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

TABLE OF CONTENTS

80 YEARS IN THAILAND
TA L E N T & O R G A N I Z AT I O N
READINESS ASSESSMENT
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

KEY HIGHLIGHTS
• RECRUITMENT
• E M P L O Y E E R E L AT I O N S ( L I V E L I F E )
• PEOPLE WEEK 2011
• Z E R O FAT
• MY LEGACY

U N B E ATA B L E A WA R D S

2007 2008 2009 2010 2011
2007
Finance Shared Services K2 / BD Co-Location U2K2 Go Live Leadership Engagements / LSI and OCI LSI Continuation Servic
Finance Shared

NPI / Lasagna One Unilever R&D T&O Readiness NPI / Lasag
GPS Engagement
HR Transformation Peoplelink 3355 Go Live Talent 101 & GOLD 7 Habits Compass 2015 HR Transformation
People Week
Supply Chain Restructuring 50B Vision Kill Bill: Business Process Improvement

6x6x6 New York Model Implementation New CLT Business Model CBP – SC, BB & CD

Beat Local CD Restructuring: Cat M / CMM & GT WL2 & WL3 Exodus Mgt Restructuring Renew MD & Cat M Organisation S2S
Beat Local CD Restructuring: Cat M

Salary & Promotion Freeze BB/CD WL3 Reshuffle Project Warm Up
New Chairman: Bauke Rouwers

New CD VP: Andrew Kennedy New CD VP: Peter Dekkers

New HRD: Tongwen Zhao New Food & IC VP: Supattra P. New HRD: Nardredee A. New FinanceHRD: Tongwen Zhao
New VP: Porntida

New Food Solutions Dir: Prasith New Home Care Dir: Benjie Yap New Food Solutions Dir: Prasith

New PM: Somchai New PM: Samak Yellow Shirt New PM: Abhisit Red Shirt New PM: Yingluck

GDP: 5.3% GDP: - 4.2% GDP: 5.9% GDP: 9.1%
GDP: 8.0% GDP: 5.3%
GDP: 2.6%
(31 December 2007) (31 December 2008) (31 December 2009) (31 (30 June 2010)
December 2010) (30 June 2011)
(31 December 2007)
Turnover : 641.8 Turnover : 660.9 Turnover : 659.4 Turnover :820
Turnover: 545.6 Turnover :894
Turnover: 641.8
USG% : 3.7% USG% : 3.0% USG% : -0.2% USG%10%
USG: : 8.3% YTD USG: 7.8%
USG% : 3.7%

Mgt FTE: 243 Mgt FTE: 242 Mgt FTE: 200 WL 2+ = 193
Mgt FTE: 198 Mgt FTE: 243
WL 2+ = 188 (F)
WL2+ Attrition: 14.88% WL2+ Attrition: 15.77% WL2+ Attrition: 11.56% YTD WL2+Attrition = 14%
WL 2+ Attrition: 14.21% WL2+ Attrition: 14.88%
YTD WL 2+ Attr. = 6.2%
Total Attrition: 9.52% Total Attrition: 9.16% Total Attrition: 6.37% YTDTotal Attrition = 7%
Total Attrition: 6.01% Total Attrition = 5%
Total Attrition: 9.52%

GPS EE: 66% --- GPS EE: 52% GPS EE: 73% GPS EE: 66%
---
DP Source: www.tradingeconomics.com GDP Source: www.tradingecon

TA L E N T & O R G A N I Z AT I O N
READINESS ASSESSMENT

Do we have the…

…talent & skills to match our growth ambition?

…organisation to make us more consumer and customer centric?

…culture to match our performance ambition?

CAPABILITIES x CULTURE

Organisation Confidence
(Structure & Decision Making) (Will to Win)

Skills
(Leadership,
Talent Commitment Motivation
(Supply & Demand) (‘The Extra Mile’) (Pride)
General,
Functional Skills)

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 AAC AAC AAC AAC Synthe-
update update update update update sised
(regional AAC
team)
update

Chair- Official Diag- Pre Oppor- Final
man kickoff nostic work- tunity update
update readout shop work-
update shop
Local Official Board Selective interim Individual Final
board kickoff interviews updates board pre- update
update/ wires
meeting

