One Unilever Approach.pdf o6b57

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One Unilever Supply Chain Operating Framework

Making the Connection - Being the Best March 2011

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CONTENTS PAGE I. Introduction

• Safety & Security

p 69-74

• SC Strategies

p 75-79

• One Unilever Supply Chain

p3

• Sustainable SC

p 80-85

• Mission, Ambition, SC Blueprint

p 4-6

• R&D Partners

p 86-90

• Operating Model and Governance

p 7-9

• SC HR Partners

p 91-95

• Organisation Principles

p 10-13

• SC Finance & IT Partners

p 96-103

• SC Communications

p 104-108

II. One SC Building Blocks • Category Supply Chain

p 15-23

• Regions

p 24-32

• Procurement

p 33-41

• Customer Service Excellence

p 42-46

• Logistics Excellence

p 47-51

• Quality Excellence

p 52-57

• Manufacturing Excellence

p 58-63

• Unilever Engineering Services

p 64-68

Live Superior Service. Deliver Sustainable, Profitable Growth.

III. One UL SC Team • Speed is Our Currency

p 109

• Rules of Engagement

p 110

• People & Organisation Planning

p 111

• Success Criteria

p 112

• ion to Win

p 113

• Abbreviations

p 114

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One Unilever Supply Chain Confidential

Dear all,

THE COM WE ARE UNILEVER…

A globally led, inter-dependent One VISION

WE WORK TO CREATE A BETTER FUTURE EVERY DAY

Unilever Supply Chain organisation

BEHAVIOURS

was created in September 2010 to

We focus on consumers and customers with a bias for action

We will develop new ways of doing business that will allow us to double the size of our company while reducing our environmental impact.

Our first priority is to our consumers, then customers, employees and communities. When we fulfil our responsibilities to them, our shareholders will be rewarded. We will win through a growth mentality and a positive approach to all our stakeholders, based on clear ability and bias for action.

deliver sustainable, profitable growth to Unilever.

WHERE WE WILL WIN…

At the core of our organisation design is our desire to ‘Design Once, Deploy Everywhere’, driving

excellence to win in the market place with speed as our currency.

Winning with brands and innovation

NON-NEGOTIABLES

we will continue to deliver local operational

Win share and grow volume in every category and country

HOW WE WILL WIN…

simplification, discipline and rigour in execution. By moving to globally aligned ways of working,

Watch CSCO interview

We will inspire people to take small everyday actions that can add up to a big difference for the world.

PRIORITIES

fully leverage our global scale to

We are a successful, growing, sustainable business

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.

Winning in the marketplace

Winning through continuous improvement

Winning with people

1

Deliver superior products, design, branding and marketing

2

Bigger, better, faster innovations

3

Appeal to more consumers across needs and price points

4

Lead market development

5

Win with winning customers

6

Be an execution powerhouse

7

Lean, responsive and consumer led value chain

8

Drive return on brand

9

Agile, cost competitive organisation

10

Organisation and diverse talent pipeline ready to match our growth ambitions

11

Performance culture which respects our values

12

Leverage our operating framework for competitive advantage

Watch Supply Chain Blueprint video

Pier Luigi Sigismondi Unilever Chief Supply Chain Officer ion to Win


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MISSION, PURPOSE AND AMBITION

AMBITION Become Best in Class Supply Chain…

MISSION

…by delivering World Class Service to our Customers and Superior Quality products to our Consumers

ONE Supply Chain Adding Value to Unilever…

…in a Responsive, Cost Competitive and Sustainable way for Unilever

PURPOSE Live Superior Service. Deliver Sustainable, Profitable Growth


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Our 3 Enablers:

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Network – Global inter-dependent and

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led network • One global inter-dependent and led SC team • Integrated R&D, BD and SC PE OP LE network with common goals and shared objectives • t CD and SC collaboration in go-to-market activities • Full connectivity with our suppliers and partners on

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str a

ifferentiated

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t & led network

t & led network

Flawless execution

Bias for Action

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Building Talent & Teams

nt a g

pen

pen Consumer & Customer focus

SC creates value through Flexible, agile & lean structures

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Consumer perceived quality

End-to-end competitive cost

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World class service

ability & Responsibility

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Growth Mindset

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By executing flawlessly through flexible, agile and lean structures, Unilever Supply Chain becomes responsive throughout the end to end value chain, delivering world class service, competitive cost and consumer perceived quality.

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A Consumer & Customer led Supply Chain Blueprint has been created to add value to Unilever.

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ONE UNILEVER SUPPLY CHAIN BLUEPRINT

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PE OP LE Ac

ssi pa ith gw min - Acc ountable, high perfor

People – able, high performing with ion to win Our 5 Value drivers: • World class service • E2E competitive cost • Consumer perceived quality • Flexible, agile and lean structure • Flawless execution

Our 5 UL Standards of Leadership are the

mindset and behaviours to instil and promote within our network

Growth Mindset


End-to-end competitive cost SC creates value through Flexible, agile & lean structures

• Simple organisation principles • Clear abilities among global, regional and local teams • Longer term succession plan and talent pipeline development • Demonstrated performance culture – sense of urgency

Capability – Differentiated strategies and technology advantage ability & Responsibility

World class service


Consumer & Customer focus

Flawless execution

• Empowered quality governance and organisation • Focused SC Category leadership • Leveraged global sourcing with advanced process technology • Deployment powerhouse with a consistent approach and bias for action

Bias for Action


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THE SIZE OF PRIZE

Growth €2bn

Improved On Shelf Availability

Profit €6bn

Faster Speed in Innovation

+ Superior Quality

Growth €2bn

SC Savings, Business Models, Sourcing Network

Improved Stocks & Creditors

+ Differentiated Process Technologies

Sustainable, Profitable Growth

}


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Our ambition is to create €10bn value in 5 years to the business through Growth, Profit and Cash delivery.

Combined with a relentless focus on Quality and Differentiated Technologies, we will deliver Sustainable, Profitable Growth to Unilever.

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FUNDAMENTAL ROLES... CORPORATE FUNCTIONS

• Capabilities Building (Process, Training, Methods,...) • Strategic Planning (Initiatives, Targets, CAPEX,...) • Custodians (Q, SHE, Policy/Principles, TPM...)

Functional & Category Leadership

REGIONS/ PROCUREMENT

• P&L performance • Regional SC Strategy (source, make, deliver) • Deployment Priorities

CATEGORIES /R&D

ONE UNILEVER SUPPLY CHAIN

• Innovation Roap • Technology Leadership • Cat-specific SC Strategies

Operational & Execution Leadership

OpCos


• Go to Market • Customer Service • Order to Cash

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One UNILEVER SC Organisation Structure Chief Supply Chain Officer

CORPORATE FUNCTIONS

SC Strategies & Sustainable Manufacturing

REGIONS1

Americas MCOs

Quality Excellence Customer Service Excellence

SUs/ Product Groups

Security & Safety

Manex2

AAR Clusters (MCO + SU) UEnS2

PROCUREMENT

CATEGORIES

Region

AAR

Service & Capability

Europe

Group Categories

Europe MCOs SUs/ Product Groups LogEx2

Network

Indirects Procurement

Americas

Raw Materials

Pack Materials

Food Solutions

Commodities

Special Note: 1 - “Centralised Business Models” - co-locating SC leadership team in a few locations to enable speed, alignment, efficiency and cost savings, are well established for each of these 3 regions, i.e. USCC for Europe, UASCC for Americas and UAPL for AA. Detailed Operating frameworks are in place for each of these 3 entities and do not form part of the current document which focuses more on clarifying the responsibilities & abilities across different interfaces inter-dependently. 2 - Manex – Manufacturing Excellence; UENs – Unilever Engineering Services, LogEx - Logistics Excellence. For more details, please refer to page 11.


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Governance and Key Interfaces

Category

SUPPLY CHAIN SCLT

Category LT

RDLT

Global Category LT

Global Brand Teams

Category SC LT

SC Leaders Forum

REGIONS Regional LT

Regional SC LT

Regional Category LT

Group Capabilities LTs, e.g. CSE, Quality, Manex….

Country/ Cluster SCLT

Unilever Procurement LT

Country Cluster CDLT

The SCLT is led by the CSCO with 3 Regional SC SVPs, the O, the Strategic Project SVP and 3 business partners (R&D SVP, SC Fin SVP and SC HR VP). The key meeting forums are: • Every 2 weeks, there is a SCLT telecom to review the monthly performance and discuss key emerging issues. • Every 2 months, there is a Face to Face SCLT meeting to review YTD progress and specific projects/topics on ad hoc basis.

• Twice a year, a F2F SC Leaders Forum takes place where key SC VPs in to review progress, discuss key projects and identify new strategic initiatives to the business growth ambition. • In Oct/Nov every year, a senior SC leaders’ event takes place where all SC VPs in to review progress, network as One SC team and draft the jobs to be done for next year.


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One UNILEVER SC Organisation Principles

• Deliver Value • Simplify for Efficiency & Productivity NET W

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OR

&

Growth Mindset

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SC creates value through


Flawless execution

to wi n


Flexible, agile & lean structures

on

str a

ifferentiated



t & led network

-D ILITY

den

B PA CA

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i es

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World class service


Bias for Action

• Facilitate Teamwork

K-

te

• Provide Clarity of Responsibilities & abilities

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• Foster Inter-dependency

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• Enable Continuous Improvement

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• Leverage Scale

ssi pa ith w ing countable, high perform

PE OP LE Ac

• Reward Flawless Execution • Offer exciting Career opportunities to all


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One Globally led Organisation…

SPEED in Decision Making

Increased Inter-dependency & Dynamic Resources Management

FROM Europe SVP: Logistics

TO

3 Regional SVPs direct reporting to CSCO

Americas SVP: Manufacturing AAR SVP: Engineering

• Regional SVPs are able to the regional Presidents to ensure that the business always remains first and in control of the agenda. • A strong business partnering culture will ensure rapid response to changing business needs. • SC mirrors P&L responsibilities with an increased focus on Value Creation.

In Summary: Global reporting allows responsibility for standardisation and rapid roll-out whilst regional location allows ability for delivery


To bring inter-dependence to reality, delivering scale and repeatable models, each RSVP is responsible for an area of Capability building in addition to their regional SC head role : • Merged global and regional Manex capabilities teams led by SVP Supply Chain Americas. • Leveraged Logistics resources coordinated by the Group VP Logistics under the lead of Europe SVP. • Unilever Engineering Services led by SVP SC AAR to design and execute E2E capital projects.

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Faster and Stronger Capabilities Building… We have combined global and regional SC capabilities teams (Manufacturing Excellence, Customer Service Excellence, Quality, Unilever Engineering Services, Safety & Logistics) to design once and deploy everywhere, leveraging Unilever Scale.

ManEx

SC Strategies

UEnS

Group driven, located in Schaffhausen, Singapore and Mumbai

Quality

CSE

Safety

Group led, Regionally co-located

Level of centralisation

Logistics

• Excellent practices moving seamlessly and quickly across the world. • Supply chain solutions created once and deployed everywhere. • Seamless Communication between strategy/capability teams and execution teams with common ambitions and goals. • Global Standard setting – performance improvements calibrated to the best in the world. • Resources redeployed according to global priorities.

Group coordinated, Regionally managed


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E2E People Development

Organisation Effectiveness

ENGAGEMENT • Best applicable Productivity levels • GPS- High Engagement Index

Leadership & Talent

• Clear Role Responsibilities and abilities

• High levels of Leadership effectiveness - S.O.L.

