One Unilever Approach PDF

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One Unilever Supply Chain

Operating Framework
Making the Connection - Being the Best

March 2011
1
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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

III. One UL SC Team
Regions p 24-32
Speed is Our Currency p 109
Procurement p 33-41
Rules of Engagement p 110
Customer Service Excellence p 42-46
People & Organisation Planning p 111
Logistics Excellence p 47-51
Success Criteria p 112
Quality Excellence p 52-57
Passion to Win p 113
Manufacturing Excellence p 58-63
Abbreviations p 114
Unilever Engineering Services p 64-68
Live Superior Service. Deliver Sustainable, Profitable Growth. 2

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CONTENTS A ABBREVIATIONS PRINT ALL PRINT SECTION < >
One Unilever Supply Chain
Confidential
Dear all, THE COMPASS

WE ARE UNILEVER
Watch CSCO
A globally led, inter-dependent One We are a
WE WORK TO CREATE A BETTER FUTURE EVERY DAY
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.
interview
VISION
successful,
Unilever Supply Chain organisation

growing, We will inspire people to take small everyday actions that can add up to
sustainable a big difference for the world.
business
We will develop new ways of doing business that will allow us to double
the size of our company while reducing our environmental impact.
was created in September 2010 to
BEHAVIOURS
Our first priority is to our consumers, then customers, employees and communities.
We focus on
When we fulfil our responsibilities to them, our shareholders will be rewarded.
consumers and
fully leverage our global scale to customers with

a bias for action
We will win through a growth mentality and a positive approach to all
our stakeholders, based on clear accountability and bias for action.
deliver sustainable, profitable growth to Unilever. WHERE WE WILL WIN
PRIORITIES
At the core of our organisation design is our desire Win share and grow volume in every category and country
to Design Once, Deploy Everywhere, driving HOW WE WILL WIN
Deliver superior products, design, branding and marketing
simplification, discipline and rigour in execution.

1
Winning with
brands and 2 Bigger, better, faster innovations
Watch Supply
innovation
3 Appeal to more consumers across needs and price points
Chain Blueprint
4 Lead market development
By moving to globally aligned ways of working, Winning in the 5 Win with winning customers
NON-NEGOTIABLES
video
marketplace
6 Be an execution powerhouse
we will continue to deliver local operational Winning

through
7
8
Lean, responsive and consumer led value chain
Drive return on brand support

continuous
excellence to win in the market place with speed

improvement
9 Agile, cost competitive organisation
10 Organisation and diverse talent pipeline ready to match our growth ambitions
as our currency.
Winning 11 Performance culture which respects our values
with people
12 Leverage our operating framework for competitive advantage
Pier Luigi Sigismondi

Unilever Chief Supply Chain Officer
Passion to Win

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MISSION, PURPOSE AND AMBITION
AMBITION
Become Best in Class
Supply Chain
MISSION
by delivering World Class
ONE Supply Chain Service to our Customers and
Adding Value Superior Quality products to
to Unilever our Consumers
in a Responsive, Cost
Competitive and Sustainable
way for Unilever
PURPOSE
Live Superior Service.
Deliver Sustainable,
Profitable Growth

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ONE UNILEVER SUPPLY CHAIN BLUEPRINT
A Consumer & Customer led a ge

NET W Our 3 Enablers:
a nt OR e NET W
Supply Chain Blueprint has

nt a g
y adv K-
ya
dva
OR
K-
lo g Gl
ob lo g Gl
ob
h no hn
o
been created to add value
al
c
al
te
c
in
te
Growth Mindset
Network Global inter-dependent and
&
in
te
&
r-d
i es
te
r-d
i es
teg
e
pen
teg
str a
e
to Unilever.
pen
den
led network
World class
str a
Accountability &
ifferentiated
t & led network

service
den
Responsibility
ifferentiated
t & led network

One global inter-dependent and
End-to-end Consumer
-D
competitive perceived
cost quality
By executing flawlessly through
ILITY
led SC team
SC creates Consumer &
Customer focus
-D
value
B
through
PA
flexible, agile and lean structures,
ILITY
CA
Flexible,
Integrated R&D, BD and SC
n
wi
agile & lean Flawless
to
Building Talent execution
Unilever Supply Chain becomes

structures
on
ssi
B
& Teams
PE pa
PA
network with common goals OP
LE gw
ith
CA
min
n
- Acc
responsive throughout the end to ountable, high perfor
wi
and shared objectives
to
Bias for Action
on
si
as
end value chain, delivering world PE
OP wit
hp
class service, competitive cost and

LE -
Ac countable, high performing
Joint CD and SC collaboration in go-to-market activities
consumer perceived quality. Full connectivity with our suppliers and partners
People Accountable, high performing with passion to win

Simple organisation principles
Our 5 Value drivers: Our 5 UL Standards Clear accountabilities among global, regional and
of Leadership are the local teams
World class service mindset and behaviours to Longer term succession plan and talent pipeline
E2E competitive cost instil and promote within development
Consumer perceived quality our network Demonstrated performance culture sense of urgency
Flexible, agile and lean structure
Flawless execution Capability Differentiated strategies and technology advantage
Accountability &
Responsibility
Growth Mindset Empowered quality governance and organisation
World class
service
Focused SC Category leadership
End-to-end
competitive
Consumer
perceived Leveraged global sourcing with advanced process
technology
cost quality
SC creates
value Building Talent Consumer &
Deployment powerhouse with a consistent approach

through & Teams Customer focus
Flexible,
and bias for action

structures execution
Bias for Action

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THE SIZE OF PRIZE
Growth Profit Growth

2bn 6bn 2bn
}
} Improved
On Shelf
Availability
Superior
Quality
Faster
Speed in
Innovation
+
SC Savings,
Business Models,
Sourcing Network
+
Improved
Stocks &
Creditors
Differentiated
Process
Technologies
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.
Sustainable, Profitable Growth

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FUNDAMENTAL ROLES...
Capabilities Building (Process, Training, Methods,...)
Strategic Planning (Initiatives, Targets, CAPEX,...)
CORPORATE Custodians (Q, SHE, Policy/Principles, TPM...)
FUNCTIONS
Functional &
Category
Leadership
REGIONS/ ONE UNILEVER CATEGORIES

PROCUREMENT /R&D
SUPPLY CHAIN
P&L performance Innovation Roadmap

Regional SC Strategy Technology Leadership
(source, make, deliver) Operational Cat-specific SC Strategies
Deployment Priorities & 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 REGIONS1 PROCUREMENT CATEGORIES
Region AAR Group

SC Strategies Categories
& Sustainable Americas AAR Europe
Manufacturing Service & Europe
Clusters Capability Food
MCOs MCOs
(MCO + Solutions
Quality Excellence Americas
SU)
SUs/ Network
SUs/
Product Product
Customer Service UEnS2
Groups Groups
Excellence
Indirects
Security & Safety Manex2 LogEx2 Procurement
Raw Materials Pack Materials 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 & accountabilities 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 REGIONS

The SCLT is led by the CSCO
with 3 Regional SC SVPs, the
CPO, the Strategic Project SVP
Category LT SCLT Regional LT and 3 business partners (R&D
SVP, SC Fin SVP and SC HR VP).
The key meeting forums are:

Category Regional Regional
RDLT SC Leaders Forum Every 2 weeks, there is a
SC LT SC LT Category
LT SCLT telecom to review the
monthly performance and
discuss key emerging issues.
Global Country/ Every 2 months, there is a
Group Capabilities LTs,
Category Cluster Face to Face SCLT meeting
e.g. CSE, Quality, Manex.
LT SCLT to review YTD progress and
specific projects/topics on
ad hoc basis.
Global
Country
Brand Unilever Procurement LT Cluster
Teams CDLT
Twice a year, a F2F SC Leaders Forum takes place where key SC VPs join in to review progress, discuss key projects and identify new strategic initiatives to support the business growth ambition.
In Oct/Nov every year, a senior SC leaders event takes place where all SC VPs join 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
Leverage Scale lo g
y adv
a nt
a ge
NET W
OR
K-
Gl
ob
h no
Enable Continuous Improvement
al
c
te
Growth Mindset
in
&
te
r-d
i es
teg
e
pen
World class
str a
Accountability &
service
den
Responsibility
ifferentiated
t & led network

Foster Inter-dependency
End-to-end Consumer
cost quality
Customer focus
-D
value
through
ILITY
Flexible,
Provide Clarity of Responsibilities & Accountabilities

Building Talent structures execution
B
& Teams
PA
CA
n
wi
to
Bias for Action
on
ssi
Facilitate Teamwork
PE pa
OP with
LE - ing
Ac countable, high perform
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
3 Regional SVPs Americas SVP:

TO direct reporting Manufacturing
AAR SVP:
to CSCO Engineering
Regional SVPs are accountable 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 To bring inter-dependence to reality, delivering scale and
response to changing business needs. repeatable models, each RSVP is responsible for an area of
Capability building in addition to their regional SC head role :
SC mirrors P&L responsibilities with an increased focus on
Value Creation. Merged global and regional Manex capabilities teams led
by SVP Supply Chain Americas.
In Summary: Global reporting allows Leveraged Logistics resources coordinated by the Group
responsibility for standardisation and rapid VP Logistics under the lead of Europe SVP.
roll-out whilst regional location allows
Unilever Engineering Services led by SVP SC AAR to design
accountability for delivery 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 Excellent practices moving seamlessly

and quickly across the world.
Group driven,
located in Schaffhausen, Singapore and Mumbai Supply chain solutions created once
and deployed everywhere.
Seamless Communication between

strategy/capability teams and execution
Quality CSE Safety
teams with common ambitions and goals.
Group led, Regionally co-located Global Standard setting performance

improvements calibrated to the best
in the world.
Level of Resources redeployed according to

Logistics
centralisation global priorities.
Group coordinated,
Regionally managed

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E2E People Development
ENGAGEMENT Organisation Leadership & Talent CAPABILITY

Effectiveness
Best applicable Clear Role High levels SC Academy core

Productivity levels Responsibilities and of Leadership curriculum linked to
Accountabilities effectiveness - S.O.L. roles & HR Planning
GPS- High outcomes
Engagement Index Effective Connecting One joined up
mechanisms HR Plan, pipeline, Expertise and
succession, & mastery continually
Strategic Workforce resourcing built through global
planning networks
Pro-active change
management An integrated
learning organisation
a ge
NET W
a nt OR
adv K-
gy Gl
o lo ob
hn
al
c
te
Growth Mindset
in
&
te
r-d
i es
teg
e
pen
World class
str a
Accountability &
service
den
Responsibility
ifferentiated
t & led network

End-to-end Consumer
Supply Chain Blueprint

cost quality
Customer focus
-D
value
through
ILITY
Flexible,
B
& Teams
PA
CA
n
wi
to
Bias for Action
on
si
PE as
OP hp
LE - wit
ing

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Supply Chain Building Blocks
Category SC Region/MCO Procurement
Customer
Logistics Quality Manufacturing
Service
Excellence Excellence Excellence
Excellence
Unilever SC Sustainable Safety &

Engineering Strategies SC Security
Service
R&D Partners HR Partners Finance & IT Communications

Partners Partners

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CONTENT
1- CATEGORY SC OVERVIEW
2- GROUP CATEGORY STRUCTURE Watch

SC Category
3- Category SC Europe/Americas Responsibility Sponsor
& Accountability interview
4- Deep Dive into key areas Eu/Am
5- Category SC AAR Responsibility &

Accountability
6- Deep Dive into key areas - AAR Watch

SC Category
7- Key Interface Meetings interview

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CONTENTS C CATEGORY SC
Category SC Overview
Capex Innovation
CATEGORY &
Management SC Technology
Capacity CSCO VIP Blue

& Sourcing funnels
Strategies
CPO*
8 CATEGORY * For details, please refer to page 18

SC VPs*

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Group Category Structure
Chief Supply
Chain Officer
Chief
Procurement Americas Europe
Officer SC SVPs SC SVPs
Dressings, Dressings,
SCC & FS SCC & FS
Home
Hair Care & Beverage SCC & Ice Cream Ice Cream
Hygiene Dressings
Savoury & Savoury &

Beverages Beverages
Skin Deo Ice Cream Savoury Home Care Home Care

& Oral & Oral
Personal Personal
Care Care
8 Group Category VPs
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 CPO partners the Category President and
plays a leading role in ensuring overall cross-category synergies.

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Category SC Europe/Americas RESPONSIBILITY & ACCOUNTABILITY
Responsible to Accountable 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
- Innovation process up to contract (1) Group Category - Group CAPEX plans
- 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 - SUs Masterplan

- Tech. deployment within region - Execution of CAPEX in SUs
AM EU AAR
- Innovation from contract onwards - Innovation OTIF
- In-year savings delivery - In-year savings delivery
- Product Quality in innovation implementation - SUs compliance & performance to standards
- Region operational excellence (RVS) (safety, quality, cost, reliability)
Supply Unit directors Supply Unit directors
- SU Masterplan/CAPEX projects Business/ Business/ Business/ - Product Quality in market place

- NP vertical start ups Market Market Market - 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 Capacity & Sourcing Strategies
Responsibility Accountability Responsibility Accountability
Region product group VP Group Category VP Group Category VP Region product group VP
- Defines CAPEX required to deliver Region - Ensures projects proposed by Regions are - Defines the global mfg network required - Proposes the best regional mfg solution
P&L growth & profit targets maximising Group objectives and benefits to sustain profitable growth in line with business priorities
- Manages and controls the capital - Monitors that Groups CAPEX remains - Defines global long-term capacity - Ensures optimal capacity availability
expenditure budget allocated to his/her within global envelope requirements 3-5 years
- Provides all the support required to
geographies - Ensures investments are in line with global - Drives the best sourcing options to ensure feasibility of sourcing decisions
- Drives Capital Expenditure to improve sourcing & category technology strategies maximise Group benefits
- Ensures that CAPEX remains within
asset effectiveness within budget and in and innovation roadmaps - Develops the global CAPEX required to allocated regional envelope
line with P&L objectives optimise category ROIC
Innovation & Technologies VIP Blue funnels
Group Category VP Region product group VP Group Category VP Regionproduct

Region productgroup
groupVPVP
- Designs new technology standards - - Enables the continuous performance - Proposesregional
- Ensures(1) the bestsavings
regional mfg solution
programmes
- Develops Group VIP Blue funnels (medium
on process and engineering specs improvements within the operations in line
are withwith
aligned business priorities
the Group VIP funnels
to long term projects) in line with the
- Provides all support required to ensure global category strategy and GM - Ensures
- Ensures optimal
in-year capacity
savings availability
delivery of VIP
- Develops global roll-out plans that
roll-out across region SUs ambitions projects specific for the region
support business category strategies - Provides all the support required to
- Ensures feasibility and monitors OTIF - Defines and drives the pipelining of global ensure feasibility
- Supports of sourcing
the project teams w/decisions
insights
- Drives the innovation process up to
implementation within the region projects jointly with R&D and Procurement specific to category and competitors
contract gate for existing technologies - Ensures that CAPEX remains within
and up to commissioning for new - Ensures that convergence plans are within - Defines priority and resource allocations allocated
- Enable, regional
monitor all envelope
actions in execution at
products SU Master plans for Blue funnels projects SUs 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 & ACCOUNTABILITY
Group category VP Group category VP

- Tech. deployment across regions
- Group technology standards/choice
- Regional CAPEX plans
- Global & regional capacity/sourcing strategies
- Innovation OTIF
- Innovation process up to contract (1) Group Category
- 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
- In-year savings on material & make
- Leading resource prioritisation for in year savings across cluster/
- Capacity related CCFOT losses
categories/SM & R&D
- RCDSR ensuring capacity in 3-24 months for regionally sourced - Capability building in RCDSR process regionally & in clusters
products - 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
- Customer Service
- SUs Compliance & performance to stds (safety, quality, cost & reliability)
Business/ Business/ Business/ - Innovation OTIF
- Technology deployment in SUs
Market Market Market - Total product Costs
- Innovation planning from contract
- Cluster manufacturing strategy
- Product quality in innovation implementation
- 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 Capacity & Sourcing Strategies
Cluster SC VPs Group Category VPs Group Category VP Cluster SC VPs

- Defines the global mfg network required to sustain - Proposes the best cluster mfg solution
- Manages & controls capital expenditure - Monitor & ensure Groups CAPEX remains profitable growth
within global envelope in line with business priorities
budget allocated to their cluster - Defines global capacity requirements 3-5 years
- Provides all the support required to
- Ensures investments are in line with global - Drives the best sourcing options to maximise Group
& Regional benefits ensure feasibility of sourcing decisions
SC Ops VP sourcing & category technology strategies
and innovation roadmaps - Develops the global CAPEX required to optimise
- Lead the CAPEX budgeting process, category & Regional ROIC SC Ops VP
manage the forecasting of CAPEX and
Cluster SC VPs - Proposes the best Regional solution in
deliver regional P&L targets Cluster SC VPs line with business priorities
- Accountable for execution of CAPEX to - Provides optimal capacity availability 0-24 months
deliver cluster P&L growth & profit targets for local sourcing
SC Ops VP
- Provides optimal capacity availability 3-24 months
for Regional sites
Innovation & Technologies VIP Blue funnels
Group Category VPs Cluster SC VPs Group Category VP Cluster SC VPs

