Unilever Thailand entry – Award for best HR strategy in line with business

8 0 Y E A R S I N T H A I L A N D

TA L E N T & O R G A N I Z AT I O NR E A D I N E S S A S S E S S M E N T

2 0 1 5 S T R AT E G Y

G P S . T R A N S F O R M AT I O N

K E Y H I G H L I G H T S• R E C R U I T M E N T• E M P L O Y E E R E L A T I O N S ( L I V E L I F E )• P E O P L E W E E K 2 0 1 1• Z E R O F A T• M Y L E G A C Y

U N B E ATA B L E AWA R D S

TABLE OF CONTENTS

8 0 Y E A R SI N T H A I L A N D

GDP Source: www.tradingeconomics.com

GPS EE: 73%

Turnover : 641.8

USG% : 3.7%

Turnover : 660.9

USG% : 3.0%

Turnover : 659.4

USG% : -0.2%

Turnover : 545.6

USG% : 8.3%

YTD WL2+ Attrition: 14.21%

YTD Total Attrition: 6.01%

Mgt FTE: 198

GPS EE: 66% --- GPS EE: 52%

WL2+ Attrition: 14.88%

Total Attrition: 9.52%





Mgt FTE: 243 Mgt FTE: 242 Mgt FTE: 200

GDP: 5.3%

(31 December 2007)

GDP: - 4.2%

(31 December 2008)

GDP: 5.9%

(31 December 2009)

GDP: 9.1%

(30 June 2010)

2007 2008 2009 2010Finance Shared Services

HR Transformation

NPI / Lasagna

K2 / BD Co-Location U2K2 Go Live

T&O Readiness

6x6x6 New York Model Implementation

Mgt Restructuring

Salary & Promotion Freeze

New CLT Business Model

New Chairman: Bauke Rouwers

New CD VP: Andrew Kennedy

New Food & IC VP: Supattra P.

New CD VP: Peter Dekkers

New HRD: Nardredee A.

New Home Care Dir: Benjie Yap

BB/CD WL3 Reshuffle

Renew MD & Cat M Organisation

One Unilever R&D

Peoplelink 3355 Go Live

Kill Bill: Business Process Improvement

Compass 2015

WL2 & WL3 Exodus

50B Vision

Leadership Engagements / LSI and OCI

7 HabitsTalent 101 & GOLD

New Food Solutions Dir: Prasith

Beat Local CD Restructuring: Cat M / CMM & GT

New HRD: Tongwen Zhao

Red ShirtYellow Shirt New PM: AbhisitNew PM: SamakNew PM: Somchai

Supply Chain Restructuring

WL 2+ = 193

Turnover: 820

USG: 10%

GDP: 8.0%

(31 December 2010)

WL 2+ Attrition = 14%

Total Attrition = 7%

GDP Source: www.tradingeconomics.com

GPS EE: 73%

Turnover : 641.8

USG% : 3.7%

Turnover : 660.9

USG% : 3.0%

Turnover : 659.4

USG% : -0.2%

Turnover : 545.6

USG% : 8.3%

YTD WL2+ Attrition: 14.21%

YTD Total Attrition: 6.01%

Mgt FTE: 198

GPS EE: 66% --- GPS EE: 52%







Mgt FTE: 243 Mgt FTE: 242 Mgt FTE: 200

GDP: 5.3%

(31 December 2007)

GDP: - 4.2%

(31 December 2008)

GDP: 5.9%

(31 December 2009)

GDP: 9.1%

(30 June 2010)

2007 2008 2009 2010Finance Shared Services

HR Transformation

NPI / Lasagna

K2 / BD Co-Location U2K2 Go Live

T&O Readiness

6x6x6 New York Model Implementation

Mgt Restructuring

Salary & Promotion Freeze

New CLT Business Model

New Chairman: Bauke Rouwers

New CD VP: Andrew Kennedy

New Food & IC VP: Supattra P.

New CD VP: Peter Dekkers

New HRD: Nardredee A.