• Effective Connecting mechanisms

• One ed up HR Plan, pipeline, succession, & resourcing • Pro-active change management

• SC Academy core curriculum linked to roles & HR Planning outcomes • Expertise and mastery continually built through global networks • An integrated learning organisation

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• Strategic Workforce planning

CAPABILITY

SC creates value through


Flawless execution

Bias for Action

to wi n



on

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ifferentiated



t & led network

-D ILITY

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B PA CA

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Supply Chain Blueprint

World class service


si as hp wit ing countable, high perform

PE OP LE Ac


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Supply Chain Building Blocks

Category SC

Region/MCO

Procurement

Customer Service Excellence

Logistics Excellence

Quality Excellence

Manufacturing Excellence

Unilever Engineering Service

SC Strategies

Sustainable SC

Safety & Security

R&D Partners

HR Partners

Finance & IT Partners

Communications Partners


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CONTENT 1- CATEGORY SC OVERVIEW 2- GROUP CATEGORY STRUCTURE 3- Category SC – Europe/Americas Responsibility & ability

Watch SC Category Sponsor interview

4- Deep Dive into key areas – Eu/Am 5- Category SC – AAR Responsibility & ability 6- Deep Dive into key areas - AAR 7- Key Interface Meetings


Watch SC Category interview

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Category SC Overview

Capex Management

Capacity & Sourcing Strategies

Innovation & Technology

CATEGORY SC

CSCO

VIP Blue funnels O*

8 CATEGORY SC VPs*


* For details, please refer to page 18

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Group Category Structure

Chief Supply Chain Officer Chief Procurement Officer

Hair

Skin

Home Care & Hygiene

Deo

Beverage

Ice Cream

8 Group Category VPs

SCC & Dressings

Savoury

Americas SC SVPs

Europe SC SVPs

Dressings, SCC & FS

Dressings, SCC & FS

Ice Cream

Ice Cream

Savoury & Beverages

Savoury & Beverages

Home Care & Oral

Home Care & Oral

Personal Care

Personal Care Product Group SC VPs

Group Category SC VPs report to the CSCO and partner their respective Category EVPs with dedicated focus & depth. They are directly responsible for the AAR region and work closely together with the Product Group SC VPs in the Americas and Europe, reporting to the RSVPs of these 2 regions. The O partners the Category President and plays a leading role in ensuring overall cross-category synergies.


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Category SC – Europe/Americas RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Group category VP

Group category VP

- Group technology standards/choices

- Tech. deployment across regions

- Global capacity/sourcing strategies

- Region manufacturing strategies - Group CAPEX plans

Group Category

- Innovation process up to contract (1) - Group VIP Blue funnels

- Innovation OTIF

- Global operational excellence (GVS)

- In-year savings delivery

- Quality in design (innovation, core technology, engineering, CRQS) (2)

- Product Quality across regions - Integration in Quality strategy deployment & Q activities for category

Product Group VP

Product Group VP

- Region mfg strategies/CAPEX

- SU’s Masterplan

- Tech. deployment within region - Innovation from contract onwards

AM

EU

AAR

- Execution of CAPEX in SUs - Innovation OTIF



- Product Quality in innovation implementation

- SU’s compliance & performance to standards (safety, quality, cost, reliability)

- Region operational excellence (RVS)

Supply Unit directors

Supply Unit directors - SU Masterplan/CAPEX projects - NP vertical start ups

Business/ Market

Business/ Market

Business/ Market

- Product Quality in market place - Customer Service

- SUs compliance and performance to stds (safety, quality, cost,reliability)

*1) G1/G2 projects; Drives the innovation process up to contract gate for existing technologies and up to commissioning products for new ones *2) Resp of Design Quality is at cat EVP level


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Deep Dive into key areas – Eu/Am CAPEX Responsibility

Capacity & Sourcing Strategies ability

Responsibility

ability

Region product group VP

Group Category VP

Group Category VP


- Defines CAPEX required to deliver Region P&L – growth & profit targets

- Ensures projects proposed by Regions are maximising Group objectives and benefits

- Defines the global mfg network required to sustain profitable growth

- Proposes the best regional mfg solution in line with business priorities

- Manages and controls the capital expenditure budget allocated to his/her geographies

- Monitors that Group’s CAPEX remains within global envelope

- Defines global long-term capacity requirements 3-5 years

- Ensures optimal capacity availability

- Ensures investments are in line with global sourcing & category technology strategies and innovation roaps

- Drives the best sourcing options to maximise Group benefits

- Drives Capital Expenditure to improve asset effectiveness within budget and in line with P&L objectives

- Develops the global CAPEX required to optimise category ROIC

Innovation & Technologies Responsibility

ability

- Provides all the required to ensure feasibility of sourcing decisions - Ensures that CAPEX remains within allocated regional envelope

VIP Blue funnels Responsibility

Group Category VP


Group Category VP

- Designs new technology standards on process and engineering specs

- Enables the continuous performance improvements within the operations

- Develops global roll-out plans that business category strategies

- Provides all required to ensure roll-out across region SUs

- Develops Group VIP Blue funnels (medium to long term projects) in line with the global category strategy and GM ambitions

- Drives the innovation process up to contract gate for existing technologies and up to commissioning for new products

- Ensures feasibility and monitors OTIF implementation within the region

- Defines and drives the pipelining of global projects tly with R&D and Procurement

- Ensures that convergence plans are within SU Master plans

- Defines priority and resource allocations for Blue funnels projects

ability Regionproduct productgroup groupVPVP Region - Proposesregional the bestsavings regional mfg solution - Ensures(1) programmes in line withwith business priorities are aligned the Group VIP funnels - Ensures optimal capacity availability - Ensures in-year savings delivery of VIP projects specific for the region - Provides all the required to ensure feasibility of sourcing - s the project teams w/decisions insights specific to category and competitors - Ensures that CAPEX remains within

allocated regional - Enable, monitor all envelope actions in execution at SU’s level

- Drives group technology convergence of advanced/competitive options

Note: 1) Execution of region specific projects is a Responsibility of the AM category VP


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Category SC – AAR RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Group category VP

Group category VP

- Tech. deployment across regions

- Group technology standards/choice

- Regional CAPEX plans

- Global & regional capacity/sourcing strategies

- Innovation OTIF

Group Category

- Innovation process up to contract (1)

- In-year savings delivery on Material efficiency & make

- Group VIP Blue funnels - Quality in Design (innovation, core technology, engineering, CRQS) (2)

- Integration in Quality strategy deployment & Q activities for category

VP SC Ops

VP SC Ops

- Execute regional mfg. strategies & CAPEX - Leading resource prioritisation for in year savings across cluster/ categories/SM & R&D - RCDSR – ensuring capacity in 3-24 months for regionally sourced products

- In-year savings on material & make - Capacity related CCFOT losses - Capability building in RCDSR process regionally & in clusters - Regional manufacturing strategy

AAR

- Tactical sourcing to resolve short term capacity constraints.

Cluster SC VPs

Cluster SC VPs

- Execute cluster mfg. strategy & CAPEX

- Product Quality in Market Place (Consumer complaints, On shelf Q …)

- Cluster savings delivery - SUs Compliance & performance to stds (safety, quality, cost & reliability) - Technology deployment in SUs - Innovation planning from contract - Product quality in innovation implementation

- Customer Service

Business/ Market

Business/ Market

Business/ Market

- Innovation OTIF - Total product Costs - Cluster manufacturing strategy

- Cluster/Country GTM strategy 1) G1/G2 projects; Drives the innovation process up to contract gate for existing technologies and up to commissioning products for new ones 2) Resp of Design Quality is at cat EVP level


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Deep Dive into key areas - AAR CAPEX Responsibility

Capacity & Sourcing Strategies ability

ability

Group Category VP

Cluster SC VPs

- Defines the global mfg network required to sustain profitable growth - Defines global capacity requirements 3-5 years - Drives the best sourcing options to maximise Group & Regional benefits - Develops the global CAPEX required to optimise category & Regional ROIC

- Proposes the best cluster mfg solution in line with business priorities

Cluster SC VPs

Cluster SC VPs

- able for execution of CAPEX to deliver cluster P&L growth & profit targets

- Provides optimal capacity availability 0-24 months for local sourcing

- Proposes the best Regional solution in line with business priorities

Cluster SC VPs

Group Category VPs

- Manages & controls capital expenditure budget allocated to their cluster

- Monitor & ensure Group’s CAPEX remains within global envelope

SC Ops VP

- Ensures investments are in line with global sourcing & category technology strategies and innovation roaps

- Lead the CAPEX budgeting process, manage the forecasting of CAPEX and deliver regional P&L targets

Responsibility

- Provides all the required to ensure feasibility of sourcing decisions

SC Ops VP

SC Ops VP - Provides optimal capacity availability 3-24 months for Regional sites

Innovation & Technologies Responsibility

ability

VIP Blue funnels Responsibility

ability

Group Category VPs

Cluster SC VPs

Group Category VP

Cluster SC VPs

- Designs new technology standards - on process & engineering specs

- Enables continuous performance improvements within cluster operations

- Develops Group VIP Blue funnels (medium to long term projects) in line with the global category strategy and GM ambitions - Defines & drives the pipeline of global projects tly with R&D and Procurement - Defines priority and resource allocations for Blue funnels projects

- Ensures cluster savings programmes are aligned with the Group VIP funnels

- Develops global roll-out plans that s business category strategies - Drives the innovation process up to contract gate for existing technologies and up to commissioning of new products - Drives group technology convergence of advanced/competitive options

- Provides required to ensure rollout across cluster SUs - Ensures feasibility & monitors OTIF implementation within the cluster - Ensures that convergence plans are within SU Master plans


Cluster SC VPs - Ensures in-year savings delivery of VIP projects specific for the cluster

- s the project teams w/ insights specific to cluster & competitors - Enable, monitor all actions in execution at SU’s level

SC Ops VP - Ensures in-year savings delivery of VIP projects specific to the Region

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Key Interface Meetings

BUSINESS TEAM

RATIONALE

PARTICIPATION

1. Category Leadership Team

• Develops Global Portfolio Strategy • Approves Individual Category Strategy • Drives Category Capability Development

• Category President • Category EVPs • SVPs for R&D, Finance, HR, CMI & Chief Procurement Officer • Communication Business Partner

Monthly

2. Global Category Leadership Teams

• Develops Global Category Strategy • Owns the Innovation Funnel • Gatekeeper of Global Projects • Drives Category VIP

• EVP Global Category • (S) VPs Global Brand • (S) VPs Regional Category • Functional VPs • VP Group Supply Chain

Monthly

3. Regional Category Leadership Teams

• Inputs Regional Category Strategy • Gatekeeper of Regional Projects • Manages regular interfaces with countries • Drives Regional Category VIP

• (S) VP Regional Category • Regional Functional Leaders • Regional Brand Directors • Category SC/Techonology Directors

Monthly

4. Global Category Supply Chain Teams

• Develops and drives Category Supply Chain Strategy • Drives Supply Chain execution of Category Innovation - both speed and quality • Drives Category VIP Implementation • Drives management of Category network capacity

• O • VP Group Supply Chain • VP Product Group Supply Chain • VP Category R&D • Other functional as required

3-4 times per year


FREQUENCY

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CONTENT 1- Regions Overview 2- Regional Structure 3- Region/MCO Responsibility & ability - Europe/Americas

Watch Americas SC interview

4- Region/MCO Responsibility & ability - AAR 5- Key Interface Meetings - AAR 6- Key Interface Meetings - Americas 7- Key Interface Meetings - Europe