- Designs new technology standards - on - Enables continuous performance - Develops Group VIP Blue funnels (medium to long - Ensures cluster savings programmes
process & engineering specs improvements within cluster operations term projects) in line with the global category are aligned with the Group VIP funnels
strategy and GM ambitions
- Provides support required to ensure roll- - Supports the project teams w/ insights
- Develops global roll-out plans that - Defines & drives the pipeline of global projects
out across cluster SUs specific to cluster & competitors
supports business category strategies jointly with R&D and Procurement
- Ensures feasibility & monitors OTIF - Enable, monitor all actions in
- Drives the innovation process up to - Defines priority and resource allocations for Blue
implementation within the cluster execution at SUs level
contract gate for existing technologies funnels projects
and up to commissioning of new products - Ensures that convergence plans are within SC Ops VP
SU Master plans Cluster SC VPs
- Drives group technology convergence of - Ensures in-year savings delivery of VIP projects - Ensures in-year savings delivery of VIP
advanced/competitive options specific for the cluster projects specific to the Region

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Key Interface Meetings
BUSINESS TEAM RATIONALE PARTICIPATION FREQUENCY
1. Category Leadership Team Develops Global Portfolio Strategy Category President Monthly
Approves Individual Category Strategy Category EVPs
Drives Category Capability Development SVPs for R&D, Finance, HR, CMI & Chief Procurement
Officer
Communication Business Partner
2. Global Category Leadership Develops Global Category Strategy EVP Global Category Monthly
Teams Owns the Innovation Funnel (S) VPs Global Brand
Gatekeeper of Global Projects (S) VPs Regional Category
Drives Category VIP Functional VPs
VP Group Supply Chain
3. Regional Category Leadership Inputs Regional Category Strategy (S) VP Regional Category Monthly
Teams Gatekeeper of Regional Projects Regional Functional Leaders
Manages regular interfaces with countries Regional Brand Directors
Drives Regional Category VIP Category SC/Techonology Directors
4. Global Category Supply Chain Develops and drives Category Supply Chain Strategy CPO 3-4 times
Teams Drives Supply Chain execution of Category Innovation VP Group Supply Chain per year
- both speed and quality VP Product Group Supply Chain
Drives Category VIP Implementation VP Category R&D
Drives management of Category network capacity Other functional support as required

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CONTENT
1- Regions Overview
2- Regional Structure Watch

Americas
3- Region/MCO Responsibility & Accountability SC interview
- Europe/Americas
4- Region/MCO Responsibility & Accountability

- AAR
5- Key Interface Meetings - AAR
6- Key Interface Meetings - Americas Watch

AAR SC
7- Key Interface Meetings - Europe interview
Watch
Europe SC
interview

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CONTENTS C REGIONS/MCO
REGIONS Overview
Regional Regional SC
P&L REGIONS Priorities &
Responsibilities Resources
Regional Partner
Operation AAR
SC SVP
Americas RLT and CLT
and WE
Excellence SC SVPs
8 CATEGORY Product
Group MCO VPs
SC VPs
VPs

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REGIONAL Structure
Americas Europe AAR
Customer MCO Product Logistics Business Business Logistics Cluster SC

SC SC Groups Excellence Partners Partners Excellence
NA & UKIRL Dressings, Cordillera SC HR SC HR SC NAMCA

Canada SCC & FS Operations
DACH Ice Cream SC FIN

Brazil SC FIN South Africa
Benelux Savoury &

Mexico Procurement Procurement Turkey
Beverages
France
South Home Care Greater
Cone & Oral China
Spain
Middle Personal
NEA
America Care
Portugal
SEA & A
Greece
South Asia
Italy AM only
RUB
Nordics Europe only
CEE BOTH

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Region/MCO RESPONSIBILITY & ACCOUNTABILITY Europe/Americas
Region Region
- Factory operations and continuous improvements - End-to-End SC delivery in each MCO

- All SC resources in Europe/Americas - Customer Service
- Uniform deployment of Manex, CSE, Quality, Safety, Environment,

Group Category - Savings and Cash
- Quality Operational Execution
Technology programmes - Safety and Environment
- Portfolio management of CAPEX across categories and MCOs

- 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
AM EU AAR
- Quality operational execution
MCO MCO
- End-to-End SC delivery in MCO - ER + IR for factories

- Order to Cash (Customer Service, Logistics)
- Demand Planning
- Quality improvement for Consumer Complaints
- Safety and Environment
Business/ Business/ Business/ - Customer relations
- On-shelf & customer quality
Market Market Market - 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 & ACCOUNTABILITY - AAR
Region Region
- Operate the U2K2 model - End-to-End SC delivery in each MCO and hence in AAR
- All SC resources in AAR - Customer Service
- Savings and Cash
- Uniform deployment of Manex, CSE, Quality, Safety, Environment,
Regions - Quality operational Execution
Technology programmes - Factory Operations
- Order to Cash
- Portfolio management of CAPEX across categories and MCOs - Safety and Environment
- Driving savings and cash on a dynamic basis as required by

Regional P&L - 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
AM EU AAR
Cluster Cluster
- End-to-End SC delivery in MCO
- Order to Cash (Customer Service, Logistics) - Business Waste
- Planning
- Savings and Cash - Quality improvement for Consumer Complaints
- Quality operational execution
- Factory Operations - Customer relations
- Safety and Environment
Cluster/ Cluster/ Cluster/ - Talent acquisition and retention
- Dynamic management of savings and cash as required by MCO P&L Business/ Business/ Business/ - Continuous improvement in Manex, CSE and Quality across
the MCO
- Represent MCO in the AAR SCLT and SC in the Cluster/MCO LT Market Market Market
- Capital project design and execution
- Incident management and resolution

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Key Interface Meetings - AAR
1. Regional Supply Chain Drive AAR Supply Chain JTBDs Regional SVP Supply Chain Quarterly
Leadership team Manage & Govern AAR Regional Operating Plan Cluster Supply Chain VPs
Develop Regional Operations capability Global Category VPs as and when required
Develop & Manage the people agenda in terms of Group VPs as and when required
talent pipeline & capability building at the regional level Regional Supply Chain Director
Regional Finance & HR Business partners
Regional VP Procurement
2. Cluster Reviews Review & Deliver Cluster wise JTBDs Regional SVP Supply Chain Monthly
Review cluster/country operating plans Cluster Supply Chain VP
Regional Supply chain Director & Finance business partner
Regional & Cluster Finance business partners
3. Cluster Leadership Team Review & Deliver Country wise JTBDs Country Supply Chain Heads Monthly
Develops Country Operations Capability Cluster finance & HR business partners
Delivers Cluster / Country Operating Plan
Develop & Manage the peoples agenda in terms of talent
pipeline & capability building at the cluster/country level

C MAIN
Key Interface Meetings - Americas
1. ASCLT Lead the SC in the Region Category President Monthly

Develop and implement SC strategy in the Region Group VPs
Ensure results delivery SVPs for R&D, Finance, HR & Supply Chain
Review and implement people strategy Communication Business Partner
Agree development plans in terms of infrastructure, Regional VP Procurement
capabilities etc.
2. Country Reviews Review MCO performance and plans SVP SC Twice

Ensure results delivery SC VP MCO a year
MCO SC Directors as required
3. Product Group Reviews Review PG performance and plans SVP SC Twice

Ensure results delivery SC VP PG a year
PG Directors as required
4. SLA Reviews Review operational performance in terms of service, SC VP MCO Quarterly

costs, inventories, innovation, waste SC VP PG
Ensure results Delivery Relevant Directors as required (e.g Planning, TIM-Q,
Manufacturing etc.)
5. Cordillera Programmes Review Review programme evolution SVP SC Monthly

Agree trade-offs as required Full ASCLT
Provide resources and support as required
Ensure timely implementation of the programmes

C MAIN
Key Interface Meetings - Europe
1. European Supply Chain Lead the SC in the Region SVP SC Monthly

Leadership team (ESCLT) Develop & implement SC strategic programmes in the region VP Customer SC (MCOs), VP Product Group SC, (1.5 day)
Ensure results delivery, review operational results, VP Logistics, VP CSE, VP Finance SC, HR Dir, Strat Dir
SC scorecard etc. Regional VP Procurement
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
2. Unilever Supply Chain Company Governance and decision forum related to the USCC SVP SC Monthly (1 day)
Board (USCC-B) Operational day-to-day operation related to USCC and VP Product Group SC, VP Logistics, VP CSE, VP Finance and separate
USCC results SC, HR Dir, Strat Dir results call
3. Country (or country clusters) Develops Country (or Cluster) Operations Capability Country Business Unit MDs Monthly or
Leadership Team (CLT) Delivers Country (or Cluster) Operating Plan Marketing, Customer, Finance, HR and Supply Chain VPs twice a month
4. Make Board Drive Cross-Category Manufacturing Programme Works Directors representing Category and Country Monthly
Deliver Global Programmes on Man Ex, Safety, Quality, etc. (total 10)
Develop solutions to exploit similarities across Categories Supply Chain Capabilities Directors (Safety, Quality,
(Eco-Manufacturing, Factory Organisation, Maintenance Man Ex, Engineering)
benchmarking, etc.) IT, NPI