New Home Care Dir: Benjie Yap

BB/CD WL3 Reshuffle

Renew MD & Cat M Organisation

One Unilever R&D

Peoplelink 3355 Go Live

Kill Bill: Business Process Improvement

Compass 2015

WL2 & WL3 Exodus

50B Vision

Leadership Engagements / LSI and OCI

7 HabitsTalent 101 & GOLD

New Food Solutions Dir: Prasith

Beat Local CD Restructuring: Cat M / CMM & GT

New HRD: Tongwen Zhao

Red ShirtYellow Shirt New PM: AbhisitNew PM: SamakNew PM: Somchai

Supply Chain Restructuring

2011

GDP: 2.6%

(30 June 2011)

Turnover: 894

YTD USG: 7.8%

WL 2+ = 188 (F)

YTD WL 2+ Attr. = 6.2%

Total Attrition = 5%

---

New PM: Yingluck

New Finance VP: Porntida

LSI Continuation

GPS Engagement

People Week

CBP – SC, BB & CD

S2S

Project Warm Up

TA L E N T & O R G A N I Z AT I O NR E A D I N E S S A S S E S S M E N T

to match our growth ambition?

…organisation

…culture

…talent & skills

to make us more consumer and customer centric?

to match our performance ambition?

Do we have the…

Skills(Leadership,

General,

Functional Skills)

Organisation(Structure & Decision Making)

Confidence (Will to Win)

Commitment(‘The Extra Mile’)

Motivation(Pride)

Talent(Supply & Demand)

CAPABILITIES CULTUREx

Wk of 5/24 5/31 6/7 6/14 6/21 6/28 7/5 7/12 7/19 7/26 8/2 8/9 8/16 8/23

JN/SS update (regional team)

AAC update

AAC update

AAC update

AAC update

Synthe-sised AAC update

Chair-man update

Official kickoff

Diag-nostic readout

Pre work-shop update

Final update

Local board update/meeting

Official kickoff

Final update

Project lead meeting

Official kickoff

Update meeting

Pre-readout discuss-ion

Diag-nostic readout

Update meeting

Pre-work-shop update

Mgmt meeting

Key events

Management interviews & focus groups

Individual board pre-

wires

Discuss detailed

action plan

Training session for working team by

Bain team

Oppor-tunitywork-shop

Global T&O Workshop

(May 27/28)

HR Directors’ meeting

(June 7-9)

CEO forum (June 17-18)

Selective diagnostic engagements (ad

hoc)

AACLT (June 22)

Board interviews

Selective interim updates

42 3 Out-performingSatisfactory

Under-performing

• We have a clear business target to 2010. Do we have the talent required to address this business plan?

-Do we have the right number of people? Are more people needed in your team to support this accelerated growth? Which area has the biggest shortage?

-What have we done well? What should we do to address the increasing needs for talent pipeline (e.g. MT pool, MCR, expats)?

• From 2009 to 2010:

- Revenue: EUR 660M to 694M

- Gain share in MT

- Re-new the Core: Fab Clean, Hair, Body & Dishwash

- Double: IC, Savoury, Skin

- Difficulty in managing supply of MT and MCR

• How should we upgrade our talent management process to ensure we develop talent strategies in line with our growth strategies?

-What have we done well? What should we do to address the increasing needs for talent pipeline (e.g. MT pool, MCR, expats)?

-What can be done to improve our talent management (e.g. improved development/career plan, job level, compensation, coaching)?

-Do we have an effective performance evaluation? Are we able to identify high-quality talent for succession?

-How to improve our retention rate given increasing external attraction?

• Sub-optimal talent management

- High turnover rate

- Insufficient lister coverage and KT/KR alignment for critical functions

- Lack of coaching/training

- Perceived uncompetitive remuneration

• What skills and capabilities do we need to deliver to the growth? Where are the biggest capability gaps we face today?

-What are the most critical functions/ skills to deliver business results today and future? How are they performing and where are the critical issues?