Watch AAR SC interview

Watch Europe SC interview


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REGIONS/MCO CONTENTS

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REGIONS Overview

Regional P&L Responsibilities

Regional Operation Excellence

AAR SC SVP

8 CATEGORY SC VPs


Regional SC Priorities & Resources

REGIONS

Partner RLT and CLT

Americas and WE SC SVPs

Product Group VPs

MCO VPs

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REGIONAL Structure Americas

Europe

AAR

Customer SC

MCO SC

Product Groups


Business Partners

Business Partners


Cluster SC

NA & Canada

UKIRL

Dressings, SCC & FS

Cordillera

SC HR

SC HR

SC Operations

NAMCA

DACH

Ice Cream

SC FIN

SC FIN

South Africa

Benelux

Savoury & Beverages

Procurement

Procurement

Turkey

Brazil Mexico South Cone Middle America

Spain Portugal

Home Care & Oral

Greater China

Personal Care

NEA SEA & A

Greece Italy

AM only

Nordics

Europe only

CEE

BOTH


South Asia RUB

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Region/MCO RESPONSIBILITY & ABILITY – Europe/Americas Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Region

Region

- Factory operations and continuous improvements

- End-to-End SC delivery in each MCO

- All SC resources in Europe/Americas

Group Category

- Uniform deployment of Manex, CSE, Quality, Safety, Environment, Technology programmes - Portfolio management of CAPEX across categories and MCOs

- Customer Service - Savings and Cash - Quality Operational Execution - Safety and Environment

- All SC Resources in Europe and Americas

- Executive responsibility for SC P&L and B/S

- Capital Project design and execution

- Savings and Cash

- Business Waste (SC eff, Obs)

- Represent Region in the GSCLT and SC in the Regional LT - E2E Solutions and product portfolios to MCOs - Run Manex/Logistics Excellence for Global SC - Talent acquisition and retention - Safety & Environment - Quality operational execution

AM

EU

AAR

MCO

MCO

- End-to-End SC delivery in MCO

- ER + IR for factories

- Quality improvement for Consumer Complaints

- Order to Cash (Customer Service, Logistics) - Demand Planning - Safety and Environment - On-shelf & customer quality

Business/ Market

Business/ Market

Business/ Market

- Customer relations - Represent MCO in the region SCLT and SC in the MCO LT

- Dynamic management of savings and cash as required by MCO P&L - Execution in Business Waste - Incident management and resolution


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Region/MCO RESPONSIBILITY & ABILITY - AAR Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Region

Region

- Operate the U2K2 model

- End-to-End SC delivery in each MCO and hence in AAR

- All SC resources in AAR

Regions

- Uniform deployment of Manex, CSE, Quality, Safety, Environment, Technology programmes - Portfolio management of CAPEX across categories and MCOs - Driving savings and cash on a dynamic basis as required by Regional P&L

- Customer Service - Savings and Cash - Quality operational Execution - Factory Operations - Order to Cash - Safety and Environment

- Continuous improvement in Manex, CSE, Quality across the Region

- End-to-end execution of capital projects through UEnS for 1SC - Represent AAR in the GSCLT and SC in the AARLT

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EU

AAR

Cluster

Cluster

- End-to-End SC delivery in MCO

- Order to Cash (Customer Service, Logistics) - Planning - Savings and Cash - Quality operational execution - Factory Operations - Safety and Environment

- Dynamic management of savings and cash as required by MCO P&L - Represent MCO in the AAR SCLT and SC in the Cluster/MCO LT - Incident management and resolution


- Business Waste - Quality improvement for Consumer Complaints - Customer relations

Cluster/ Business/ Market



- Talent acquisition and retention - Continuous improvement in Manex, CSE and Quality across the MCO - Capital project design and execution

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Key Interface Meetings - AAR

BUSINESS TEAM

RATIONALE

PARTICIPATION

1. Regional Supply Chain Leadership team

• Drive AAR Supply Chain JTBDs • Manage & Govern AAR Regional Operating Plan • Develop Regional Operations capability • Develop & Manage the people agenda in of talent pipeline & capability building at the regional level

• Regional SVP Supply Chain • Cluster Supply Chain VPs • Global Category VPs as and when required • Group VPs as and when required • Regional Supply Chain Director • Regional Finance & HR Business partners • Regional VP Procurement

Quarterly

2. Cluster Reviews

• Review & Deliver Cluster wise JTBDs • Review cluster/country operating plans

• Regional SVP Supply Chain • Cluster Supply Chain VP • Regional Supply chain Director & Finance business partner • Regional & Cluster Finance business partners

Monthly

3. Cluster Leadership Team

• Review & Deliver Country wise JTBDs • Develops Country Operations Capability • Delivers Cluster / Country Operating Plan • Develop & Manage the peoples agenda in of talent pipeline & capability building at the cluster/country level

• Country Supply Chain Heads • Cluster finance & HR business partners

Monthly


FREQUENCY

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RATIONALE

PARTICIPATION

1. ASCLT

• Lead the SC in the Region • Develop and implement SC strategy in the Region • Ensure results delivery • Review and implement people strategy • Agree development plans in of infrastructure, capabilities etc.

• Category President • Group VPs • SVPs for R&D, Finance, HR & Supply Chain • Communication Business Partner • Regional VP Procurement

Monthly

2. Country Reviews

• Review MCO performance and plans • Ensure results delivery

• SVP SC • SC VP MCO • MCO SC Directors as required

Twice a year

3. Product Group Reviews

• Review PG performance and plans • Ensure results delivery

• SVP SC • SC VP PG • PG Directors as required

Twice a year

4. SLA Reviews

• Review operational performance in of service, costs, inventories, innovation, waste • Ensure results Delivery

• SC VP MCO • SC VP PG • Relevant Directors as required (e.g Planning, TIM-Q, Manufacturing etc.)

Quarterly

5. Cordillera Programmes Review

• Review programme evolution • Agree trade-offs as required • Provide resources and as required • Ensure timely implementation of the programmes

• SVP SC • Full ASCLT

Monthly


FREQUENCY

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Key Interface Meetings - Europe BUSINESS TEAM

RATIONALE

PARTICIPATION

1. European Supply Chain Leadership team (ESCLT)

• Lead the SC in the Region • Develop & implement SC strategic programmes in the region • Ensure results delivery, review operational results, SC scorecard etc. • Review Project delivery and follow up (Finnegan, restructuring etc.) • Review & follow up of various (WL3 SC) functional boards (LLT, PPB, Make Board, CSB, etc.) • HR Regional people review and development plans

• SVP SC • VP Customer SC (MCOs), VP Product Group SC, VP Logistics, VP CSE, VP Finance SC, HR Dir, Strat Dir • Regional VP Procurement

Monthly (1.5 day)

2. Unilever Supply Chain Company Board (USCC-B)

• Governance and decision forum related to the USCC • Operational day-to-day operation related to USCC and USCC results

• SVP SC • VP Product Group SC, VP Logistics, VP CSE, VP Finance SC, HR Dir, Strat Dir

Monthly (1 day) and separate results call

3. Country (or country clusters) Leadership Team (CLT)

• Develops Country (or Cluster) Operations Capability • Delivers Country (or Cluster) Operating Plan

• Country Business Unit MDs • Marketing, Customer, Finance, HR and Supply Chain VPs

4. Make Board

• Drive Cross-Category Manufacturing Programme • Deliver Global Programmes on Man Ex, Safety, Quality, etc. • Develop solutions to exploit similarities across Categories (Eco-Manufacturing, Factory Organisation, Maintenance benchmarking, etc.)

• Works Directors representing Category and Country (total 10) • Supply Chain Capabilities Directors (Safety, Quality, Man Ex, Engineering) • IT, NPI


FREQUENCY

Monthly or twice a month

Monthly

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CONTENT 1- Procurement Overview 2- VIP Management Responsibility & ability

Watch O interview

Watch Open Innovation interview

Watch Procurement Regions interviews

Watch IP - Enterprise Services interview

Watch VIP interview

Watch IP Marketing Services interview

3- Open Innovation with Suppliers Responsibility & ability 4- Indirects Procurement (ES) 5- Indirects Procurement (Marketing) 6- Indirects Procurement (SC) 7- Key Business Interface Meetings


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PROCUREMENT Overview Materials & Service Procurement Manages Unilever’s external supply market and supplier relationships Responsible for: • Contract negotiation • Supplier selection • Materials & Sourcing strategies

Procurement Services & Capabilities Procurement Operations - Geographies Acts as local business integration Responsible for: • Implementation of negotiated contracts • Supplier Service/Quality/Logistics • Procurement for local business


Provides procurement and resources Responsible for: • Processes and tools • Procurement financial management • Information management and reporting

Procurement Operations - Categories Interfaces procurement with Unilever categories Responsible for: • Innovation management • Material efficiency programme • Complexity Management

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VIP Management RESPONSIBILITY & ABILITY* Responsible to…

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( Enable/Ensure )

Region/Network Procurement VP

Region/Network Procurement VP

- Input to ME target setting - Generate Material Efficiency VIP Ideas for Global and Regional Blue Funnel - Lead implementation of VIP ME Buying projects - Manage ME VIP information in the system (ISIS) - Suppliers delivery of agreed cost materials efficiency programme

- Savings target delivery - ME VIP project implementation - Facilitate suppliers interaction with UL ensuring responses in timely manner - Discipline in reporting ME savings project - Ensure VIP projects appropriately staffed

Procurement

SC/Procurement Finance VP

SC/Procurement Finance VP - Coordinate ME target setting - Set Materials Efficiency guidelines and definitions - Approve ME VIP projects

Finance

Category Supply Chain VP

Category Supply Chain VP - Drive Global/Regional Blue Funnel & Drive cross functional idea generation sessions - Implement VIP Material Efficiency projects at factory level - Provide technical resources for implementing ME VIP programme

- Provide transparency and ensure consistency of savings reporting and calculation - Savings tracking and reporting - VIP process guardian

Group & Regional SC

- Follow up and monitor overall VIP Programmes - Get RCLT/GCLT alignment - Manage Total Product Costs

R&D and BD VPs

R&D and BD VPs

- Generate Material Efficiency VIP Ideas for Global and Regional Blue Funnel - Lead Product Logic VIP projects - Lead Implementacion of ME VIP projects at formulation/pack level - Technical approval of new suppliers / materials

- Product Performance (consumer, quality, cost) - Manage product Gross Margins - Provide appropriate funds and resources for implementing ME VIP programme - Define qualification criteria for new suppliers materials


R&D + BD Categories

* Value improvement projects

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Open Innovation with Suppliers RESPONSIBILITY & ABILITY* Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Global R&D/OI

CR&DO/EVP Category - Align with Com strategy - Define the DISCOVER/GENESIS programmes - Define thought leaders in the industry

WANT

- Plan & agree the programme resources - Ensure that capabilities are in place - Ensure information transparency & visibility

R&D OI/Procurement (Operations)

R&D OI/Procurement (Operations)

- Define scouting plan & deliverables - Define critical supplier capabilities - Agree existing suppliers to include - Drive scouting with new suppliers

- Provide SRM frame/supplier positions - Engage suppliers in programme

FIND

Category R&D/OI/Procurement

Category R&D/OI/Procurement

- Define consumer needs with BD - Translate them into technical requirements - Scope business opportunity for UL/supplier - Agree alliance with supplier - Define deliverables of alliances - KPIs