C MAIN

C MAIN
CONTENT
1- Procurement Overview
2- VIP Management Responsibility

Watch Watch
& Accountability CPO interview Open
Innovation
3- Open Innovation with Suppliers interview
Responsibility & Accountability
4- Indirects Procurement (ES)
5- Indirects Procurement (Marketing)
6- Indirects Procurement (SC) Watch Watch

Procurement IP - Enterprise
7- Key Business Interface Meetings Regions Services
interviews interview
Watch Watch IP -
VIP interview Marketing
Services
interview

C MAIN
CONTENTS C PROCUREMENT
PROCUREMENT Overview
Materials & Service

Procurement
Manages Unilevers external supply
market and supplier relationships
Responsible for:
Contract negotiation
Supplier selection
Materials & Sourcing strategies
Procurement Services
& Capabilities
Provides procurement support and
resources
Procurement Responsible for: Procurement
Operations - Geographies Processes and tools Operations - Categories
Procurement financial management
Acts as local business integration Information management and reporting Interfaces procurement with Unilever
Responsible for: categories
Implementation of negotiated contracts Responsible for:
Supplier Service/Quality/Logistics Innovation management
Procurement contact for local business Material efficiency programme
Complexity Management

C MAIN
VIP Management RESPONSIBILITY & ACCOUNTABILITY*
Region/Network Procurement VP Region/Network Procurement VP
- Input to ME target setting - Savings target delivery

- Generate Material Efficiency VIP Ideas for Global and Regional - Support ME VIP project implementation
Blue Funnel Procurement - Facilitate suppliers interaction with UL ensuring responses in
- Lead implementation of VIP ME Buying projects timely manner
- Manage ME VIP information in the system (ISIS) - Discipline in reporting ME savings project
- Suppliers delivery of agreed cost materials efficiency programme - Ensure VIP projects appropriately staffed
SC/Procurement Finance VP SC/Procurement Finance VP
- Coordinate ME target setting - Provide transparency and ensure consistency of savings

Finance reporting and calculation
- Set Materials Efficiency guidelines and definitions
- Approve ME VIP projects - Savings tracking and reporting
- VIP process guardian
Category Supply Chain VP Category Supply Chain VP
- Drive Global/Regional Blue Funnel & Drive cross functional idea - Follow up and monitor overall VIP Programmes
generation sessions Group & Regional SC - Get RCLT/GCLT alignment
- Implement VIP Material Efficiency projects at factory level - Manage Total Product Costs
- Provide technical resources for implementing ME VIP programme
R&D and BD VPs R&D and BD VPs
- Generate Material Efficiency VIP Ideas for Global and Regional - Product Performance (consumer, quality, cost)
Blue Funnel - Manage product Gross Margins
- Lead Product Logic VIP projects R&D + BD Categories - Provide appropriate funds and resources for implementing
- Lead Implementacion of ME VIP projects at formulation/pack level ME VIP programme
- Technical approval of new suppliers / materials - Define qualification criteria for new suppliers materials
* Value improvement projects

C MAIN
Open Innovation with Suppliers RESPONSIBILITY & ACCOUNTABILITY*
CR&DO/EVP Category Global R&D/OI
- Align with Compass strategy - Plan & agree the programme resources
- Define the DISCOVER/GENESIS programmes WANT - Ensure that capabilities are in place
- Define thought leaders in the industry - Ensure information transparency & visibility
R&D OI/Procurement (Operations) R&D OI/Procurement (Operations)
- Define scouting plan & deliverables - Provide SRM frame/supplier positions

- Define critical supplier capabilities - Engage suppliers in programme
- Agree existing suppliers to include FIND
- Drive scouting with new suppliers
Category R&D/OI/Procurement Category R&D/OI/Procurement
- Define consumer needs with BD - Alliance framework with supplier

- Translate them into technical requirements - Resources to manage the alliances
- Scope business opportunity for UL/supplier GET
- Agree alliance with supplier
- Define deliverables of alliances - KPIs
Cat R&D/Cat BD/Procurement Operations Category Cat R&D/Procurement Operations - Category
- Turn consumer insights into innovation BOSCARD - Ensure resources allocation to IPM project
- Initiate IPM project - Foster post launch evaluation/learnings
- Early integration of selected OI supplier
MANAGE
- Manage the supplier/UL alliance
- Monitor progress versus deliverables
* Value improvement projects

C MAIN
Indirects Procurement (ES*)
VP Procurement VP Procurement
- Defines the supply market and sourcing strategy as a part of ES strategy - Ensures the optimal choice of available suppliers for input into
a service strategy
- Drives the supplier engagements and governance, including the
supplier relationship management, supplier selection Indirects - Ensures the availability of robust supply market strategy
Procurement and its execution
- Defines the buying and negotiation strategy, including pricing, terms,
cost models and buy/lease analysis - Ensures compliance of suppliers with Unilever standards
category
- Drives the supplier innovation and sustainability agenda
VP ES VP ES
- Defines services required in area of responsibility: IT, HR, Finance, - Enables robust input of needs from the business to ensure
Workplace, Travel their needs are met in a cost effective manner
- Defines key KPIs and SLA elements for each area of service Enterprise Support - Ensures an excellent service to customers, drives
- Owns and drives the budget with the support of IP improvements and innovation in services
- Drives the total customer services process end-to-end - Ensures the correct service strategy is applied short and
long term
- Owns day-to-day supplier management and supports IP Executive
SRM Processes - Ensures all services required to support ES short and
long term strategies are procured with IP engagement
and process
Service Control Director Service Control Director

Service Control
- Drives standardisation of services, KPIs and SLAs in supplier and Development - Deployment & execution of service control organisation and
performance management across service operations framework across ES
- Defines quality standards for service - Ensures standards are applied with key providers
- Defines service catalogues
* ES = Enterprise Services

C MAIN
Indirects Procurement (Marketing)
- Defines the supply market and sourcing strategy as a part of Media, - Ensures the optimal choice of available suppliers for input
Creative Agency & CMI strategies and in country activation strategies and benchmarking
- Support supplier engagements and governance, including supplier Indirects - Ensures the availability of robust supply market strategy and
relationship management, supplier selection etc Procurement its execution
- Defines the buying and negotiation strategy, including pricing, terms, - Ensures compliance of suppliers with Unilever standards
cost models and outsource/in-house analysis
- Drives the supplier innovation and sustainability agenda
VP Agencies & VP Mkt Services & SVP CMI VP Agencies & VP Mkt Services & SVP CMI
- Defines International Agencies required in each area of responsibility: - Enables robust input of needs from the business to ensure
Creative, PR, interactive, CMI, digital, PMA their needs are met in a cost effective manner
Marketing
- Defines business requirements and creative content expectations - Ensures creative processes are adhered to by Agencies &
Function Marketing function in categories & countries
- Manage the total creative process end-to-end including
implementation in categories and BB teams - Ensures that there are no overlapping projects
- Owns day-to-day supplier management & service review - Services from approved suppliers are purchased with
procurement engagement
Category GVPs, Regional SVPMO, MCO VP Marketing Category GVPs, Regional SVPMO, MCO VP
Marketing
- Drives implementation of contracts in delivering creative content for Brand Development &
the category or region Brand Building - Timely & effective creation, deployment & execution of
- Defines category or regional business requirements creative content
- Holds and deploys category/regional or MCO budgets - Agencies deliver as per brief
- Agency briefs / SOWs are well defined and understood - Ensures effective communication in improving brand equity
and in support of product innovation driven launches
- Define Activation activities
- Optimisation of in market activation

