhowtodoe g makeaneffectivepresentationknowledge whatyouknowe g theoriesofeffectivepresentationselfimage howyouseeyourselfe g publicspeakervalues whatyouthinkisimportante g achievingexcellencetraits relativelyenduringcharacteristicse g self control bigpicture thinkingmotives theunconsciousfactorsthatdrivebehaviour theyareintrinsicallysatisfyingandrewardinge g achievement TheIcebergModel Necessarybutnotsufficient Distinguisheffectiveperformance Acquiredcapability Deeperseatedtraitsandmotives Acompetency anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalperformanceinagivenjob role organizationorculture Competenciesare observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjob HowwastheLGPdeveloped Step1 Wasdevelopedbyarigorousresearchprocess AssessmentofUnilever sbusinesscontext thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn depthresearchof39Unilever growth leadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilever growth l