- Alliance framework with supplier - Resources to manage the alliances

GET

Cat R&D/Cat BD/Procurement Operations Category

Cat R&D/Procurement Operations - Category

- Turn consumer insights into innovation BOSCARD - Initiate IPM project - Early integration of selected OI supplier - Manage the supplier/UL alliance - Monitor progress versus deliverables

- Ensure resources allocation to IPM project - Foster post launch evaluation/learnings


MANAGE

* Value improvement projects

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Indirects Procurement (ES*) Responsible to…

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( Define/Drive )

( Enable/Ensure )

VP Procurement

VP Procurement

- Defines the supply market and sourcing strategy as a part of ES strategy - Drives the supplier engagements and governance, including the supplier relationship management, supplier selection - Defines the buying and negotiation strategy, including pricing, , cost models and buy/lease analysis - Drives the supplier innovation and sustainability agenda

- Ensures the optimal choice of available suppliers for input into a service strategy - Ensures the availability of robust supply market strategy and its execution - Ensures compliance of suppliers with Unilever standards category


VP ES

VP ES

- Defines services required in area of responsibility: IT, HR, Finance, Workplace, Travel - Defines key KPIs and SLA elements for each area of service - Owns and drives the budget with the of IP - Drives the total customer services process “end-to-end” - Owns day-to-day supplier management and s IP Executive SRM Processes

- Enables robust input of needs from the business to ensure their needs are met in a cost effective manner - Ensures an excellent service to customers, drives improvements and innovation in services - Ensures the correct service strategy is applied short and long term - Ensures all services required to ES short and long term strategies are procured with IP engagement and process

Service Control Director - Drives standardisation of services, KPIs and SLAs in supplier performance management across service operations - Defines quality standards for service - Defines service catalogues

Enterprise

Service Control Director Service Control and Development

- Deployment & execution of service control organisation and framework across ES - Ensures standards are applied with key providers

* ES = Enterprise Services


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Indirects Procurement (Marketing) Responsible to…

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( Define/Drive )

( Enable/Ensure )

VP Procurement

VP Procurement

- Defines the supply market and sourcing strategy as a part of Media, Creative Agency & CMI strategies and in country activation strategies - supplier engagements and governance, including supplier relationship management, supplier selection etc - Defines the buying and negotiation strategy, including pricing, , cost models and outsource/in-house analysis - Drives the supplier innovation and sustainability agenda

- Ensures the optimal choice of available suppliers for input and benchmarking - Ensures the availability of robust supply market strategy and its execution - Ensures compliance of suppliers with Unilever standards


VP Agencies & VP Mkt Services & SVP CMI

VP Agencies & VP Mkt Services & SVP CMI

- Defines International Agencies required in each area of responsibility: Creative, PR, interactive, CMI, digital, PMA - Defines business requirements and creative content expectations - Manage the total creative process “end-to-end” including implementation in categories and BB teams - Owns day-to-day supplier management & service review

- Enables robust input of needs from the business to ensure their needs are met in a cost effective manner - Ensures creative processes are adhered to by Agencies & Marketing function in categories & countries - Ensures that there are no overlapping projects - Services from approved suppliers are purchased with procurement engagement

Marketing Function

Category GVPs, Regional SVPMO, MCO VP Marketing

Category GVPs, Regional SVPMO, MCO VP Marketing - Drives implementation of contracts in delivering creative content for the category or region - Defines category or regional business requirements - Holds and deploys category/regional or MCO budgets - Agency briefs / SOW’s are well defined and understood - Define Activation activities


Brand Development & Brand Building

- Timely & effective creation, deployment & execution of creative content - Agencies deliver as per brief - Ensures effective communication in improving brand equity and in of product innovation driven launches - Optimisation of in market activation

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( Enable/Ensure )

VP Procurement

VP Procurement

- Defines the supply market and sourcing strategy as a part of Category SC and Regional SC strategies - the supplier engagements and governance, including the supplier relationship management, supplier selection - Defines the buying and negotiation strategy, including pricing, , cost models and buy/lease analysis - Drives supplier sustainability and the supplier innovation agenda

- Ensures the optimal choice of available suppliers for input into an investment study - Ensures the availability of robust supply market strategy, and its execution. - Ensures compliance of suppliers with Unilever standards


VP SC

VP SC

- Defines goods and services required in area of responsibility: freight, warehousing and distribution, capital equipment, sourcing unit services - Defines business requirements for each area of engagement, holds or s the budget - Drives the total customer services process “end-to-end” - Owns day-to-day supplier management

- Enables robust input of needs from the business to ensure their needs are met in a cost effective manner - Ensures an excellent service to customers, drives improvements and innovation in technology and services - Ensures the business cases are completed - Services from approved suppliers are purchased with procurement engagement

Supply Chain Function

Director, Quality

Director, Quality - Drives quality standards and metrics for all areas of spend


Quality

- Deployment & execution of quality standards and metrics - Ensures standards are applied with key providers

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Key Business Interface Meetings

BUSINESS TEAM

RATIONALE

PARTICIPATION

1. Unilever Procurement Leadership Team

• Develops and approves procurement strategy for PI • IP materials and services • Procurement priorities & targets • Material forecast • Resource and talent pool plan

• O • Portfolio and regional Procurement VPs • Finance, HR, Communications and Legal Business Partner

2. Global/regional SC Leadership Team

• Ensuring full integration and alignment of procurement with the global/regional SC agenda and programme

• CSCO/Regional SC SVPs • O/Regional Procurement VPs • Global/regional SC leadership team

Monthly

3. Enterprise Leadership Team

• Develops & approves Strategies • Owns service line & budget • Service line performance improvement

• Chief Enterprise Officer • ES Leadership Team (including VP Procurement Indirects)

Monthly

4. Media Leadership Team

• Develops and approves Strategies • Owns service provision and operational budget • Media innovation and development

• Global Head of Media • Media Leadership team inc. IP Director Media

Monthly


FREQUENCY 4 F2F and 12 TP meetings

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CONTENT 1- Customer Service Excellence Overview 2- Customer Service Excellence Responsibility & ability 3- Key Business Interface Meetings


Watch Customer Service Excellence interview

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CS Excellence Overview

Design CS Solutions for all Channels


Deploy CSE Powerhouse through GVTs

CSCO

Partner Regions for Uniform roll-out

Build ONE Integrated CSE TEAM

VP CSE

Europe CSE

Americas CSE

AAR CSE

Group CSE

GVTs

Leverage SCALE to DESIGN Capabilities globally…


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Customer Service Excellence RESPONSIBILITY & ABILITY Responsible to…

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REGION - Design Once Deploy Everywhere - Coordinate GVT Programmes across Markets - Capability build in Markets - Interfaces with Regional SCLT & CDLT - Engage MCO Leaders and Teams

Go To market

Go To market

CSE POWERHOUSE

- Customer insights fed into Deploy/Design to ensure they are market relevant - Skilled resources in place - Receiver mechanism in place to execute global capabilities

REGION - Service Performance across the Region (KPIs) - Market needs & capability gaps are reflected in the GVT programme - Consistency of deployment of standards, tools, training & systems across markets

GVT - Targets & Global Deploy Programme, incl. Priority and Resource Plan - Global/International CS relationships - Co-develop CSE Capability Strategy - Roll-out global projects, eg Terra

GVT - Skilled Resources in place to accelerate deployment to markets - Future needs & gaps are fed into Design Funnel - Maintain Best Practice tools, systems and processes - Strategic Customer requirements are built into market needs

- CSE Strategy Development - Global KPI’s Definitions & Standards - Group CSE Capability platforms/programme - Interface with Global Functions (CD, R&D, IT ES, etc)

- Design programme is market relevant and aligned with CD (emerging customer & shopper needs are built into it) - Fast roll-out of new capabilities through efficient piloting - Talent & Learning Framework


EXECUTE

Go To market

DEPLOY

- Local CS relationships - Service performance in market (KPIs) - Local service improvement programmes - MCO succession planning - Standards Compliance

( Enable/Ensure )

DESIGN

DESIGN

DEPLOY

EXECUTE

( Define/Drive )

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Key Business Interface Meetings BUSINESS TEAM

RATIONALE

PARTICIPATION

GTM leadership Team

• Development of GTM strategies • Governance of Group CSE programme • Thought Leadership for CSE strategy

• CSCO • Group VP CSE • Top 10 Market VPs, • Global VP CD , Global VP IT • Group Design Directors

2 times per year

Regional SCLTs

• Alignment of Group & Regional CSE programme and priorities • GVT priorities • Resources

• Regional SCLT • Group VP CSE • Regional Group Director CSE

2 times per year

GCDLT

• Alignment of CD & SC strategy • Global Customer alignment

• CCO , Regional SVP CD, Group VP CSE , Global VP CD , IT & legal

2 times per year

Global CoE LT

• CoE workplans , strategy & alignment

• Global VP CD • Global VP CSE • CoE leaders

2 times per year

Global Customer SC F2F

• Agree annual workplans, • Review in year performance against workplan • Strategic alignment

• Global Customer CD VP • Group VP CSE • Sponsoring SC SVP • Global Customer SC Director

2 times per year

Regional CDLT

• Regional alignment of CD & SC

• Regional SVP CD • Market VPs CD • Market VP CSE

Quarterly


FREQUENCY

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CONTENT 1- Logistics Excellence Overview 2- Logistics Excellence Responsibility & ability

Watch Logistics Excellence interview

3- Key Business Interface Meetings


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Logistics Excellence Overview

Build Logistics Skills Development programme

Create & Lead the Group Logistics Sustainability Programme


Build & Deploy common Benchmarking systems

Build & Deploy one common set of KPIs

SC SVP Europe

Logistics VP Europe

Log VP Americas

Log VP AAR

Integrate Global SCALE with Local DIVERSITY …


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Logistics Excellence RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Lead Logistics VP

Lead Logistics VP

- Create and lead the Group Logistics Sustainability Programme - Define a common logistics KPIs, benchmarking system across MCOs/regions - Develop logistics skills programme - Define standard logistics processes and systems for global application - Build logistics network and WH design capabilities

- Delivery of Group logistics 3C targets

Group Logistics GLLT & GVT

Regional Logistics VP

Regional Logistics VP

- Develop and execute regional network strategy - Define regional logistics procurement strategy including 3PL Contract Management - Delivery for regional logistics operations (eg Ultralogistik) - Delivery of regional cost, customer service and carbon targets (3Cs) - Lead Logistics RVTs

- Deploy global logistics procurement strategy in regions - Deploy common logistics KPIs and benchmarking system - Deploy skills development programme for logistics - Deploy common logistics processes and systems (eg WMS, TMS)

AM

EU

AAR

MCO SC VPs

MCO SC VPs - Logistics operations delivery in the MCO - Continuous improvement in logistics operations as per agreed deployment programme - Delivery of MCO cost, customer service and carbon (3C) targets

Business/ Market

Business/ Market

Business/ Market

- Customer relationship management on logistics topics

Notes: 1) G1/G2 projects; 2) Resp of Design Quality is at cat EVP level


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BUSINESS TEAM

RATIONALE

PARTICIPATION

1. Group Logistics Leadership Team (GLLT)

• Sets Unilever Group Logistics strategy and long term targets • Defines and implements global logistics organisations • Defines priority programmes and projects, resources them, and monitors progress

• Europe Logistics Excellence VP as Group Lead (Chair) • Regional Logistics VPs (x3) • VP Indirect Procurement • Group Logistics Development Director

Quarterly

2. Logistics Global Virtual Team (LGVT

• Implements projects and programmes as defined by GLLT • Identifies best practices and roles them out into the global logistics network. “design once…” • Sets logistics standards and ensures compliance (e.g. KPIs, WMS etc) • Leads the Logistics sustainability initiative