C MAIN
Indirects Procurement (SC)
- Defines the supply market and sourcing strategy as a part of Category - Ensures the optimal choice of available suppliers for input into
SC and Regional SC strategies an investment study
- Support the supplier engagements and governance, including the Indirects - Ensures the availability of robust supply market strategy,
supplier relationship management, supplier selection Procurement and its execution.
- Defines the buying and negotiation strategy, including pricing, terms, - Ensures compliance of suppliers with Unilever standards
cost models and buy/lease analysis
- Drives supplier sustainability and support the supplier innovation
agenda
VP SC VP SC
- Defines goods and services required in area of responsibility: freight, - Enables robust input of needs from the business to ensure
warehousing and distribution, capital equipment, sourcing unit services their needs are met in a cost effective manner
- Defines business requirements for each area of engagement, holds or Supply Chain Function - Ensures an excellent service to customers, drives
supports the budget improvements and innovation in technology and services
- Drives the total customer services process end-to-end - Ensures the business cases are completed
- Owns day-to-day supplier management - Services from approved suppliers are purchased with
procurement engagement
Director, Quality Director, Quality
- Drives quality standards and metrics for all areas of spend - Deployment & execution of quality standards and metrics
Quality - Ensures standards are applied with key providers

C MAIN
Key Business Interface Meetings
1. Unilever Procurement Develops and approves procurement strategy for PI CPO 4 F2F and 12 TP
Leadership Team IP materials and services Portfolio and regional Procurement VPs meetings
Procurement priorities & targets Finance, HR, Communications and Legal Business Partner
Material forecast
Resource and talent pool plan
2. Global/regional SC Leadership Ensuring full integration and alignment of procurement CSCO/Regional SC SVPs Monthly
Team with the global/regional SC agenda and programme CPO/Regional Procurement VPs
Global/regional SC leadership team members
3. Enterprise Support Leadership Develops & approves Strategies Chief Enterprise Support Officer Monthly
Team Owns service line & budget ES Leadership Team (including VP Procurement Indirects)
Service line performance improvement
4. Media Leadership Team Develops and approves Strategies Global Head of Media Monthly
Owns service provision and operational budget Media Leadership team inc. IP Director Media
Media innovation and development

C MAIN

C MAIN
CONTENT
1- Customer Service Excellence Overview
2- Customer Service Excellence Responsibility Watch

& Accountability Customer
Service
Excellence
3- Key Business Interface Meetings interview

C MAIN
CONTENTS C CSE
CS Excellence Overview
Partner
Design CS Customer
Regions for
Solutions for Service
Uniform
all Channels Excellence
roll-out
CSCO
Deploy CSE Build ONE
Powerhouse Integrated
through GVTs VP CSE
CSE TEAM
Europe Americas AAR Group

GVTs
CSE CSE CSE CSE
Leverage SCALE to DESIGN Capabilities globally

C MAIN
CONTENTS C CSE
Customer Service Excellence RESPONSIBILITY & ACCOUNTABILITY
- Local CS relationships
EXECUTE
EXECUTE
Go To Go To Go To - Customer insights fed into Deploy/Design to ensure
- Service performance in market (KPIs)
market market market they are market relevant
- Local service improvement programmes
- Skilled resources in place
- MCO succession planning
- Receiver mechanism in place to execute global capabilities
- Standards Compliance
REGION REGION
- Design Once Deploy Everywhere - Service Performance across the Region (KPIs)
- Coordinate GVT Programmes across Markets - Market needs & capability gaps are reflected in the
GVT programme
- Capability build in Markets CSE - Consistency of deployment of standards, tools,
- Interfaces with Regional SCLT & CDLT
- Engage MCO Leaders and Teams POWERHOUSE training & systems across markets
DEPLOY
DEPLOY
GVT
GVT
- Skilled Resources in place to accelerate deployment
- Targets & Global Deploy Programme, incl. to markets
Priority and Resource Plan
- Future needs & gaps are fed into Design Funnel
- Global/International CS relationships
- Maintain Best Practice tools, systems and processes
- Co-develop CSE Capability Strategy
- Strategic Customer requirements are built into
- Roll-out global projects, eg Terra market needs
- Design programme is market relevant and aligned

DESIGN
DESIGN
- CSE Strategy Development with CD (emerging customer & shopper needs are
- Global KPIs Definitions & Standards built into it)
- Group CSE Capability platforms/programme - Fast roll-out of new capabilities through efficient
piloting
- Interface with Global Functions (CD, R&D, IT ES, etc)
- Talent & Learning Framework

C MAIN
CONTENTS C CSE
GTM leadership Team Development of GTM strategies CSCO 2 times

Governance of Group CSE programme Group VP CSE per year
Thought Leadership for CSE strategy Top 10 Market VPs,
Global VP CD , Global VP IT
Group Design Directors
Regional SCLTs Alignment of Group & Regional CSE programme Regional SCLT 2 times
and priorities Group VP CSE per year
GVT priorities Regional Group Director CSE
Resources
GCDLT Alignment of CD & SC strategy CCO , Regional SVP CD, Group VP CSE , Global VP CD , 2 times
Global Customer alignment IT & legal per year
Global CoE LT CoE workplans , strategy & alignment Global VP CD 2 times

Global VP CSE per year
CoE leaders
Global Customer SC F2F Agree annual workplans, Global Customer CD VP 2 times

Review in year performance against workplan Group VP CSE per year
Strategic alignment Sponsoring SC SVP
Global Customer SC Director
Regional CDLT Regional alignment of CD & SC Regional SVP CD Quarterly

Market VPs CD
Market VP CSE

C MAIN

C MAIN
CONTENT
1- Logistics Excellence Overview

Watch Logistics
2- Logistics Excellence Responsibility Excellence
& Accountability interview
3- Key Business Interface Meetings

C MAIN
CONTENTS C LOGISTICS EXCELLENCE
Logistics Excellence Overview
Create & Lead

Build Logistics
the Group
Skills Logistics
Logistics
Development Excellence
Sustainability
programme
Programme
Build & Deploy SC SVP Build & Deploy

common Europe
one common
Benchmarking set of KPIs
systems Logistics VP
Europe
Log VP Log VP
Americas AAR
Integrate Global SCALE with Local DIVERSITY

C MAIN
Logistics Excellence RESPONSIBILITY & ACCOUNTABILITY
Lead Logistics VP Lead Logistics VP
- Create and lead the Group Logistics Sustainability Programme - Delivery of Group logistics 3C targets
- Define a common logistics KPIs, benchmarking system across
MCOs/regions Group Logistics
- Develop logistics skills programme GLLT & GVT
- Define standard logistics processes and systems for global application
- Build logistics network and WH design capabilities
Regional Logistics VP Regional Logistics VP
- Develop and execute regional network strategy - Deploy global logistics procurement strategy in regions
- Define regional logistics procurement strategy including 3PL - Deploy common logistics KPIs and benchmarking system
Contract Management AM EU AAR
- Deploy skills development programme for logistics
- Delivery for regional logistics operations (eg Ultralogistik) - Deploy common logistics processes and systems (eg WMS, TMS)
- Delivery of regional cost, customer service and carbon targets (3Cs)
- Lead Logistics RVTs
MCO SC VPs MCO SC VPs
- Logistics operations delivery in the MCO Business/ Business/ Business/ - Customer relationship management on logistics topics
- Continuous improvement in logistics operations as per agreed Market Market Market
deployment programme
- Delivery of MCO cost, customer service and carbon (3C) targets
Notes: 1) G1/G2 projects; 2) Resp of Design Quality is at cat EVP level

C MAIN
1. Group Logistics Leadership Sets Unilever Group Logistics strategy and long term Europe Logistics Excellence VP as Group Lead (Chair) Quarterly
Team (GLLT) targets Regional Logistics VPs (x3)
Defines and implements global logistics organisations VP Indirect Procurement
Defines priority programmes and projects, resources Group Logistics Development Director
them, and monitors progress
2. Logistics Global Virtual Team Implements projects and programmes as defined by GLLT Group Logistics Development Dir (Chair) Monthly
(LGVT Identifies best practices and roles them out into the Regional Logistics Operations Directors (x3)
global logistics network. design once Logistics Procurement Director (x1)
Sets logistics standards and ensures compliance Ocean Freight Procurement Director
(e.g. KPIs, WMS etc)
Leads the Logistics sustainability initiative
3. Logistics Regional Virtual Teams Sets regional logistics strategy and targets and Regional Logistics VP (Chair) Monthly
(x3) ensures compliance Regional Logistics Operations Director(s)
Defines regional priority programmes/projects in MCO Logistics Directors/Managers
addition to those agreed by GLLT Regional Logistics Procurement Director
Develops the regional logistics management talent pool Regional Logistics Finance Director

C MAIN

C MAIN
CONTENT
1- QUALITY Excellence Overview
2- Enterprise Quality Responsibility & Watch Quality

Accountability Excellence
interview
4- Key Business Review Meetings

C MAIN
CONTENTS C QUALITY EXCELLENCE
QUALITY Excellence Overview
Build
Raise
Quality
Quality QUALITY
Culture
Capabilities Excellence
everywhere
Develop VP Set Quality