-Is current structure scalable for growth or specific changes are needed?

-What should we do to most effectively manage the capabilities/skills buildup?

• Issues and challenges ahead

- Loss of talent (especially at WL2, and for CD, BB)

- Younger team

• What should we do to reduce complexity and improve efficiencyof decision making?

-Are we an overly complex organization (e.g. processes, reports)? What are some examples of the complexity and slow decisions? How can we improve them?

-How does current centralized global/ regional functional structure impact on process efficiency? What went well and what should be fixed?

-How can we improve our cross-functional interface (e.g. BB/BD) to enhance our ability to move faster and make right decisions for local consumers?

• Several lengthy regional/global processes exist

• Many reports, KPIs

• Culture has traditionally been strong, in recent years it has been perceived to be different. What is causing this, and how can we improve our cultural effectiveness?

-What are the perceived values that make you stay at ULT and strive for future success? What are the 2~3 most important things that motivate you in this organisation?

-Do we have an effective culture today? Can people consistently demonstrate desired behaviors?

-There are potential concerns about emerging dissatisfaction among new generations. Do you see this issue among your team, your peers? Why?

-What cultural program should we add/ accelerate/ continue/ stop?

• Low scores on GPS on several dimensions

• What are other non-organisation-related actions we should take to enable our growth?

-What are specific functional plan/initiatives that are critical to the overall business success?

Full Job Change

Copyright Unilever 2009


Define and Execute

PERFECT STORE Measure Perfect Store The ability to use fact based information

to provide proof that we are executing in

store and reaching our objectives.

Basic

Appreciation

• Understand the Sales Fundamental KPIs

• Understand responsibilities for the KPIs

• Understand where to find the data to update

the KPI scorecard

Reference Sales Fundamental documents to support the

activities

Have gone to appropriate contact and have obtained data

Have updated the SF scorecard accurately

Learning

Development

Plan

Experiences - 70 Contacts - 20 Formal Development - 10

Reference Sales Fundamental

documents to support the activities

Have gone to appropriate contact and

have obtained data

Have updated the SF scorecard

accurately

CDC Sales Fundamental week

Coaching with RE Champion

EDGE E:Learning

RE system training


NAME: Country: Role: Work Level:

TEST

RESULTS:

Vs Job Profile Vs Peer Group A Vs Peer Group B

Learning

Development

Plan

Experiences - 70 Contacts - 20 Formal Development - 10

SKILL 1

SKILL 2

SKILL 3

2 0 1 5H R S T R AT E G Y

• No. 1 Employer of Choice for Graduates and MCR• Identify and develop top 10% WL 1 in Thailand• Deliver high-quality UFLP recruits in 2012• Proactive Talent mapping for WL2 “Hot Jobs” and Proactive

Introduction of selected top candidates.• Simple and energizing Onboarding process.• Deliver strong EVP as the best Marketing Company in Thailand.

Peo

ple

Pla

ceP

erfo

rman

ceO

ne

Tea

mPriorities for 2012 Deliverables KPI’s

1

2

3

4

56

7

8

9

10

Deploy World-Class Leadership Curriculum

Employer of Choice - Turbo Charge the Talent Agenda (great people, great place)

Build Diversity to Reflect our Consumers and Customers.

Build an Integrated People Development System

Design and Deliver a Faster, Simpler, Connected Organisation

Create the Sustainable Agile Working “WOW”

Increase Leadership Effectiveness to Drive Performance Culture

Deliver Rewards and Recognition Programmes that are Valued by our People

Fix the Basics (HR Services)

Strengthen our HR Organisation

• Learning Utilisation & Effectiveness (ILT courses and LMS to support Leadership Development and Build Employee Engagement)

• Full Leadership Acceleration – HP3, New WL3, and New WL4 .

• 10% LMS utilisation increase, +5bps development index in GPS 2012.

• 100% HP3 ExcelRator, ULDP for WL4, GOLD +S trategic Finance for WL3.