• Group Logistics Development Dir (Chair) • Regional Logistics Operations Directors (x3) • Logistics Procurement Director (x1) • Ocean Freight Procurement Director

Monthly

3. Logistics Regional Virtual Teams (x3)

• Sets regional logistics strategy and targets and ensures compliance • Defines regional priority programmes/projects in addition to those agreed by GLLT • Develops the regional logistics management talent pool

• Regional Logistics VP (Chair) • Regional Logistics Operations Director(s) • MCO Logistics Directors/Managers • Regional Logistics Procurement Director • Regional Logistics Finance Director

Monthly


FREQUENCY

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CONTENT 1- QUALITY Excellence Overview 2- Enterprise Quality Responsibility & ability

Watch Quality Excellence interview

3- Key Business Interface Meetings 4- Key Business Review Meetings


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QUALITY Excellence Overview

Raise Quality Capabilities

Build Quality Culture everywhere

QUALITY Excellence

Develop Quality Strategy

Set Quality Standards & Targets

VP Group Quality

Director Group Quality Europe

Director Group Quality Americas

Director Group Quality AAR

Director Group Quality Expertise

Director Group Quality Category & Consumer

Building a comprehensive and integrated Quality agenda globally…


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Quality RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

EVP Category

EVP Category

- Product superiority & competitor product benchmarking - Brand Performance Standards

- Overall quality improvement in category

Group Category Q Champion

- Rigour of IPM Functional Excellence for Quality - Linkages between BPS and CRQS

- GCLT visibility & review of Quality cross-geography - Overall category Q improvement plans - Identify and resolve chronic / x-regional Q issues - Linkage across teams (BD, BB, SC, R&D) and with RCLTs

Group Category Q Champion GCLT

GCLT

GCLT

- for GCLT Q Champion - Integration in Quality strategy deployment & Q activities for category - Design for Quality in innovation projects

Group VP Cat SC

- CRQS development and linkage to BPS - Quality in design (innovation, core technology, engineering)

Region SVP SC

Region SVP SC

Region SC

- Quality operational execution in region (supply, manufacturing, delivery)

- “Delivered” Q improvement (reduction in incidents, complaints, on-shelf defects)

MCO Chairman

- process with consumers (Care lines) - External response to and resolution of Quality incidents - On-shelf Quality

MCOs OpCos

MCOs OpCos

MCOs OpCos

RCLTs

RCLTs

RCLTs


- Rigour of IPM Functional Excellence for Quality at RCLT - Linkage across teams (BD, BB, SC, R&D) and with GCLT - RCLT Q Champion - Design for Quality in innovation projects - Product Quality in market place

- Quality operational execution in SC (UL & 3P) - Product Quality in innovation implementation

- Lead Quality agenda for Enterprise - Strategy, standards, Ways of Working, tools

- RCLTs in Q improvement

Region VP SC [PG/Cat/MCO/OpCo/Cluster)

Region VP SC [PG/Cat/MCO/OpCo/Cluster)

Group VP Quality

MCO Chairman

Region Category Quality Champion

Region Category Quality Champion

- RCLT Q visibility & Quality issue prioritisation - Execution of Quality improvement activities in RCLT

Group VP Cat SC

Quality Organisation Quality Communities / Expertise Networks

Group VP Quality

- Implementation and standardisation of approach, process and replication of best practice

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RATIONALE

PARTICIPATION

FREQUENCY

G QLT (Group Quality Leadership Team)

• Develop Quality strategy, standards • Integrate and link activities • Review progress & adjust activities

• VP Group Quality • Directors Group Quality

6 x per year

R QLTs (Regional Quality Leadership Teams)

• Implement Quality strategy • Translate Quality targets to regional / local priorities • Synthesise regional Quality needs • Deploy new Q processes • Build Q community & linkages

• Dir Group Q - Region • Regional Quality Leads (Product Group/Category & MCO or Cluster) • VP Group Quality (as needed)

At least 4 x per year

Group Category Quality Managers

• Implement Quality strategy • Review progress & adjust activities • Synthesise category Quality needs • Agree new Q processes

• Dir Group Q - cons/cat • Group Category Quality Managers

6 x per year

GCLT Quality Champions

• Implement Quality strategy • Synthesise category Quality needs • Review progress & adjust activities

• VP Group Quality • Dir Group Quality - cons/cat • Quality Champions (one per category)

2 x per year

• Dir Group Quality - Region • Dir Group Quality - cons/cat (as possible) • R Quality Champions (one per RCLT)

2 x per year

RCLT Quality Champions

Quality Action Steering Teams

• Cross-functional stakeholder guidance, input, agreement and actions cross-boundary

• Dir Group Quality (leading strategic action) • Cross-functional stakeholders as relevant

As needed

Quality Expertise Networks

• Leverage expertise around business to provide content guidance, develop best practice and practical action for key topics

• Dir Group Quality (as appropriate) • Identified expert practitioners located in the region from SUs, MCOs, SC, R&D, SEAC, Procurement (as appropriate)

At least quarterly

Global Virtual Sites Leaders

• Provide direct link to SU Quality agenda and community • Ensure Quality agenda execution in consistent manner • Synthesise needs, review and prioritise actions

• Dir Group Q - Americas (as lead of “SU Perfect Execution” strategic action) • GVS Leaders (cross category)

At least quarterly

Regional Virtual Sites Leaders


• Dir Group Q - Region • RVS Leaders (cross category) • Dir Group Q - Americas (as possible)

At least quarterly

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Key Business Review Meetings* BUSINESS TEAM

RATIONALE

PARTICIPATION

FREQUENCY

UEx

• Quality progress review and obstacle removal for Q agenda

• UEx • SVP R&D Category • VP Group Quality

At least annually

GCLTs (Global Category Leadership Teams)

• Review Quality progress • Prioritise issues for improvement, sponsor Q Improvement teams • Ensure IPM FE is followed

• GCLT • Global Quality Champion


R LTs (Regional Leadership Team AALT, ALT, ELT)

• Review Quality progress • Remove obstacles

• RLT • SVP SC (on behalf of Q) • OR VP Group Quality/Dir Group Quality - Region


RCLTs (Regional Category Leadership Teams)

• Review Quality progress • Prioritise issues for improvement, sponsor Q Improvement teams • Ensure IPM FE is followed

• RCLT • Regional Quality Champion


G SCLT (Global Supply Chain Leadership Team)

• Approve Quality strategy and JtbD • Provide mandate, resources • Remove obstacles

• G SCLT • VP Group Quality


R SCLTs (Regional Supply Chain Leadership Teams)

• Agree regional Quality priorities • Review Quality progress • Move obstacles

• Reg SCLT • Director Group Quality for Region AND/OR VP Group Quality (at least annually)


UPLT (Unilever Procurement Leadership Team)

• Drive S Q Approval compliance • Drive Supplier Quality Improvement agenda

UPLT Director/Manager Group Quality leading “Supplier Quality” strategic action AND/OR VP Group Quality


* List of other functional LT forum where Quality agenda is reviewed and actioned upon Live Superior Service. Deliver Sustainable, Profitable Growth.

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CONTENT 1- Manufacturing Excellence Overview 2- Manufacturing Excellence Responsibility & ability 3- Manufacturing Excellence Responsibility & ability - AAR

Watch Manufacturing Excellence interview

4- Key Business Interface Meetings


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Manufacturing Excellence Overview

Leverage the Virtual Sites Concept

Apply TPM Methodology consistently

ManufACTURING

Excellence

Ensure rigour in results

SC SVP Americas

Define common KPIs

Manex VP AAR

Manex VP Am/WE

Connect & Strengthen our Manufacturing Network…


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Manufacturing Excellence RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Group

Group

- Overall Man Ex programme & prioritisation - Man Ex standards processes - Man Ex Capability building - Global/Regional operational excellence (RVS/GVS)

- Man Ex deployment across regions - World Class Manufacturing metrics - Virtual site delivery - In-year savings delivery - Man Ex Skills and capability programme delivery

Group

Region

Region

- Man Ex deployment - In-year Man Ex savings delivery - Region operational excellence (RVS) - TPM Programme

- SU’s Man Ex programme - SU’s performance standards (P,Q,S,C,D,M)

AM

EU

AAR

Supply Unit directors

Supply Unit directors - SU Man Ex programme delivery - SU performance results (P,Q,S,C,D,M) - Virtual site activities


Business/ Market

Business/ Market

Business/ Market

- Implement agreed programmes - Sharing practice and resources - Customer Service

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Manufacturing Excellence RESPONSIBILITY & ABILITY - AAR

Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Group

Group

Group category VP

- Overall Man Ex programme & prioritisation - Establish Man Ex standards/Process/KPIs - Make Capability building programme - Global/Regional operational excellence through GVS/RVS. - Blue Funnel make VIP - In-year make savings governance

- Developing world class Manf. Metrics - Reducing bandwidth of “Make” performance KPIs in site across the region - Zero sites below minimum mandatory standards by 2013

AM

EU

AAR

Cluster/MCO SC VPs

Cluster/MCO SC VPs

- SU program delivery in of safety, conversion costs and output reliability

- SU programme delivery in of Productivity, Quality & Morale - Implementing agreed Man Ex programme - Sharing & cascading best practices regionally & globally

Business/ Market


Business/ Market

Business/ Market

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BUSINESS TEAM

RATIONALE

PARTICIPATION

1. Group Man Ex

• Develop Global Man Ex strategy • Monitor progress in Manufacturing Performance improvement • Review Mfg Centre of Excellence progress • Review Mfg Capability building and resource allocation

• SVP SC Americas • Group VP MEx (AAR; WE/Am) • Group/Regional MEx Directors • GSCLT (once in six months review)

Once in 3 months

2. Regional Man Ex

• Regional Review MEx/TPM performance • Foundation (raise the floor) and Advanced (raise the ceiling) focus • Prioritisation • to Group Man Ex

• SVP SC • Group VP MEx (AAR; WE/Am) • Group/Regional Mex Director • Cat VP SC/Cluster VP SC (selected)

Once in 2 months

3. Regional Supply Chain Leadership Team

• Review (Regional/Cluster)Supply Chain Performance vs target • Develops actions to close gaps • Succession Planning

• SVP SC • Product Group SC VP (Am/WE); Cluster SC VP • Group VP MEx (AAR; WE/Am) • Group SC VP’s (for AAR) - case to case basis • Group Q VP • Group UEnS VP

Once in 2 months

4. Cat Supply Chain Leadership Team/Cluster Supply Chain Leadership Team (one on one meeting with each category/cluster)

• OpCo MEx/TPM Review • RVS Review • Deep Dive on category/cluster/site issues • Short term action planning and

• Product Group SC VP (Am/WE); Cluster SC VP • Group VP MEx (AAR; WE/Am) • Site/RVS Leaders • Group/Regional MEx Director

Once in 2 months


FREQUENCY

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CONTENT 1- UNILEVER Engineering Services Overview 2- Unilever Engineering Services Responsibility & ability 3- Key Business Interface Meetings


Watch Unilever Engineering Services interview

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UniLever Engineering Services Overview

Leading Edge Engineering Design Capabilities via external alliances

ENGINEERING Excellence

Deliver E2E Capital Execution at Competitive Cost

UEnS

Re-usable Core and Infrastructure Designs

Construction, Installation and commissioning SC SVP AAR VP UEnS

Design Services

Project Delivery

Deliver Value & Speed through Repeatable Models …


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Unilever Engineering Services RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