Quality Group Quality
Standards
Strategy & Targets
Director
Director Director Director Director Group
Group Group Group Group Quality
Quality Quality Quality Quality Category &
Europe Americas AAR Expertise Consumer
Building a comprehensive and integrated Quality agenda globally

C MAIN
Quality RESPONSIBILITY & ACCOUNTABILITY
EVP Category EVP Category

- Product superiority & competitor product benchmarking - Overall quality improvement in category
- Brand Performance Standards
Group Category Q Champion
Group Category Q Champion - Rigour of IPM Functional Excellence for Quality
- GCLT visibility & review of Quality cross-geography - Linkages between BPS and CRQS
- Overall category Q improvement plans GCLT GCLT GCLT
- Identify and resolve chronic / x-regional Q issues Group VP Cat SC
- Linkage across teams (BD, BB, SC, R&D) and with RCLTs - Support for GCLT Q Champion
- Integration in Quality strategy deployment & Q activities
Group VP Cat SC for category
- CRQS development and linkage to BPS - Design for Quality in innovation projects
- Quality in design (innovation, core technology, engineering)
Region SVP SC Region SC Region SVP SC

- Delivered Q improvement (reduction in incidents, complaints, - Quality operational execution in region (supply,
on-shelf defects) manufacturing, delivery)
MCO Chairman MCO Chairman

- Feedback process with consumers (Care lines) MCOs MCOs MCOs - Support RCLTs in Q improvement
- External response to and resolution of Quality incidents OpCos OpCos OpCos
- On-shelf Quality
Region Category Quality Champion Region Category Quality Champion

- RCLT Q visibility & Quality issue prioritisation - Rigour of IPM Functional Excellence for Quality at RCLT
- Execution of Quality improvement activities in RCLT - Linkage across teams (BD, BB, SC, R&D) and with GCLT
RCLTs RCLTs RCLTs
Region VP SC [PG/Cat/MCO/OpCo/Cluster) Region VP SC [PG/Cat/MCO/OpCo/Cluster)
- Quality operational execution in SC (UL & 3P) - Support RCLT Q Champion
- Product Quality in innovation implementation - Design for Quality in innovation projects
- Product Quality in market place
Group VP Quality Quality Organisation Group VP Quality

- Lead Quality agenda for Enterprise - Implementation and standardisation of approach, process and
Quality Communities / replication of best practice
- Strategy, standards, Ways of Working, tools
Expertise Networks

C MAIN
G QLT Develop Quality strategy, standards VP Group Quality 6 x per year

(Group Quality Leadership Team) Integrate and link activities Directors Group Quality
Review progress & adjust activities
R QLTs Implement Quality strategy Dir Group Q - Region At least 4 x

(Regional Quality Leadership Teams) Translate Quality targets to regional / local priorities Regional Quality Leads (Product Group/Category per year
Synthesise regional Quality needs &MCOor Cluster)
Deploy new Q processes VP Group Quality(as needed)
Build Q community & linkages
Group Category QualityManagers Implement Quality strategy Dir Group Q - cons/cat 6 x per year
Review progress & adjust activities Group Category Quality Managers
Synthesise category Quality needs
Agree new Q processes
GCLT Quality Champions Implement Quality strategy VP Group Quality 2 x per year
Synthesise category Quality needs Dir Group Quality - cons/cat
Review progress & adjust activities Quality Champions (one per category)
RCLT Quality Champions Dir Group Quality - Region 2 x per year

Dir Group Quality - cons/cat (as possible)
R Quality Champions (one per RCLT)
Quality Action Steering Teams Cross-functional stakeholder guidance, input, agreement Dir Group Quality (leading strategic action) As needed
and actions cross-boundary Cross-functional stakeholders as relevant
Quality Expertise Networks Leverage expertise around business to provide content Dir Group Quality (as appropriate) At least quarterly
guidance, develop best practice and practical action for Identified expert practitioners located in the region from
key topics SUs, MCOs, SC, R&D, SEAC, Procurement (as appropriate)
Global Virtual Sites Leaders Provide direct link to SU Quality agenda and community Dir Group Q - Americas (as lead of SU Perfect At least quarterly
Ensure Quality agenda execution in consistent manner Execution strategic action)
Synthesise needs, review and prioritise actions GVS Leaders (cross category)
Dir Group Q - Region

Regional Virtual Sites Leaders RVS Leaders (cross category) At least quarterly
Dir Group Q - Americas (as possible)

C MAIN
Key Business Review Meetings*

UEx Quality progress review and obstacle removal for UEx members At least annually
Q agenda SVP R&D Category
VP Group Quality
GCLTs Review Quality progress GCLT members At least

(Global Category Leadership Prioritise issues for improvement, sponsor Q Global Quality Champion 4 x per year
Teams) Improvement teams
Ensure IPM FE is followed
R LTs Review Quality progress RLT members At least

(Regional Leadership Team - Remove obstacles SVP SC (on behalf of Q) 2 x per year
AALT, ALT, ELT) OR VP Group Quality/Dir Group Quality - Region
RCLTs Review Quality progress RCLT members At least

(Regional Category Leadership Prioritise issues for improvement, sponsor Q Regional Quality Champion 6 x per year
Teams) Improvement teams
Ensure IPM FE is followed
G SCLT Approve Quality strategy and JtbD G SCLT members At least

(Global Supply Chain Leadership Provide mandate, resources VP Group Quality 3 x per year
Team) Remove obstacles
R SCLTs Agree regional Quality priorities Reg SCLT members At least

(Regional Supply Chain Leadership Review Quality progress Director Group Quality for Region AND/OR VP Group 3 x per year
Teams) Move obstacles Quality (at least annually)
UPLT Drive S Q Approval compliance UPLT members At least

(Unilever Procurement Leadership Drive Supplier Quality Improvement agenda Director/Manager Group Quality leading Supplier 2 x per year
Team) Quality strategic action AND/OR VP Group Quality
* List of other functional LT forum where Quality agenda is reviewed and actioned upon

C MAIN

C MAIN
CONTENT
1- Manufacturing Excellence Overview
2- Manufacturing Excellence Responsibility Watch

& Accountability Manufacturing
Excellence
3- Manufacturing Excellence Responsibility interview
& Accountability - AAR

MANUFACTURING
C MAIN
CONTENTS C EXCELLENCE A ABBREVIATIONS PRINT ALL PRINT SECTION < >
CONTENTS
Manufacturing Excellence Overview
Leverage Apply TPM

ManufACTURING
the Virtual Sites Methodology
Excellence
Concept consistently
Define SC SVP Ensure

Americas
common rigour
KPIs in results
Manex VP Manex VP
AAR Am/WE
Connect & Strengthen our Manufacturing Network

MANUFACTURING
C MAIN
CONTENTS
Manufacturing Excellence RESPONSIBILITY & ACCOUNTABILITY
Group Group
- Overall Man Ex programme & prioritisation - Man Ex deployment across regions

- Man Ex standards processes - World Class Manufacturing metrics
- Man Ex Capability building Group - Virtual site delivery
- Global/Regional operational excellence (RVS/GVS) - In-year savings delivery
- Man Ex Skills and capability programme delivery
Region Region
- Man Ex deployment - SUs Man Ex programme

- In-year Man Ex savings delivery - SUs performance standards (P,Q,S,C,D,M)
AM EU AAR
- Region operational excellence (RVS)
- TPM Programme support
Supply Unit directors Supply Unit directors
- SU Man Ex programme delivery Business/ Business/ Business/ - Implement agreed programmes

- SU performance results (P,Q,S,C,D,M) - Sharing practice and resources
Market Market Market
- Virtual site activities - Customer Service

MANUFACTURING
C MAIN
CONTENTS
Manufacturing Excellence RESPONSIBILITY & ACCOUNTABILITY - AAR
Group
Group Group category VP
- Overall Man Ex programme & prioritisation - Developing world class Manf. Metrics
- Establish Man Ex standards/Process/KPIs - Reducing bandwidth of Make performance KPIs in site
across the region
- Make Capability building programme
- Zero sites below minimum mandatory standards by 2013
- Global/Regional operational excellence through GVS/RVS.
- Blue Funnel make VIP
- In-year make savings governance
AM EU AAR
Cluster/MCO SC VPs Cluster/MCO SC VPs
- SU program delivery in terms of safety, conversion costs and - SU programme delivery in terms of Productivity, Quality & Morale
output reliability - Implementing agreed Man Ex programme
- Sharing & cascading best practices regionally & globally
Business/ Business/ Business/


MANUFACTURING
C MAIN
CONTENTS
1. Group Man Ex Develop Global Man Ex strategy SVP SC Americas Once in