Project Official Update Pre- Diag- Update Pre- Discuss
lead kickoff meeting readout nostic meeting work- detailed
meeting discuss- readout shop action plan
ion update
Mgmt Management Selective diagnostic
meeting interviews & engagements (ad
focus groups hoc)

Key Training Global T&O HR CEO AACLT
events session for Workshop Directors’ forum (June 22)
working (May 27/28) meeting (June
team by (June 7-9) 17-18)
Bain team

Under-
performing 2 Satisfactory 3 Out-performing4

• We have a clear business target to 2010. Do we have the talent • From 2009 to 2010:
required to address this business plan? - Revenue: EUR 660M to 694M
-Do we have the right number of people? Are more people needed in your - Gain share in MT
team to support this accelerated growth? Which area has the biggest - Re-new the Core: Fab Clean,
shortage? Hair, Body & Dishwash
-What have we done well? What should we do to address the increasing needs - Double: IC, Savoury, Skin
for talent pipeline (e.g. MT pool, MCR, expats)?
- Difficulty in managing supply
of MT and MCR
• How should we upgrade our talent management process to ensure • Sub-optimal talent
we develop talent strategies in line with our growth strategies? management
-What have we done well? What should we do to address the increasing needs - High turnover rate
for talent pipeline (e.g. MT pool, MCR, expats)? - Insufficient lister coverage and
-What can be done to improve our talent management (e.g. improved KT/KR alignment for critical
development/career plan, job level, compensation, coaching)? functions
- Lack of coaching/training
-Do we have an effective performance evaluation? Are we able to identify
high-quality talent for succession? - Perceived uncompetitive
remuneration
-How to improve our retention rate given increasing external attraction?

• What skills and capabilities do we need to deliver to the growth? • Issues and challenges ahead
Where are the biggest capability gaps we face today? - Loss of talent (especially at
-What are the most critical functions/ skills to deliver business results today WL2, and for CD, BB)
and future? How are they performing and where are the critical issues? - Younger team
-Is current structure scalable for growth or specific changes are needed?
-What should we do to most effectively manage the capabilities/skills buildup?

• What should we do to reduce complexity and improve efficiency • Several lengthy regional/global
of decision making? processes exist
-Are we an overly complex organization (e.g. processes, reports)? What are • Many reports, KPIs
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?

• Culture has traditionally been strong, in recent years it has been • Low scores on GPS on several
perceived to be different. What is causing this, and how can we dimensions
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?

• 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?

Define and Execute Measure Perfect Store The ability to use fact based information
PERFECT STORE to provide proof that we are executing in
store and reaching our objectives.

Basic • Understand the Sales Fundamental KPIs  Reference Sales Fundamental documents to support the
Appreciation • Understand responsibilities for the KPIs activities
• Understand where to find the data to update  Have gone to appropriate contact and have obtained data
the KPI scorecard  Have updated the SF scorecard accurately
Learning Experiences - 70 Contacts - 20 Formal Development - 10
Development
Plan
 Reference Sales Fundamental  CDC Sales Fundamental week  EDGE E:Learning
documents to support the activities  Coaching with RE Champion  RE system training
 Have gone to appropriate contact and
have obtained data
 Have updated the SF scorecard
accurately

Copyright Unilever 2009

NAME: Country: Role: Work Level:

TEST Vs Job Profile Vs Peer Group A Vs Peer Group B
RESULTS:

Learning Experiences - 70 Contacts - 20 Formal Development - 10
Development
Plan
SKILL 1

SKILL 2

SKILL 3

Copyright Unilever 2009

Unbeatable Thailand – HR Priorities 2012
Thrusts Priorities for 2012 Deliverables KPI’s

• Learning Utilisation & Effectiveness (ILT courses and LMS to support • 10% LMS utilisation increase, +5bps
Deploy World-Class Leadership Curriculum development index in GPS 2012.
1 Leadership Development and Build Employee Engagement)
• Full Leadership Acceleration – HP3, New WL3, and New WL4 . • 100% HP3 ExcelRator, ULDP for WL4,
GOLD +S trategic Finance for WL3.
• No. 1 Employer of Choice for Graduates and MCR • #1 choice in TNS Survey
• Identify and develop top 10% WL 1 in Thailand
2 Employer of Choice - Turbo Charge the Talent Agenda
(great people, great place)
•
•
Deliver high-quality UFLP recruits in 2012
Proactive Talent mapping for WL2 “Hot Jobs” and Proactive
• Top Graduate talents niche
recruitment implemented.
People