UEnS VP

VP ManEx

- E2E Project Execution - Engineering design repository - ESP Partner Management - Non Cat Techno Development - Collaborative supplier engineering programme

- of design performance & learning - Best practice input to projects & core design development

Category SC VPs

( Enable/Ensure )

UEnS VP

VP ManEx

- OTIF capacity creation - Sustainable Infrastructure

- Development of core designs - Operational ramp up of new capital installations

VP IP

Category SC VPs

VP IP

- Future requirements: Mfg Capacity, New Factories & Technologies - Category Technology Menus - Capital planning & approval - New Category Technology Definition

- Capital Procurement Strategy - Strategic Supplier Relationship Mngt - Procurement of Capital Equipment & Supplies - Delivery of IP Savings

- Project Engineering designs - Reusable design repository - Strategic supplier relationships - Implementation

- Supplier selection for core design modules

VP Safety

VP Quality

VP Safety

VP Quality

- Definition/maintenance of UL safety standards for EPCM and commissioning

- Definition of Q stds - on Quality performance and link to capability - Input Q principles to core design dvpt

- Deployment of safe operating processes at all UEnS Project Sites - Safety performance at project sites

- Development of Process capability to achieve quality standards & drive quality performance improvement - Incorporation of best practice quality design principles into projects and core designs

Global SCLT

Cat SC

GCLT

Cat SC

GCLT

Cat SC

GCLT

Region SCLT

Region SCLT

Cluster SC VPs - Future requirements: Infrastructure, Site Development, Non Mfg Exp - Inputs from Op Ex teams - Local planning/compliance - Effective receiver role as integral team member


Cluster SC VPs MCOs OpCos

MCOs OpCos

MCOs OpCos

- Site infrastructure design - OTIF E2E Project execution - Capital planning & approval

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RATIONALE

PARTICIPATION

FREQUENCY

SCLT

• Review/Sign-off of UEnS Programme & Project Portfolio • KPI delivery • Opportunities & learning

• Unilever SCO • Regional SC SVPs • O • Group Category SC VPs • UEnS VP

Category SC Teams

• Understand future investment plans and priorities • Agree/Review core design development programme • Agree/Review Category capital project portfolio & resource requirements • Opportunities & Learning

• Group Category SC VP • Category T&E Directors • UEnS VP • UEnS Engineering Services Director • Capital Procurement Director

2 times per year

Regional SCLT

• On the ground implications of Category capital project portfolio including CAPEX • Future infrastructure/non Manufacturing requirements & CAPEX • Regional/Local priorities • Big project update/share learning

• Regional SC SVP • Cluster/Regional Category SC VPs • Project Delivery Director(s) • Regional T&E Directors • Regional Quality/Safety Directors

2 times per year

UPLT

• Agreement of Procurement strategy and IP savings targets • Resource alignment • Review progress against targets and strategy implementation

• O • Procurement VPs • UEnS VP • UEnS/IP Directors

2 times per year

2 – 3 times per year

Other interface meetings are held on project specific basis


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CONTENT 1- Safety & Security Overview 2- Security Responsibility & ability 3- Safety Responsibility & ability

Watch Safety & Security interview

4- KEY INTERFACE MEETINGS


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Safety & Security Overview

Raise safety & security capability

Build a Unilever safety & security culture

Safety & Security

- BBS - Process safety - Safe driving

’everyone, every day, everywhere’

Develop & review strategy,priorities and performance

Safety & Security VP

Risk & compliance management

AAR SHE Dir


Set targets and standards

WE SHE Dir

Americas SHE Dir

Group Business Continuity

group Security manager

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Security RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Global CSO:

Global CSO:

- Functional responsibility and custodian of Corporate Security Framework, Standards and Guidance - Maintaining a security network of internal and external stakeholders - Providing security advice, direction and across the Business, including the Board, UEx and relevant Committees - Overseeing the Unilever Security Implementation Network to ensure security is being managed at the tactical/operational level

- Central coordination of the security function - Assist country CSOs to establish security plans aligned to wider business objectives

GROUP

Security Action Group - for Global CSO in driving the security agenda

Security Action Group - Provide Business input into security planning and priority setting

Region SVP SC/HR

Region SVP SC/HR

REGIONAL LTs

- Regional Security Champions for sponsoring security at RLT - Advice and guidance on wider regional issues to ensure alignment and de-confliction

MCO Chairman

- Enabling the operational implementation of the security programme through visible - Providing a representative for the SAG

MCO LT Security Champion

MCOs

- Responsible for MCO security - Identifying MCO LT security representation for the Security Implementation Network

- ing MCO implementation of the security plan

Security Implementation network - Operational cascade / implementation across MCO

Country Head/Chairman

Country Head/Chairman

COUNTRY

- Responsible for in country security

- Provision of the appropriate resource to enable effective security - Identified security ability at every site

Country Security Officer/Champion - Interface with global CSO - Implementing the security framework and plan


Country Security Officer/Champion HIGH

MEDIUM

LOW

- Local security controls and procedures - Maintaining internal and external networks that enables effective security

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SAFETY RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

CEO

CEO

Approving safety policy Priority of safety on corporate agenda Visible and demonstrable safety leadership

Reporting safety performance to the board

UEx

CSCO

CSCO

Adopting safety strategy and targets

Ex sponsor

S&H Directors

Defining safety and occupational health strategy, programme, priorities and standards Monitoring and reviewing performance

ing the implementation of the regional safety programmes, providing technical expertise and guidance across categories and regions identifying and disseminating best practice, cross country/category/sites identifying safety capability and skills

Group Category SC VPs

Unilever Engineering Services VP Defining and recommending non-category specific safety standards for high risk processes & technologies Ensuring new facilities meet all safety standards Safety of employees, contractors and visitors by driving a comprehensive safety programme Compliance to Unilever Standards Identifying and managing risks maintaining safety as a priority

MCO/Country/Site Heads Maintaining Safety as a priority SHE skills Legal and regulatory compliance

MCO/Country/Site SHE Coordinators Maintaining SHE expertise across categories defining in-country legal compliance programmes and enabling tools


Group Group S&H Leadership Team hip: VP Safety & Security (Chair), Regional S&H Directors, Occ Health Key Links – MANEX & UL Engr Services

Region President, MCO Heads, SVP SC, VP SC, Site Heads

Visible Leadership

Defining and recommending category specific safety standards for high risk processes & technologies

Line Management Responsibility

VP Safety and Security

Group Category SC VPs Ensure the maintenance of specific category process safety standards

Unilever Engineering Services VP Ensure the maintenance of non category specific high risk process & technology standards in existing sites integrate process safety standards into wider engineering standards

S&H Directors Guidance and ing Maintaining safety capability and skills

MCO/Country/Site Heads Reporting of performance and compliance with Unilever standards

MCO and Country

MCO/Country/Site SHE Coordinators MCO & SU legal compliance SHE programme implementation Identifying SHE skill requirement Sharing best practice in country

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Key Interface Meetings BUSINESS TEAM

RATIONALE

PARTICIPATION

1. UEx, Risk & Responsibility Committee, Regional Leadership Team

• Annual reporting of safety and security performance • Brief on strategy and priority areas • Present the safety and security road map with prioritised action plan • Review performance

• Chief Supply Chain Officer (UEx Dir and sponsor) • VP Safety and Security • SVP Regional SC (sponsor)

2. Security Action Group

• Develop Group security plan • Set prioritised actions • Coordinate functional

• VP Safety and Security (Chair) • Regional SVP representatives • Audit, Global ES and Corporate Affairs

Bi-Annual

3. Group S&H Leadership Team

• Defining S&H strategy, priorities, programme and standards • Review and report performance • Incident review

• VP Safety and Security (Chair) • Regional S&H Directors • SEAC • Occ Health • Key Linkages – MANEX and UL Engr Services

Quarterly

4. MCO/Country Central SHE Committee

• Line Ownership • Review performance

• MCO/Country Leadership • MCO/Country SHE Managers

Min. Bi-Annual

5. Regional SCLT

• Line Ownership • Review performance

• Regional SCLT • Regional S&H Director

Min. Bi-Annual

6. Process Safety Steering Group

• Review PSM working group plan and outputs • Monitor performance

• VP Safety and Security (Chair) • SEAC • Regional S&H Directors • Category/other PSM Experts

Bi-Annual

7. Operational Safety Action Group

• Embed safety principles in future projects • Maximise safety by design

• VP Safety and Security (Chair) • SC Category representation • Engr Services • Regional S&H Directors

Bi-Annual


FREQUENCY Annual

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CONTENT 1- SC Strategies Overview 2- SC Strategies Operating Principles 3- SC Strategies Responsibility & ability


Watch SC Strategies interview

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SC Strategies Overview

Capital efficient industrial base…

SC Strategies

Building financial, technical, business and sustainability case to prove feasibility of strategic roap

SC Strategies & Sustainability VP

Strategies Programme Directors

Sustainability Programme Director*

Enablers of low cost business models

Clearly defined Factories roles will ensure flexibility whilst leveraging regional economies of scale

*For more details, please refer to page 84 in Sustainable Manufacturing section

Create world-class industrial base to enable Com vision of sustainable profitable growth


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SC Strategies Operating Principles • Create capital efficient industrial asset base

WHY?

• Enable new business models e.g. Low cost business model for D&E markets • Leverage inter-market supply to unleash power of One Unilever SC Organisation

• Align Categories SC strategies with business strategies along entire value chain

WHAT?

• Deliver optimised sourcing network • Deliver new business models • Develop superior insights on business key value drivers

• Develop and drive end-to-end strategy projects

HOW?

• Adopting best-in-class tools, techniques & methodologies • To deliver technical, financial, business & sustainability case to prove feasibility of strategic roap


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SC Strategies RESPONSIBILITY & ABILITY

Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

- Projects plan aligned with company priorities - Resources assigned to the projects

Detailed programme of projects with company wide prioritisation

- Rigorous analysis and robust recommendations by building financial, technical, business and sustainability case to prove feasibility of strategic roap - Project direction, monitor results and expedite project progress - Communication with key stakeholders incl. steercom

- Develop methodologies for strategic, competitive, make vs. buy, financial and technology road mapping analysis


Projects execution and delivery

Methodology development & deployment

- Projects plan well integrated into Regional & Local SCLT priorities - All Unilever categories well covered by Projects

- Successful implementation of the recommended/new Supply Chain configuration - Implementation planning charters by identifying targets, metrics, deliverables, milestones, deadlines and key issues

- Methodologies are well understood and deployed efficiently at global and regional category levels

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CONTENT 1- Unilever Sustainable Living Plan (USLP) 2- Sustainable Supply Chain 3- Sustainable Manufacturing Responsibility & ability

Watch Sustainable SC interview

4- Sustainable Sourcing Responsibility & ability

Watch USLP video


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Unilever Sustainable Living Plan We aim to DOUBLE the size of our company while REDUCING the overall impact to the environment

HELP 1 BILLION PEOPLE IMPROVE THEIR HEALTH & WELLBEING

RAW MATERIALS

MANUFACTURE

DISTRIBUTION/ RETAIL

26%

3%

2%

HALVE ENVIRONMENTAL FOOTPRINT OF OUR PRODUCTS

SOURCE 100% OF AGRICULTURAL RAW MATERIALS SUSTAINABLY

CONSUMER USE

DISPOSAL

68%

1%

Environmental Impact across End to End Value Chain environmental impact


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Sustainable SUPPLY CHAIN RAW MATERIALS