• Build diverse mix of talents from different top schools in Thailand.

• Recruit DE for sales office area from Chiang Mai + selected top school from North Thailand.

• Mix of 30% Sasin, 30% Thammasat and 30% ABAC for local UFLP recruits.

• Campus recruitment in Chiang Mai delivered OTIF with top recruits.

• Embracing Gen-Y Line Management.

• Deliver Organisation Blueprint with FTE and Productivity targets as per the plan.

• Deliver Zero Fat project and continue S2S to deliver simplified organisation with better work-life balance.

• Deliver Org. Blueprint for WL1+

• Indirects and FTE targets fully achieved per financial plan 2012

• Zero Fat delivered OTIF.

• Deliver “Unbeatable Execution” workshop to support Jed Yod• 3+1 Alignment 2012 across organisation.• Build Trust and Respect within the team.• Leverage LSI and build Blue culture.• Build Myanmar

• 100% Unbeatable Execution attendance.

• 10% Gap Closure in PCI (Performance Culture Index) & Bias for Action.

• 3+1 Alignment delivered.

• Brilliant Reward Communication for transparency + engagement building.

• Implement Reward uplift to 75% PP in FMCG Market.• Review Reward mix to deliver valuable Total Reward as employee

aspired to.

• Reward GPS indices +10bps• Reward uplift implemented

OTIF in 2012• WL2 Attrition <10%

• Implementation of new Service Delivery Solution• Deliver Recruitment Excellence

• 100% Green SLA• Time to Hire <40 days

• Strengthen HR Capability

• Deliver on HR Ambition as One Team

• 100% Roll-out Skill Sights

• 100% coverage of WL 2+ HR managers in BA program.

• 100% HRFP for all WL1 Mgr

• GPS HR Development +5%

• #1 choice in TNS Survey

• Top Graduate talents niche recruitment implemented.

• 25 UFLP – 75% achieving rating “4” in their first stint.

• 5 proactive hires at WL 2+

TUR

BO

CH

AR

GE

TALE

NT

SPEE

D D

RIV

EN P

ERFO

RM

AN

CE

CU

LTU

RE

ON

E C

ON

NEC

TED

TEA

M

Unbeatable Thailand – HR Priorities 2012

Thrusts

• Pilot Agile Working practices in HBA, HR and R&D • 100% OTIF, +5 bps on Work-Life Balance in these three functions.

Hair 2.0 Laundry 6/12

Explode IC

Explode Indochina

Unbeatable Execution

Smart Promo

Zero Fat

Right People, Right Job and Right Pay, Right Career

4

Fast Track Capability Building 100% OTIF

4

Org. Blueprint Indochina

5

Deliver Unbeatable Execution Workshop

7

Continue S2S and

build momentum

7

Deliver Zero Fat

OTIF

7

G P ST R A N S F O R M AT I O N

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

2007 2009 2010

Thailand

Work Level 1, Sup, Staff

Work Level 2

Work Level 3, 4 & 5

73%

52%66%ThailandExternal

Benchmark

DIMENSIONS SEAA Thailand Indonesia Philippines MYSG ANZ VietnamUnilever Overall

Employee Engagement 68% 68% 69% 80% 60% 57% 73% 69%Performance Culture Index 69% 72% 71% 82% 57% 58% 67% 63%

Leadership of Unilever 65% 65% 60% 78% 60% 64% 67% 65%Leadership of Organisation 71% 70% 74% 84% 58% 61% 70% 71%Immediate Manager Effectiveness

68% 72% 70% 79% 70% 62% 59% 68%Communication 72% 76% 73% 85% 60% 57% 75% 67%Your Job 68% 69% 73% 71% 58% 53% 73% 65%Growth Mindset 59% 62% 60% 79% 41% 41% 62% 54%Consumer and Customer Focus

71% 69% 68% 87% 69% 68% 69% 69%Bias for Action 51% 55% 53% 70% 34% 34% 53% 45%Accountability and Responsibility