Introduction of selected top candidates. • 25 UFLP – 75% achieving rating “4”
• Simple and energizing Onboarding process. in their first stint.
• Deliver strong EVP as the best Marketing Company in Thailand.
• 5 proactive hires at WL 2+
3 • Build diverse mix of talents from different top schools in Thailand. • Mix of 30% Sasin, 30% Thammasat
SPEED DRIVEN PERFORMANCE CULTURE

Build Diversity to Reflect our Consumers and
and 30% ABAC for local UFLP
Customers. • Recruit DE for sales office area from Chiang Mai + selected top recruits.
school from North Thailand. • Campus recruitment in Chiang Mai

4 delivered OTIF with top recruits.
TURBO CHARGE TALENT

ONE CONNECTED TEAM

Build an Integrated People Development System • Embracing Gen-Y Line Management.

• Deliver Organisation Blueprint with FTE and Productivity targets
• Indirects and FTE targets fully
5 Design and Deliver a Faster, Simpler, Connected
Organisation
as per the plan.
• Deliver Zero Fat project and continue S2S to deliver simplified achieved per financial plan 2012
Place

organisation with better work-life balance.
• Deliver Org. Blueprint for WL1+ • Zero Fat delivered OTIF.
6 Create the Sustainable Agile Working “WOW” • Pilot Agile Working practices in HBA, HR and R&D • 100% OTIF, +5 bps on Work-Life
Balance in these three functions.
• Deliver “Unbeatable Execution” workshop to support Jed Yod • 100% Unbeatable Execution attendance.

7 •
Performance

Increase Leadership Effectiveness to Drive 3+1 Alignment 2012 across organisation. • 10% Gap Closure in PCI (Performance
Performance Culture • Build Trust and Respect within the team. Culture Index) & Bias for Action.
• Leverage LSI and build Blue culture.
• Build Myanmar • 3+1 Alignment delivered.
• Brilliant Reward Communication for transparency + engagement • Reward GPS indices +10bps
8 Deliver Rewards and Recognition Programmes that
are Valued by our People
building.
• Implement Reward uplift to 75% PP in FMCG Market.
• Review Reward mix to deliver valuable Total Reward as employee
• Reward uplift implemented
OTIF in 2012
• WL2 Attrition <10%
aspired to.
• Implementation of new Service Delivery Solution
9 Fix the Basics (HR Services)
• Deliver Recruitment Excellence
• 100% Green SLA
• Time to Hire <40 days
One Team

• 100% Roll-out Skill Sights
• Strengthen HR Capability
• 100% coverage of WL 2+ HR

10 Strengthen our HR Organisation • Deliver on HR Ambition as One Team managers in BA program.
• 100% HRFP for all WL1 Mgr
• GPS HR Development +5%

Laundry Explode Explode Unbeatable Smart Zero
Hair 2.0
Execution
6/12 IC Indochina Promo Fat

Right People, Right Job and Right Pay, 5 7 7 7
4
Right Career
Org. Deliver Continue
Deliver
Blueprint Unbeatable S2S and
Zero Fat
Fast Track Capability Building Indochina Execution build
4 OTIF
100% OTIF Workshop momentum

GPS
T R A N S F O R M AT I O N

90% 73%
80%
70%
Thailand 60% 66% 52% Thailand
External 50% Work Level 1, Sup, Staff
Work Level 2
Benchmark 40%
Work Level 3, 4 & 5
30%
20%
10%
0%

2007 2009 2010

Unilever
DIMENSIONS SEAA Thailand Indonesia Philippines MYSG ANZ Vietnam 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%

GPS 2010
Pulse 2011 WL2+ Pulse 2009 Difference from Difference from
Dimension/Item % Favourable % Favourable % Favourable GPS 2010 WL2+ Pulse 2009
People Management 77% 66% 64% 11% 13%

Communication 76% 68% 56% 8% 20%
Reward and 62% 56% 6%
Recognition
Development 61% 57% 4%
Performance Culture 72% 68% 4%
Index
Consumer and 69% 66% 53% 3% 16%
Customer Focus
Diversity 78% 75% 3%
Growth Mindset 62% 59% 40% 3% 22%
Your Job 69% 66% 3%
Accountability and 72% 71% 1%
Responsibility
Bias for Action 55% 54% 1%
Immediate Manager 72% 72% 58% 0% 14%
Effectiveness
Employee Engagement 68% 69% 55% -1% 13%