MANUFACTURE

DISTRIBUTION/ RETAIL

CONSUMER USE

DISPOSAL

26%

3%

2%

68%

1%

Environmental Impact where Supply Chain plays a key role …. SC will focus on the below key areas to deliver UL Sustainable Living Plan. Sustainable Sourcing – By 2020, we will source 100% of our agricultural raw materials sustainably

Sustainable Manufacturing – By 2020, we will halve our environmental footprint in greenhouse gas, water and waste

Sustainable Logistics – We will achieve our CO2 emissions reduction programme for global logistics by 2020 *For more details, please refer to p49 in Logistics Excellence section


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SUSTAINABLE MANUFACTURING RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Group

Group

- Create and lead Manufacturing Sustainability Programme - Ensure alignment with USLP - Sustainable investment planning & approval - Custodian of definitions and standards - Define Global Renewable Energy Strategy together with IP

- Tracking & on performance - External reporting of performance - Provide technical expertise and guidance - ing the implementation of regional programmes - Identify and roll-out best practice Cross Category & sites - Management of external audit process

GROUP

Regions

Regions - Sustainability deployment - Drive Continuous Improvement plans - Identification of key investment projects inc. IP

REGIONAL

Categories

Categories - Drive eco-efficiency through process improvements & growth

CATEGORIES


- Implement process improvement plans - Implementation of core designs

UEnS

UEnS - Build eco-efficiency into core designs

- SU Sustainability Programme - SU Performance monitoring &

UEnS

- Environmental core designs

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SUSTAINABLE SOURCING RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

VP Procurement Commodities, Raw materials, Packaging - Develop ‘Sustainability Conversion Roaps’ for ‘Top 10’ and iconic agricultural raw material groups detailing ownership, volumes, milestones & required investment - Execution of global 2020 sustainable sourcing programme as publicly committed in USLP - Drive sustainability agendas with brand teams in all categories

VP Procurement Commodities, Raw materials, Packaging Sustainable Sourcing Team (procurement teams in partnership with SSDT*, POSST**)

- Ensuring business relevance and value - to our categories and brands; - to our corporate ‘1 Unilever’ brand; and - in of long-term access to raw materials/security of supply… - Ensure business ownership (category, 1UL, brand) and funding of sustainable sourcing plan - Development of global procurement community capacity to deliver targets

O & SVP Sustainability [& EVPs]

O & SVP Sustainability [& EVPs]

- Represent and communicate the business appetite for (communicating) use of more sustainably sourced materials - Approve global/regional sustainable sourcing policies - Approve new commitments from any part of business - Manage corporate risk and reputation - Decide in complex cases of significant claims issues (Greenwash) - Recommend to UEX - use of 1UL brand in sustainable sourcing communication - public targets and commitments in USLP

- Ensuring that decisions made by the Sustainable Sourcing team reflect the needs of the business, and the impact on the P&L - Ensure that the governance (composition, capacity and authority) of Sustainable Sourcing Team works correctly - Ensure Unilever meets USLP annual and bi-annual milestones and targets with respect to sustainable sourcing and better livelihoods - Ensure full transparency to the business on milestones and investments to deliver 10 year sustainable sourcing plan - Ensure continuity in commitment from UEX on delivery of 10 year sustainable sourcing plan

USLP Steering Team [Chaired by Mike Polk]

SSDT = Sustainable Sourcing Development Team ** POSST = Procurement Operations Sustainable Sourcing Team


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CONTENT 1- R&D Partners Overview 2- Category R&D Responsibility & ability 3- Key Interface Meetings


Watch R&D Supply Chain interview

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R&D Partners OverviEW

Process Science programme in Discover:

R&D Partners

Blue Funnels: identify and manage medium to long-term cost efficiency activities

build manufacturing technologies of the future

Categories drive complexity management agenda (formulation, pack formats and materials) via the use of toolbox


Global Material Expert Teams (R&D/Procurement/SC): drive material efficiency and global specification management; own the material clearance process

SC and R&D partner in delivering Faster, Better Innovation framework

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Category R&D RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

GDC

GDC

- Define and implement the category innovation strategy (global and regional) - Define and prioritise the programme for the category to maximise value creation on the short, medium and long term - Development of new differentiating and enabling technologies (toolbox input) - Define Quality in design (innovation, core technology, engineering)

– Delivery of the “under the skin” complexity management agenda – Global Process and equipment specifications – Implementation of “Core range visions” for all brands and for all regions in alignment with SC strategy

Global Design Centers (RDCs)

RDC – Application of category technologies in regional projects (toolbox output) – Supply chain and local adapt – Delivery of key initiatives e.g. BFI, toolbox, Quality in Innovation

RDC Regional Design Centers (RDCs)

TM – MCO activation (implementation) of Category projects and MCO


– R&D/SC alignment in the region – Delivered quality in the region – Specification management – Talent management x-categories

TM Directors Business/ Market

Business/ Market

Business/ Market

– Ensure legal compliance – FPOC for all product related issues in the MCO – Care line and Crisis management

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Key Interface Meetings

BUSINESS TEAM

RATIONALE

PARTICIPATION

1. Global Category Leadership Team (GCLT)

• Develops Global Category roap and Portfolio Strategy • Owns the Global Innovation Funnel • Drives Category Capability Development • Gatekeeper of Global Projects • Approves Regional Strategies • Review and action Quality improvements

• Category SVP or EVP • Category VP BD and Regional Directors BD • VPs for R&D, Finance, HR & Supply Chain

Monthly

2.Regional Category Leadership Teams (RCLT)

• Develops and Implements the Regional Category Strategy • Owns the Regional Innovation Funnel • Gatekeeper of Regional Projects • Manages regular interfaces with countries • Review and action Quality improvements

• VP Regional Category • Regional Functional Leaders • Regional Brand Directors

Monthly

3. Regional saving meetings (Product Logic, Blue Funnel) (R&D, Procurement, SC)

• Simplification of materials and product portfolio • Longer term saving projects • Review status of saving projects and required changes of priorities

• Regional Functional Leaders R&D, Procurement, SC

4. Complexity steering team

• Review of complexity management process (Complexity scorecard) • Review of progress against targets

• Chief Supply Chain officer • Chief Procurement Officer • SVP R&D to the regions


FREQUENCY

Monthly / quarterly (tbc by region)

Quarterly

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CONTENT 1- SC HR Overview 2- SC HR Responsibility & ability 3- Key Business Interface Meetings


Watch HR Supply Chain interview

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SC HR Overview

Organisation Effectiveness

Employee Engagement

SC HR Partners

HR Planning – Organisation, Capabilities, SC Academy

Leadership, Talent

Global SC HR Network

Common HR Metrics Americas SC HR Network

QUALITY ManEx

LOGISTICS CSE

SC STRATEGIES

SAFETY

Europe SC HR Network

Global People Survey

UENS

AAR SC HR Network


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SC HR RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Global

Global • • • • •

Define minimum organisational standards and overall org shape Define and implement org development to build global alignment and drive engagement Resource WL4, global teams and develop key resources Define Capabilities development and retention plans Drive performance management at WL4 and for global teams

•

GLOBAL

• • •

Ensure org standards are met and engagement plans are in place Ensure processes exist for right persion, right job WL2+ Ensure plans and follow up on skills and capabilities programmes Delivery of HR services and expertise at global level

Regional

Regional

• • • • •

• • • • •

Define org design for region Define and implement org development for region Resource WL3, regional teams and develop key resources Deliver Capabilities development and retention plans Drive performance management WL3 and regional teams

Regional

Regional

Regional

Supply Unit/MCO • • • • •

Implement best practise org design Implement global, regional and local change mgt programmes Manage employee relations to ensure engagement Implement local training and development plans Drive performance management for all local employees


Ensure SU and SC MCOs Org design meets standards Monitor and ensure employee engagement levels for region Ensure right person, right job for WL1 and WL2 Ensure processes in place to skill and develop WL1 Delivery of HR services and expertise to region at regional level

Supply Unit/MCO Business/ Market

Business/ Market

Business/ Market

• •

Delivery of HR services and expertise locally Key site HR metrics, absence, GPS scores, turnover, org health metrics

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RATIONALE

PARTICIPATION

Supply Chain HR Planning Meeting

• Organisation effectiveness/Overall SC capability • SCA programme • WL4 Appointments, succession, LDT, pipeline • HP4 Approval • HP5 Proposal

• Supply Chain Leadership Team

6 monthly

Regional/Procurement/Global HR Planning Meetings

• WL3 Appointments, succession, LDT, pipeline • HP4 Proposals • HP3 Approvals

• Regional/Procurement/Global Categories and Functions, Supply Chain Leadership Teams

6 monthly

MCO/Cluster HR Planning meetings

• WL2 Appointments, succession, LDT, pipeline • HP3 Proposals • HP2 Approvals

• MCO/Country (SC) Leadership teams

6 monthly

Capabilities HR Planning meetings

• Capability building

• Category teams • Capability teams

SC HR Networks (Global, Regional)

• Leadership and alignment • HR Plan Implementation

• Global, Regional, SC HR Networks

ER Networks

• Co-ordinate Global ER issues • CARE programme • Best practice in employee engagement

• Global, Regional, ER Network


FREQUENCY

Annually

5 times a year

6 monthly

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CONTENT 1- SC Finance Overview 2- SC Finance Responsibility & ability 3- Key SC Finance Interface Meetings

Watch Finance Supply Chain interview

4- SC IT Overview 5- SC IT Responsibility & ability 6- SC IT Key Interface Meetings Watch IT Supply Chain interview – coming soon


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SC Finance Overview

Drive Resource Allocation

SC Finance Partners

Deliver Benefits from Centralised Business Models

Procurement VPF

Drive Performance Management

Deliver Cost Effective Fin Organisation

SC SVPF

SC VPF Americas

SC VPF Europe

SC VPF AAR

Design Once, Deploy everywhere by leveraging Scale to drive speed and simplification with rigour in execution


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SC FINANCE RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Global

Global

- Define the standards for capital expenditure and P&L resource allocation; leads the strategic allocation process and monitors implementation - Define the standards for finance performance management, set targets and monitor performance - Define the overall organisational and capability standards for SC finance

- Ensure capital expenditure and P&L resources are invested in line with SC strategy and for the best interest of the Group - Ensure performance standards are cascaded through the organisation, appropriate targets are set and met - Ensure that finance is fully aligned with the SC organisation and follows the principles of effective business partnering

GLOBAL

Regional

Regional

- Manage the allocation of capital expenditure and P&L resources and monitor implementation - Set performance targets for MCOs, categories and factories. - Monitor performance against targets and ensure corrective action is taken as appropriate - Define the regional SC finance organisation and manage the resource pool

- Ensure that capital expenditure and P&L resources are invested in line with strategy and for the best interest of the Group - Ensure that regional and local performance targets standards are met - Ensure the Factory and MCO finance team are appropriately resourced and trained

AM

EU

AAR

Local - Develop capital expenditure proposals and proposal to invest P&L resources - Monitor delivery of performance targets and recommend corrective actions as appropriate - Resources and train the local finance team


Local Business/ Market

Business/ Market

Business/ Market

- Ensure that capital expenditure and P&L resources deliver agreed benefits and are spend in line with budget - Ensure performance targets are met

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Key SC Finance Interface Meetings

BUSINESS TEAM

RATIONALE

PARTICIPATION

1. SC Finance Leadership Team

• Develops SC Finance Strategy • Drives SC Finance capability building • SC Strategy and Performance delivery