69% 72% 72% 80% 50% 56% 68% 63%Diversity 83% 78% 81% 91% 74% 87% 83% 83%Reward and Recognition 57% 62% 55% 70% 54% 54% 48% 54%People Management 75% 77% 75% 84% 68% 71% 71% 75%Development 63% 61% 63% 74% 60% 63% 59% 60%Teamwork 81% 81% 88% 85% 56% 69% 83% 75%Sustainability 78% 74% 82% 78% 65% 71% 85% 74%Action Index 83% 87% 89% 80% 81% 72% 83% 80%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from

GPS 2010 WL2+

Difference from

Pulse 2009

People Management 77% 66% 64% 11% 13%

Communication 76% 68% 56% 8% 20%

Reward and

Recognition

62% 56% 6%

Development 61% 57% 4%

Performance Culture

Index

72% 68% 4%

Consumer and

Customer Focus

69% 66% 53% 3% 16%

Diversity 78% 75% 3%

Growth Mindset 62% 59% 40% 3% 22%

Your Job 69% 66% 3%

Accountability and

Responsibility

72% 71% 1%

Bias for Action 55% 54% 1%

Immediate Manager

Effectiveness

72% 72% 58% 0% 14%

Employee Engagement 68% 69% 55% -1% 13%

Teamwork 81% 83% -2%

Leadership of Unilever 65% 68% 38% -3% 27%

Leadership of

Organisation

70% 74% 58% -4% 12%

Action Index 87% 66% 21%

Sustainability 74%

68% 69 82 70

76%

68%

92%

36%

6%

9%

1%

28%

75 86 76

73 90 68

94 94 83

34 57 52

Question

Pulse

2011

% Fav

GPS WL2+

2010

% Fav

Unilever

Top 25%

Ext.

Norm

Order of

Impor-

tance

The senior leadership of Unilever has communicated a vision of the future

that motivates me.73 76 83 65

I trust the senior leadership of Unilever. 65 64 82 71

I trust the leadership of my organisation. 69 70 78 66

The senior leadership of Unilever leads by example. 56 64 69 --

The leadership of my organisation clearly communicates the organisation's

strategy and objectives.78 86 86 --

Question Pulse 2011

% Fav

GPS WL2+

2010

% Fav

Unilever

Top 25%

Ext.

Norm

The leadership of my organisation demonstrates behaviours that encourage a

"culture of winning".86 85 80 --

Decisions are made quickly and efficiently in my organisation. 52 49 46 --

People in my organisation are held accountable for delivering on their commitments. 80 86 73 --

I have a clear understanding of how my performance is evaluated. 84 77 81 67

The leadership of my organisation deals effectively with poor employee

performance.43 43 58 --

Unilever has a performance culture. 81 79 72 --

The senior leadership of Unilever has established a culture that recognises and

rewards successful performance.76 73 76 --

I have clear work plan goals. 89 85 93 --

My immediate manager regularly talks to me about the progress and quality of my

work.72 60 79 --

Unilever promotes the person best able to perform the job. 54 44 56 54

81 82

72 71 69

59 57

6568

60

My immediate

manager and I have

agreed the

skills/capabilities I

should develop to

succeed in my role.

Good ideas and best

practice are openly

shared in my

organisation.

My immediate

manager regularly

talks to me about the

progress and quality of

my work.

Unilever values my

contribution.

I have the tools,

resources and support

I need to develop

myself in my role.

% F

avo

ura

ble

Focal Group 2010 (%)Focal Group 2011 (%)

70-20-10 & ABC Discussion in MYR / People Manager Day

Knowledge Café Best Practice Sharing

Strong Performance Management System

Reward & Recognition Roadmap /

Reward Open House

70-20-10 & ABC Discussion in MYR / People Manager Day

56

78

71

80

62

86

67

78

86

64

The senior leadership

of Unilever leads by

example.*

The leadership of my

organisation clearly

communicates the

organisation's strategy

and objectives.*

The ultimate needs of

our customers and

consumers are at the

heart of everything we

do.