Monitor progress in Manufacturing Performance Group VP MEx (AAR; WE/Am) 3 months
improvement Group/Regional MEx Directors
Review Mfg Centre of Excellence progress GSCLT (once in six months review)
Review Mfg Capability building and resource allocation
2. Regional Man Ex Regional Review MEx/TPM performance SVP SC Once in

Foundation (raise the floor) and Advanced (raise the Group VP MEx (AAR; WE/Am) 2 months
ceiling) focus Group/Regional Mex Director
Prioritisation Cat VP SC/Cluster VP SC (selected)
Feedback to Group Man Ex
3. Regional Supply Chain Review (Regional/Cluster)Supply Chain Performance SVP SC Once in

Leadership Team vs target Product Group SC VP (Am/WE); Cluster SC VP 2 months
Develops actions to close gaps Group VP MEx (AAR; WE/Am)
Succession Planning Group SC VPs (for AAR) - case to case basis
Group Q VP
Group UEnS VP
4. Cat Supply Chain Leadership OpCo MEx/TPM Review Product Group SC VP (Am/WE); Cluster SC VP Once in
Team/Cluster Supply Chain RVS Review Group VP MEx (AAR; WE/Am) 2 months
Leadership Team (one on one Deep Dive on category/cluster/site issues Site/RVS Leaders
meeting with each category/cluster) Short term action planning and support Group/Regional MEx Director

C MAIN

C MAIN
CONTENT
1- UNILEVER Engineering Services Overview
2- Unilever Engineering Services Responsibility Watch Unilever

Engineering
& Accountability Services
interview

C MAIN
CONTENTS C ENGINEERING SERVICES
UniLever Engineering Services Overview
Leading Edge
Deliver E2E ENGINEERING
Engineering Design
Capital Execution Excellence
Capabilities via
at Competitive Cost external alliances
UEnS
Re-usable
Construction,
Core and
Installation and
Infrastructure
commissioning
Designs
SC SVP
AAR
VP UEnS
Design Project
Services Delivery
Deliver Value & Speed through Repeatable Models

C MAIN
Unilever Engineering Services RESPONSIBILITY & ACCOUNTABILITY
UEnS VP VP ManEx Global SCLT UEnS VP VP ManEx

- E2E Project Execution - Feedback of design - OTIF capacity creation - Development of core
- Engineering design repository performance & learning - Sustainable Infrastructure designs
- ESP Partner Management - Best practice input to projects - Operational ramp up of
- Non Cat Techno Development & core design development new capital installations
Cat Cat Cat
- Collaborative supplier SC SC
engineering programme SC
Category SC VPs VP IP Category SC VPs VP IP

- Future requirements: - Capital Procurement Strategy - Project Engineering designs - Supplier selection for core
Mfg Capacity, New Factories - Strategic Supplier Relationship - Reusable design repository design modules
& Technologies Mngt - Strategic supplier relationships
- Category Technology Menus - Procurement of Capital GCLT GCLT GCLT - Implementation support
- Capital planning & approval Equipment & Supplies
- New Category Technology - Delivery of IP Savings
Definition
Region SCLT
VP Safety VP Quality VP Safety VP Quality

- Definition/maintenance of UL - Definition of Q stds - Deployment of safe operating - Development of Process
safety standards for EPCM and - Feedback on Quality processes at all UEnS Project capability to achieve quality
commissioning performance and link to Sites standards & drive quality
capability - Safety performance at project performance improvement
- Input Q principles to core sites - Incorporation of best
design dvpt practice quality design
principles into projects and
Region SCLT core designs
Cluster SC VPs Cluster SC VPs

- Future requirements: Infrastructure, Site Development, Non Mfg Exp MCOs MCOs MCOs - Site infrastructure design
- Inputs from Op Ex teams OpCos OpCos OpCos - OTIF E2E Project execution
- Local planning/compliance - Capital planning & approval
- Effective receiver role as integral team member

C MAIN
SCLT Review/Sign-off of UEnS Programme & Project Portfolio Unilever SCO 2 3 times
KPI delivery Regional SC SVPs per year
Opportunities & learning CPO
Group Category SC VPs
UEnS VP
Category SC Teams Understand future investment plans and priorities Group Category SC VP 2 times
Agree/Review core design development programme Category T&E Directors per year
Agree/Review Category capital project portfolio & UEnS VP
resource requirements UEnS Engineering Services Director
Opportunities & Learning Capital Procurement Director
Regional SCLT On the ground implications of Category capital project Regional SC SVP 2 times
portfolio including CAPEX Cluster/Regional Category SC VPs per year
Future infrastructure/non Manufacturing requirements Project Delivery Director(s)
& CAPEX Regional T&E Directors
Regional/Local priorities Regional Quality/Safety Directors
Big project update/share learning
UPLT Agreement of Procurement strategy and IP CPO 2 times

savings targets Procurement VPs per year
Resource alignment UEnS VP
Review progress against targets and strategy UEnS/IP Directors
implementation
Other interface meetings are held on project specific basis

C MAIN

C MAIN
CONTENT
1- Safety & Security Overview
2- Security Responsibility & Accountability Watch Safety

& Security
interview
3- Safety Responsibility & Accountability
4- KEY INTERFACE MEETINGS

C MAIN
CONTENTS C SAFETY & SECURITY
Safety & Security Overview
Raise safety Build a Unilever

& security Safety &
safety & security
capability Security
culture
- BBS everyone, every day,
- Process safety everywhere
- Safe driving
Develop & review

strategy,priorities Set targets and
and performance Safety & standards
Risk & compliance Security
management VP
Group group
AAR SHE WE SHE Americas
Business Security
Dir Dir SHE Dir
Continuity manager

C MAIN
Security RESPONSIBILITY & ACCOUNTABILITY
Global CSO: Global CSO:

- Functional responsibility and custodian of Corporate Security - Central coordination of the security function
Framework, Standards and Guidance - Assist country CSOs to establish security plans aligned to
- Maintaining a security network of internal and external stakeholders wider business objectives
- Providing security advice, direction and support across the Business,
including the Board, UEx and relevant Committees GROUP
Security Action Group
- Overseeing the Unilever Security Implementation Network to ensure - Support for Global CSO in driving the security agenda
security is being managed at the tactical/operational level
Security Action Group

- Provide Business input into security planning and priority setting
Region SVP SC/HR Region SVP SC/HR

- Regional Security Champions for sponsoring security at RLT
REGIONAL LTs - Enabling the operational implementation of the security
- Advice and guidance on wider regional issues to ensure alignment programme through visible support
and de-confliction - Providing a representative for the SAG
MCO Chairman MCO LT Security Champion

- Responsible for MCO security MCOs - Supporting MCO implementation of the security plan
- Identifying MCO LT security representation for the Security
Implementation Network Security Implementation network
- Operational cascade / implementation across MCO
Country Head/Chairman Country Head/Chairman

- Responsible for in country security COUNTRY - Provision of the appropriate resource to enable effective security
- Identified security accountability at every site
Country Security Officer/Champion
- Interface with global CSO Country Security Officer/Champion
- Implementing the security framework and plan - Local security controls and procedures
HIGH MEDIUM LOW - Maintaining internal and external networks that enables
effective security

C MAIN
SAFETY RESPONSIBILITY & ACCOUNTABILITY
CEO CEO
Approving safety policy Priority of safety on corporate agenda Reporting safety performance to the board
Visible and demonstrable safety leadership
UEx CSCO
CSCO Adopting safety strategy and targets
Ex sponsor
VP Safety and Security S&H Directors

Defining safety and occupational health strategy, programme, priorities Supporting the implementation of the regional safety
and standards programmes, providing technical expertise and guidance across
Line Management Responsibility

Monitoring and reviewing performance Group categories and regions identifying and disseminating best practice,
cross country/category/sites identifying safety capability and skills
Group S&H Leadership
Group Category SC VPs Team Membership:
VP Safety & Security Group Category SC VPs
Visible Leadership
Defining and recommending category specific safety standards for high
risk processes & technologies (Chair), Regional S&H Ensure the maintenance of specific category process safety standards
Directors, Occ Health
Unilever Engineering Services VP Key Links MANEX & Unilever Engineering Services VP
Defining and recommending non-category specific safety standards for UL Engr Services Ensure the maintenance of non category specific high risk process
high risk processes & technologies & technology standards in existing sites integrate process safety
standards into wider engineering standards
Ensuring new facilities meet all safety standards
Region S&H Directors

Safety of employees, contractors and visitors by driving a comprehensive
safety programme Compliance to Unilever Standards President, MCO Heads, Guidance and supporting
Identifying and managing risks maintaining safety as a priority SVP SC, VP SC, Site Heads Maintaining safety capability and skills
MCO/Country/Site Heads MCO/Country/Site Heads