Teamwork 81% 83% -2%
Leadership of Unilever 65% 68% 38% -3% 27%

Leadership of 70% 74% 58% -4% 12%
Organisation
Action Index 87% 66% 21%
Sustainability 74%

68% 69 82 70

76% 6% 75 86 76

68% 9% 73 90 68

92% 1% 94 94 83

36% 28% 34 57 52

Pulse GPS WL2+ Order of
Unilever Ext.
Question 2011 2010 Impor-
Top 25% Norm
% Fav % Fav tance
The senior leadership of Unilever has communicated a vision of the future
73 76 83 65
that motivates me.

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
78 86 86 --
strategy and objectives.

GPS WL2+
Pulse 2011 Unilever Ext.
Question 2010
% Fav Top 25% Norm
% Fav
The leadership of my organisation demonstrates behaviours that encourage a
86 85 80 --
"culture of winning".

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
43 43 58 --
performance.
Unilever has a performance culture. 81 79 72 --
The senior leadership of Unilever has established a culture that recognises and
76 73 76 --
rewards successful performance.
I have clear work plan goals. 89 85 93 --
My immediate manager regularly talks to me about the progress and quality of my
72 60 79 --
work.
Unilever promotes the person best able to perform the job. 54 44 56 54

Reward &
70-20-10 & ABC Knowledge Strong 70-20-10 & ABC
Recognition
Discussion in Café Best Performance Discussion in
Roadmap /
MYR / People Practice Management MYR / People
Reward Open
Manager Day Sharing System Manager Day
House

81 82

72 71
68 69
65
60
% Favourable

59 57

My immediate Good ideas and best My immediate Unilever values my I have the tools,
manager and I have practice are openly manager regularly contribution. resources and support
agreed the shared in my talks to me about the I need to develop
skills/capabilities I organisation. progress and quality of myself in my role.
should develop to my work.
succeed in my role.

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

Focal Group 2011 (%) Focal Group 2010 (%)
86 86
78 78 80

71
67
64 62
% Favourable

56

The senior leadership The leadership of my The ultimate needs of People in my My organisation is
of Unilever leads by organisation clearly our customers and organisation are held making the necessary
example.* communicates the consumers are at the accountable for changes to compete
organisation's strategy heart of everything we delivering on their effectively in the future.
and objectives.* do. commitments.

TOP 5 BOTTOM 5
Complexity and bureaucracy in
Results from the previous GPS Unilever are decreasing +
survey were shared with me 95% Decisions are made quickly &
efficiently 34%
I am proud to say that I work
for Unilever 92% The leadership of my organisation
deals effectively with poor
I feel that I am part of a employee performance 43%
team 90%
Unilever is better than our
I have clear work competition at responding rapidly to
plan goals 89% changes in the market 43%

I am satisfied with my
The leadership of my compensation & benefits 50%
organisation demonstrates
behaviours that encourage a Managing my work responsibilities in a way
"culture of winning“ 86% through a healthy work-life balance 52%

GPS 2010
Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference from
Dimension/Item % Favourable % Favourable % Favourable 2010 WL2+ Pulse 2009

Communication 74% 64% 55% 10% 19%
Effectiveness

Recognition
Index
Consumer and 68% 64% 55% 4% 13%
Customer Focus
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 70% 71% -1%
Responsibility

Leadership of 67% 72% 56% -5% 11%
Organisation
Sustainability 73%

GPS 2010
Pulse 2011 WL2+ Pulse 2009 Difference from GPS Difference from Pulse
Dimension/Item % Favourable % Favourable % Favourable 2010 WL2+ 2009
Reward and Recognition 69% 61% 8%

Responsibility
Your Job 72% 69% 3%
Growth Mindset 66% 64% 31% 2% 35%
Index

Communication 83% 84% 63% -1% 20%
Consumer and 73% 76% 45% -3% 28%
Customer Focus
Leadership of 81% 85% 63% -4% 18%
Organisation


Bias for Action 60% 66% -6%
Immediate Manager 60% 80% 57% -20% 3%
Effectiveness
Sustainability 76%