People in my

organisation are held

accountable for

delivering on their

commitments.

My organisation is

making the necessary

changes to compete

effectively in the future.

% F

avo

ura

ble

Focal Group 2010 (%)Focal Group 2011 (%)

BOTTOM 5TOP 5

Results from the previous GPS survey were shared with me 95%

I am proud to say that I work for Unilever 92%

I feel that I am part of a team 90%

I have clear work plan goals 89%

The leadership of my organisation demonstrates behaviours that encourage a "culture of winning“ 86%

Complexity and bureaucracy in Unilever are decreasing + Decisions are made quickly & efficiently 34%

The leadership of my organisationdeals effectively with poor employee performance 43%

Unilever is better than our competition at responding rapidly to changes in the market 43%

I am satisfied with my compensation & benefits 50%

Managing my work responsibilities in a way through a healthy work-life balance 52%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from

Pulse 2009People Management 78% 64% 64% 14% 14%

Communication 74% 64% 55% 10% 19%

Immediate Manager

Effectiveness

75% 70% 58% 5% 17%

Reward and

Recognition

60% 55% 5%

Performance Culture

Index

70% 66% 4%

Consumer and

Customer Focus

68% 64% 55% 4% 13%



Your Job 68% 65% 3%

Growth Mindset 61% 58% 42% 3% 19%


Teamwork 80% 80% 0%

Employee Engagement 68% 68% 55% 0% 13%

Accountability and

Responsibility

70% 71% -1%


Leadership of

Organisation

67% 72% 56% -5% 11%


Sustainability 73%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from Pulse