• SC SVPF • SC VPFs • Procurement VPF • TP Tax VP • Fin Dir Global SC

Monthly

2. Finance Leadership Team

• Develops Finance Strategy • Develops Finance capability agenda • Drives Unilever financial performance • Manages WL4 Finance resource pool

• CFO • Controller • SVPF Tax & Treasury • SVPF IR & M&A • SVPF SC • SVPF Categories • Regional SVPFs + Foodsolutions VPF • CIO

Monthly

3. Regional Finance Leadership Team

• Develops Regional Finance Strategy • Drives regional Finance capability building • Drives regional Financial performance • Manages WL3 finance resource pool

• Regional SVPF • SC VPF • Regional Controller • NFDs

Monthly


FREQUENCY

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SC IT Overview

Deliver Global IT Capabilities

Aligned to SC Strategy

CSE, Logistics & USCC, Europe IT Director

Drive Strong Execution and Quality

SC IT Partners

Deliver an IT organisation fit to compete

SC & CD IT VP

Supply Mgmt & AAR IT Director

Categories & Americas IT Director

Manufacturing Excellence & Quality IT Director

Initially one role. Add another Director BEFORE end 2011

Globally aligned ways of working with strong execution…


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SC IT RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Global

Global

- Identifies and responds to opportunities to providing IT Technologies and Services to the function - Promotes new IT Technologies and Services and encourages their development - Analyse and develop IT Technologies and architecture to deliver the SC capability - Facilitate SC involvement in the continuous improvement of IT Technologies and Services - Drives performance mindset and strong execution and quality

- SC requirements are understood and facilitate appropriate demand from the Global SC functions - Alignment of IT and SC strategies - Level of IT funding is understood for the Total Cost of Ownership of the SC Big Bets & Strategic Initiatives - IT delivery of SC Big Bets & Strategic

GLOBAL

Regional Regional & Local - Transparent IT service levels - Facilitate conversations around service issues to function - Identifies and manages IT risks and impacts to the function

AM

EU

AAR

- Regional tools and ways or working are understood - Facilitate appropriate demand from the Regional SC functions - Enable regional and local tools to be leveraged globally were applicable - IT delivery of the Regional SC portfolio

Local Business/ Market


Business/ Market

Business/ Market

- Facilitate appropriate demand from the MCOs and SUs - IT delivery of local SC portfolio “keeping the lights on changes” - Sustainable IT services locally

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SC IT Key Interface Meetings

BUSINESS TEAM

RATIONALE

PARTICIPATION

1. IPIX

• Governs on behalf of UEx the level of investment required for Unilever change portfolio • Determines allocation of funding between global projects and regional/local projects • ability of the Unilever change portfolio and annual plan, aligned with the Com strategy

• Chair - CFO / CSCO (t) • Chief Information Officer • Chief Enterprise Officer • Group Controller • Chief Customer Officer • Chief Marketing & Comms Officer • SVP HR Leadership and Expertise • SVP R&D • Representative from Categories • Representatives from the three Regions

2. SC Leadership Teams

• Develops Global & Regional SC Strategy & targets • Owns the SC Portfolio

• Chief SC Officer • SVP Finance - SC • SVP’s Global and Regional SC • VPs Global and Regional Category • Functional Global and Regional VPs

Monthly / quarterly

3. SC Project Portfolio Board

• Governs and prioritises SC portfolio of programmes and projects • Gate-keeping for SC programmes and projects • Delivery of programmes and projects within the SC portfolio

• Chair - SVP Finance - SC • VP IT for SC & CD • Global Functional VPs • Information Council Representation • Regional Functional Representation • Process Council Representation and Big Bet Leaders (as required)

Monthly / quarterly

4. Regional Project Portfolio Boards

• Inputs Regional Strategy and governs regional portfolio • Gatekeeper of Regional Projects • Manages regular interfaces with countries

• VP Regional Financial Controller • Regional IT & Functional Leaders • Information Council Representation • Project Leaders (as required)

Quarterly


FREQUENCY Quarterly

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CONTENT 1- SC Communications Overview 2- SC Communications Responsibility & ability


Watch Communications Supply Chain interview – coming soon

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SC Communications Overview

Drive Resource Allocation

Alignment btw Unilever, SC & Comms Strategy

Global Comms Mgr Procurement

Protect Unilever’s license to operate

SC Comms Partners

Deliver a Comms organisation fit to compete

Global Comms Director

Global Comms Mgr

Global Comms Mgr

Enabling Supply Chain strategy through communications


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SC Communications RESPONSIBILITY & ABILITY Responsible to…

able to…

( Define/Drive )

( Enable/Ensure )

Global - Define SC strategic story and deliver continuous proof points through storytelling

Global Aware - Alignment of SC and Unilever Communications strategy - Delivery of Communications services and expertise at a global level

- Continue to build SC reputation inside and outside Unilever through consistency and alignment to SC key messages - Define channel strategy to promote collaboration, sharing and two-way conversations

Understand

- SC value is understood and proactively utilised across corporate media channels

- Ensure SC has share of voice in Unilever internal and external channels

- Ensure Communications performance targets are met

- Establish effective and regular leadership communication - Develop communications capabilities across key spokespeople

- Unilever Communications policies and ways of working are followed

- Direct communication resource appropriately according to SC business priorities

Evolve

Commit


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ONE UNILEVER SC TEAM


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SPEED IS OUR CURRENCY

Supplier Invoicing/ data speed

Faster Innovation


SKU responsiveness for customer specific activity

Recruitment Process

CAPEX Process

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Rules of Engagement … • Two to hire, One to fire • Clear Roles • Deliver through Team


• Walk the Talk • Raise the Bar

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People & Organisation Planning JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

SCLT HRP SCLT HRP Review Regional Global Procurement R/G/P HRP

MCO, Cluster

R/G/PHRP Review

MCO, Cluster HRP

MCO, Cluster HRP Review Categories, Capabilities HRP

Categories, Capabilities

HR Network

SC HRN

SC HRN

ER Network


SC HRN

SC HRN

SC HRN

ER Network

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How do we measure success… Our 3 Fundamental Questions

Common Vision and Goals

• What is our tangible and unique Competitive Advantage?

• One common vision of becoming the best in class SC in our industry

• Do we add significant Value to our business?

• Challenging set of priorities, goals and KPIs agreed for year on year delivery through performance monitoring & reporting

• Do we run the absolute Best Supply Chain in the industry?

Interdependent way of working

Right Mindset & Behaviour

• Efficient teamwork and effective communication across functional & regional interfaces with clear R&A

• One Team Spirit with performance culture

• Trust, empower and holding each other able on each other’s behalf • Dynamic resources management and transparent information management as one global network


• Continuous improvement mindset with bias for action • Always focus on consumers and customers • Reward Right behaviours & Celebrate Success

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End-to-end competitive cost SC creates value through

Flawless execution

str a

Bias for Action

to wi n


on



t & led network

ifferentiated

World class service


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te

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Growth Mindset

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Together as ONE … g o lo

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ssi pa ith gw n i countable, high perform

PE OP LE Ac

ONE UNILEVER SUPPLY CHAIN

... with ion to win


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KEY TO ABBREVIATIONS 1SC

One Supply Chain

CLT

Category Leadership Team

3C

Cost, Customer Service, Carbon

CMI

Consumer Market Intelligence

AA

Asia, AMET

COE

Centre of Excellence

AAR

Asia, AMET & Russia

O

Chief Purchasing Officer

AM

Americas

CRQ

Consumer Received Quality Standards

AMET

Africa, Middle East & Turkey

ASCLT

Americas Supply Chain Leadership Team

CS CSB

Customer Service Customer Service Board

BB

Brand Building

BBS

Behavioural Based Safety

CSE


BD

Brand Development

CSO

Chief Security Officer

BPS

Brand Performance Standards

DIR

Director

CAPEX

Capital Expenditure

E2E

End to End

CCFOT

Customer Case Fill On Time

EFF

Effluent

CD

Customer Development

CSCO

EPCM

Chief Supply Chain Officer

Engineering Procurement Construction Management

CDLT

Customer Development Leadership Team

ER

Employee Relations

CFO

Chief Finance Officer

ES

Enterprise

CIO

Chief Information Officer


ESCLT

Europe Supply Chain Leadership Team

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KEY TO ABBREVIATIONS Indirects Procurement

ESP

Engineering Service Provider

EU

Europe

IPIX

Information Process & IT Executive

EVP

Executive Vice President

IPM

Innovation Process Management

F2F

Face to face

IR

Investor Relations

fin

Finance

IT

Information Technology

fs

Food Solutions

g

Global

IP

JTBD KPI

Job to be done Key Performance Indicator

g1

Global Innovation Project Class 1

L

g2

Global Innovation Project Class 2

LDT

gllt

Group Logistics Leadership Team

LGVT

gps

Global People Survey

LLT

Logistics Leadership Team

gqlt

Global Quality Leadership Team

LOG

Logistics

gsclt

Global Supply Chain Leadership Team

gtm

Go to Market

gvs

Global Virtual Site

hp HPC

High Performer Home & Personal Care


LOGEX LT MANEX MCO ME

Local Leadership Development Tools Logistics Global Virtual Team

Logistics Excellence Leadership Team Manufacturing Excellence Multi-Country Organisation Material Efficiency

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KEY TO ABBREVIATIONS MEX

Manufacturing Excellence

R&A

Responsibilities & abilities

MFG

Manufacturing

R&D

Research & Development

MKT

Marketing

NFD

National Finance Director

RCLT

Regional Category Leadership Team

NP

New Product

RDC

Regional Deployment Centre

NPI

Non Production Items

RDLT

Research & Development Leadership Team

OI OPCO

RCDSR

Regional Category Demand & Supply Reconciliation

Open Innovation

RLT

Regional Leadership Team

Operating Company

ROI

Return on Investment

Output Reliability

ROIC

Return on Invested Capital

OTIF

On Time In Full

RSVP

Regional Senior Vice President

P&L

Profit & Loss

RVS

Regional Virtual Site

TPM Pillars - Productivity, Quality, Service, Cost, Deliver, Morale

SAG

Security Action Group

OR

P, Q, S, C, D, M PG

Product Group

SC

Supply Chain

Procurement Operations Sustainable Sourcing Team

SCC

Spreads and Cooking Category

Project Portfolio Board

SCLT

Supply Chain Leadership Team

Q

Quality

SEAC

Safety, Environment Assurance Centre

R

Regional

SHE

Safety, Health, Environment

POSST PPB


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KEY TO ABBREVIATIONS SLA

Service Level Agreement

UASCC

SOL

Standard of Leadership

UENS

SOW

Statement of Work

UEX

Unilever Executive

SRM

Supplier Relationship Management

ULSC

Unilever Supply Chain

SSDT

Sustainable Sourcing Development Team

USCC

Unilever Supply Chain Company (Europe)

SU

Sourcing Unit

USLP

Unilever Sustainable Living Plan

SVP

Senior Vice President

VIP

Value Improvement Programme

SVPF

Senior Vice President Finance

VP

Vice President

T&E

Travel & Entertainment

VPF

Vice President Finance

Technology Innovation Management - Quality

WE

Western Europe

Trademark

WL

Work Level

TIM-Q TM TMS TP

Unilever Americas Supply Chain Company Unilever Engineering Services

Transportation Management System

WMS

Warehouse Management System

Third Party

YTD

Year to Date

TPM

Total Productive Maintenance

U2K2

AAC Transformation Programme (SAP Implementation)

UAPL

Unilever Asia Pacific Limited


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