GPS 2010
Communication 82% 67% 63% 15% 19%


Consumer and 65% 54% 52% 11% 13%
Customer Focus
Growth Mindset 58% 47% 43% 11% 15%
Recognition
Your Job 69% 63% 6%
Leadership of 81% 76% 69% 5% 12%
Organisation
Leadership of Unilever 61% 59% 44% 2% 17%

Index
Effectiveness
Responsibility
Sustainability 68%

GPS 2010

Effectiveness
Recognition
Your Job 61% 61% 0%

Consumer and 68% 70% 55% -2% 13%
Customer Focus
Development 51% 56% -5%
Performance Culture 68% 77% -9%
Index
Leadership of 65% 76% 39% -11% 26%
Organisation
Responsibility

Growth Mindset 43% 70% 45% -27% -2%
Sustainability 75%

GPS 2010
People Management 72% 79% 69% -7% 3%

Your Job 68% 75% -7%
Performance Culture 64% 71% -7%
Index
Growth Mindset 56% 63% 33% -7% 23%
Responsibility
Leadership of 63% 74% 53% -11% 10%
Organisation
Consumer and 62% 73% 43% -11% 19%
Customer Focus
Reward and 55% 69% -14%
Recognition
Development 57% 72% -15%
Diversity 66% 82% -16%
Communication 65% 81% 61% -16% 4%

Effectiveness

Sustainability 70%

GPS 2010

Communication 77% 59% 53% 18% 24%
Reward and Recognition 71% 54% 17%

Growth Mindset 71% 56% 37% 15% 34%
Index
Responsibility
Consumer and 74% 64% 46% 10% 28%
Customer Focus
Your Job 69% 60% 9%
Leadership of Unilever 71% 63% 34% 8% 37%

Teamwork 83% 77% 6%
Effectiveness

Leadership of 66% 70% 55% -4% 11%
Organisation
Sustainability 77%

GPS 2010
Recognition
Consumer and 91% 76% 76% 15% 15%
Customer Focus
Effectiveness
Growth Mindset 81% 70% 48% 11% 33%
Index
Leadership of 93% 90% 39% 3% 54%
Unilever
Leadership of 85% 83% 58% 2% 27%
Organisation
Responsibility
Your Job 81% 85% -4%
Employee 72% 78% 41% -6% 31%
Engagement
People Management 73% 84% 76% -11% -3%

Sustainability 94%

Pulse 2011 Pulse 2011
Dimension/Item % Favourable Dimension/Item % Favourable
Leadership of 96% Action Index 81%
Organisation Teamwork 77%
Diversity 96% Consumer and Customer 69%
Communication 94% Focus
Teamwork 93% Immediate Manager 65%
People Management 91% Effectiveness
Accountability and 65%
Leadership of Unilever 89% Responsibility
Sustainability 65%
Bias for Action 89% Leadership of Unilever 64%
Action Index 89%
Performance Culture 89% Employee Engagement 63%
Index
Your Job 87% Diversity 62%
Employee Engagement 86% Your Job 59%
Performance Culture Index 58%
Accountability and 83%
Responsibility Leadership of Organisation 56%
Sustainability 83%
Development 81% Communication 56%
Immediate Manager 78% People Management 55%
Effectiveness
Consumer and 76% Growth Mindset 51%
Customer Focus Reward and Recognition 42%
Reward and Recognition 75%
Development 40%
Growth Mindset 70% Bias for Action 38%

GPS 2010
Pulse 2011 WL2+ Pulse 2009 Difference from Difference from
Dimension/Item % Favourable % Favourable % Favourable GPS 2010 WL2+ Pulse 2009
Consumer and 60% 51% 47% 9% 13%
Customer Focus
Index
Immediate Manager 58% 51% 66% 7% -8%
Effectiveness
Leadership of 53% 47% 51% 6% 2%
Organisation
Teamwork 76% 70% 6%
Your Job 56% 51% 5%
Responsibility
Growth Mindset 43% 42% 30% 1% 13%
Diversity 64% 65% -1%
Leadership of 44% 46% 31% -2% 13%
Unilever
Reward and 37% 43% -6%
Recognition
Sustainability 58%

How to Manage a Great
Career in Unilever

Knowledge Café
Leadership Series

Yes Yes Yes Yes Yes
No No No No No

Yes Yes Input
No No
PW Gateway
Evaluation
Summary

Zero Fat .. 80 Years | Unilever Thailand

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

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

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

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