2009

Reward and Recognition 69% 61% 8%


Accountability and

Responsibility

78% 73% 5%

Your Job 72% 69% 3%

Growth Mindset 66% 64% 31% 2% 35%

Performance Culture

Index

77% 76% 1%



Communication 83% 84% 63% -1% 20%

Consumer and

Customer Focus

73% 76% 45% -3% 28%

Leadership of

Organisation

81% 85% 63% -4% 18%



Bias for Action 60% 66% -6%


Immediate Manager

Effectiveness

60% 80% 57% -20% 3%


Sustainability 76%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from

Pulse 2009

Communication 82% 67% 63% 15% 19%



Consumer and

Customer Focus

65% 54% 52% 11% 13%

Growth Mindset 58% 47% 43% 11% 15%

Reward and

Recognition

55% 46% 9%


Your Job 69% 63% 6%

Leadership of

Organisation

81% 76% 69% 5% 12%



Leadership of Unilever 61% 59% 44% 2% 17%

Performance Culture

Index

71% 70% 1%


Immediate Manager

Effectiveness

83% 88% 71% -5% 12%

Accountability and

Responsibility

71% 78% -7%


Sustainability 68%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from

Pulse 2009People Management 82% 71% 55% 11% 27%



Immediate Manager

Effectiveness

83% 79% 55% 4% 28%

Reward and

Recognition

63% 63% 0%

Your Job 61% 61% 0%


Consumer and

Customer Focus

68% 70% 55% -2% 13%


Development 51% 56% -5%

Performance Culture

Index

68% 77% -9%

Leadership of

Organisation

65% 76% 39% -11% 26%

Accountability and

Responsibility

68% 81% -13%



Growth Mindset 43% 70% 45% -27% -2%


Sustainability 75%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from

Pulse 2009


People Management 72% 79% 69% -7% 3%

Your Job 68% 75% -7%

Performance Culture

Index

64% 71% -7%

Growth Mindset 56% 63% 33% -7% 23%

Accountability and

Responsibility

63% 71% -8%


Leadership of

Organisation

63% 74% 53% -11% 10%

Consumer and

Customer Focus

62% 73% 43% -11% 19%

Reward and

Recognition

55% 69% -14%

Development 57% 72% -15%

Diversity 66% 82% -16%

Communication 65% 81% 61% -16% 4%


Immediate Manager

Effectiveness

62% 85% 60% -23% 2%



Sustainability 70%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from

Pulse 2009


Communication 77% 59% 53% 18% 24%

Reward and Recognition 71% 54% 17%

Growth Mindset 71% 56% 37% 15% 34%


Performance Culture

Index

76% 62% 14%


Accountability and

Responsibility

77% 64% 13%

Consumer and

Customer Focus

74% 64% 46% 10% 28%

Your Job 69% 60% 9%

Leadership of Unilever 71% 63% 34% 8% 37%


Teamwork 83% 77% 6%

Immediate Manager

Effectiveness

70% 64% 54% 6% 16%


Leadership of

Organisation

66% 70% 55% -4% 11%


Sustainability 77%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from GPS

2010 WL2+

Difference from

Pulse 2009

Reward and

Recognition

81% 55% 26%


Consumer and

Customer Focus

91% 76% 76% 15% 15%

Immediate Manager

Effectiveness

83% 70% 64% 13% 19%

Growth Mindset 81% 70% 48% 11% 33%

Performance Culture

Index

77% 67% 10%




Leadership of

Unilever

93% 90% 39% 3% 54%

Leadership of

Organisation

85% 83% 58% 2% 27%

Accountability and

Responsibility

75% 73% 2%

Your Job 81% 85% -4%

Employee

Engagement

72% 78% 41% -6% 31%


People Management 73% 84% 76% -11% -3%

Sustainability 94%


Dimension/Item

Pulse 2011

% Favourable

Leadership of

Organisation

96%

Diversity 96%

Communication 94%

Teamwork 93%

People Management 91%

Leadership of Unilever 89%

Bias for Action 89%

Action Index 89%

Performance Culture

Index

89%

Your Job 87%

Employee Engagement 86%

Accountability and

Responsibility

83%

Sustainability 83%

Development 81%

Immediate Manager

Effectiveness

78%

Consumer and

Customer Focus

76%

Reward and Recognition 75%

Growth Mindset 70%

Dimension/Item

Pulse 2011

% Favourable

Action Index 81%

Teamwork 77%

Consumer and Customer

Focus

69%

Immediate Manager

Effectiveness

65%

Accountability and

Responsibility

65%

Sustainability 65%

Leadership of Unilever 64%

Employee Engagement 63%

Diversity 62%

Your Job 59%

Performance Culture Index 58%

Leadership of Organisation 56%

Communication 56%

People Management 55%

Growth Mindset 51%

Reward and Recognition 42%

Development 40%

Bias for Action 38%

Dimension/Item

Pulse 2011

% Favourable

GPS 2010

WL2+

% Favourable

Pulse 2009

% Favourable

Difference from

GPS 2010 WL2+

Difference from

Pulse 2009Bias for Action 42% 27% 15%


Consumer and

Customer Focus

60% 51% 47% 9% 13%

Performance Culture

Index

56% 47% 9%


Immediate Manager

Effectiveness

58% 51% 66% 7% -8%

Leadership of

Organisation

53% 47% 51% 6% 2%

Teamwork 76% 70% 6%


Your Job 56% 51% 5%

Accountability and

Responsibility

57% 52% 5%


Growth Mindset 43% 42% 30% 1% 13%

Diversity 64% 65% -1%

Leadership of

Unilever

44% 46% 31% -2% 13%

Reward and

Recognition

37% 43% -6%

Sustainability 58%


K E YH I G H L I G H T S

How to Manage a Great Career in Unilever

Knowledge Café Leadership Series

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

InputPW Gateway

Evaluation Summary

Zero Fat .. 80 Years | Unilever Thailand

80 Years | Unilever Thailand




U N B E ATA B L EA W A R D S

Unilever Thailand entry – Award for best HR strategy in line with business

Career

o y e e r e

i o n s

e n t o r g

new chairman

new financehrd

talent skills

ytdtotal attrition

z e r o fat