Maintaining Safety as a priority SHE skills Legal and regulatory compliance Reporting of performance and compliance with Unilever standards
MCO/Country/Site SHE Coordinators MCO and Country MCO/Country/Site SHE Coordinators

Maintaining SHE expertise across categories defining in-country legal MCO & SU legal compliance
compliance programmes and enabling tools Support SHE programme implementation
Identifying SHE skill requirement
Sharing best practice in country

C MAIN
1. UEx, Risk & Responsibility Annual reporting of safety and security performance Chief Supply Chain Officer (UEx Dir and sponsor) Annual
Committee, Regional Leadership Brief on strategy and priority areas VP Safety and Security
Team Present the safety and security road map with SVP Regional SC (sponsor)
prioritised action plan
Review performance
2. Security Action Group Develop Group security plan VP Safety and Security (Chair) Bi-Annual
Set prioritised actions Regional SVP representatives
Coordinate functional support Audit, Global ES and Corporate Affairs
3. Group S&H Leadership Team Defining S&H strategy, priorities, programme and VP Safety and Security (Chair) Quarterly
standards Regional S&H Directors
Review and report performance SEAC
Incident review panel Occ Health
Key Linkages MANEX and UL Engr Services
4. MCO/Country Central SHE Line Ownership MCO/Country Leadership Min. Bi-Annual

Committee Review performance MCO/Country SHE Managers
5. Regional SCLT Line Ownership Regional SCLT Min. Bi-Annual

Review performance Regional S&H Director
6. Process Safety Steering Group Review PSM working group plan and outputs VP Safety and Security (Chair) Bi-Annual
Monitor performance SEAC
Regional S&H Directors
Category/other PSM Experts
7. Operational Safety Action Embed safety principles in future projects VP Safety and Security (Chair) Bi-Annual
Group Maximise safety by design SC Category representation
Engr Services
Regional S&H Directors

C MAIN

C MAIN
CONTENT
1- SC Strategies Overview
2- SC Strategies Operating Principles Watch

SC Strategies
interview
3- SC Strategies Responsibility & Accountability

C MAIN
CONTENTS C SC STRATEGIES
SC Strategies Overview
Capital
SC Enablers of
efficient
Strategies low cost
industrial
business models
base
Clearly defined
Building financial, Factories roles will
technical, business ensure flexibility
and sustainability case SC Strategies whilst leveraging
to prove feasibility of & Sustainability regional economies
strategic roadmap VP of scale
Strategies Sustainability
Programme Directors Programme Director* *For more details, please
refer to page 84 in Sustainable
Manufacturing section
Create world-class industrial base to enable Compass vision of

sustainable profitable growth

C MAIN
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
Deliver optimised sourcing network
WHAT? Deliver new business models
Develop superior insights on business key value drivers
Develop and drive end-to-end strategy projects

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

C MAIN
SC Strategies RESPONSIBILITY & ACCOUNTABILITY
- Projects plan aligned with company priorities - Projects plan well integrated into Regional & Local SCLT
- Resources assigned to the projects priorities
- All Unilever categories well covered by Projects
Detailed programme of
projects with company wide
prioritisation
- Rigorous analysis and robust recommendations by building financial, - Successful implementation of the recommended/new
technical, business and sustainability case to prove feasibility of Supply Chain configuration
strategic roadmap - Implementation planning charters by identifying targets,
Projects execution and
- Project direction, monitor results and expedite project progress metrics, deliverables, milestones, deadlines and key issues
delivery
- Communication with key stakeholders incl. steercom
- Develop methodologies for strategic, competitive, make vs. buy, - Methodologies are well understood and deployed efficiently
financial and technology road mapping analysis at global and regional category levels
Methodology development
& deployment

C MAIN

C MAIN
CONTENT
1- Unilever Sustainable Living Plan (USLP)
2- Sustainable Supply Chain Watch

Sustainable SC
3- Sustainable Manufacturing Responsibility interview
& Accountability
4- Sustainable Sourcing Responsibility &

Accountability
Watch USLP
video

C MAIN
CONTENTS C SUSTAINABLE SC
Unilever Sustainable Living Plan
We aim to DOUBLE the size of our company while REDUCING the overall impact to the environment
HELP
1 BILLION HALVE SOURCE
PEOPLE ENVIRONMENTAL 100% OF
IMPROVE FOOTPRINT OF AGRICULTURAL
THEIR HEALTH OUR PRODUCTS RAW MATERIALS
& WELLBEING SUSTAINABLY
DISTRIBUTION/
RAW MATERIALS MANUFACTURE RETAIL CONSUMER USE DISPOSAL
26% 3% 2% 68% 1%
Environmental Impact across End to End Value Chain environmental impact

C MAIN
Sustainable SUPPLY CHAIN

DISTRIBUTION/
RAW MATERIALS MANUFACTURE 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 Sustainable Manufacturing Sustainable Logistics

By 2020, we will source By 2020, we will halve our We will achieve our CO2
100% of our agricultural environmental footprint in emissions reduction
raw materials sustainably greenhouse gas, water and programme for global
waste logistics by 2020
*For more details, please refer to p49 in

Logistics Excellence section

C MAIN
SUSTAINABLE MANUFACTURING RESPONSIBILITY & ACCOUNTABILITY
Group Group
- Create and lead Manufacturing Sustainability Programme - Tracking & Feedback on performance
- Ensure alignment with USLP - External reporting of performance
- Sustainable investment planning & approval - Provide technical expertise and guidance
GROUP
- Custodian of definitions and standards - Supporting the implementation of regional programmes
- Define Global Renewable Energy Strategy together with IP - Identify and roll-out best practice Cross Category & sites
- Management of external audit process

Regions Regions
- Sustainability deployment REGIONAL - SU Sustainability Programme

- Drive Continuous Improvement plans - SU Performance monitoring & support
- Identification of key investment projects inc. IP
Categories Categories
CATEGORIES
- Drive eco-efficiency through process improvements & growth - Implement process improvement plans
- Implementation of core designs
UEnS UEnS
UEnS
- Build eco-efficiency into core designs - Environmental core designs

C MAIN
SUSTAINABLE SOURCING RESPONSIBILITY & ACCOUNTABILITY
VP Procurement Commodities, Raw materials, VP Procurement Commodities, Raw materials,

Packaging Packaging
- Develop Sustainability Conversion Roadmaps for Top 10 Sustainable - Ensuring business relevance and value
and iconic agricultural raw material groups detailing ownership, Sourcing Team - to our categories and brands;
volumes, milestones & required investment (procurement teams - to our corporate 1 Unilever brand; and
- Execution of global 2020 sustainable sourcing programme as in partnership with - in terms of long-term access to raw materials/security
publicly committed in USLP of supply
SSDT*, POSST**)
- Drive sustainability agendas with brand teams in all categories - Ensure business ownership (category, 1UL, brand) and funding
of sustainable sourcing plan
- Development of global procurement community capacity to
deliver targets
CPO & SVP Sustainability [& EVPs] CPO & SVP Sustainability [& EVPs]
- Represent and communicate the business appetite for - Ensuring that decisions made by the Sustainable Sourcing team
(communicating) use of more sustainably sourced materials reflect the needs of the business, and the impact on the P&L
- Approve global/regional sustainable sourcing policies - Ensure that the governance (composition, capacity and
- Approve new commitments from any part of business authority) of Sustainable Sourcing Team works correctly
USLP Steering Team
- Manage corporate risk and reputation - Ensure Unilever meets USLP annual and bi-annual milestones
[Chaired by Mike Polk] and targets with respect to sustainable sourcing and better
- Decide in complex cases of significant claims issues (Greenwash) livelihoods
- Recommend to UEX - Ensure full transparency to the business on milestones and
- use of 1UL brand in sustainable sourcing communication investments to deliver 10 year sustainable sourcing plan
- public targets and commitments in USLP - Ensure continuity in commitment from UEX on delivery of 10
year sustainable sourcing plan
SSDT = Sustainable Sourcing Development Team

** POSST = Procurement Operations Sustainable Sourcing Team

C MAIN

C MAIN
CONTENT
1- R&D Partners Overview
2- Category R&D Responsibility & Accountability Watch R&D

Supply Chain
interview
3- Key Interface Meetings

C MAIN
CONTENTS C R&D PARTNERS
R&D Partners OverviEW
Process Science Blue Funnels:

programme R&D
identify and manage
in Discover: Partners medium to long-term
cost efficiency activities
build manufacturing
technologies of the future
Global Material
Categories drive
complexity management
Expert Teams SC and R&D partner
agenda (formulation, pack (R&D/Procurement/SC): in delivering Faster, Better
formats and materials) via drive material efficiency and global Innovation framework
the use of toolbox specification management;
own the material clearance process

C MAIN
Category R&D RESPONSIBILITY & ACCOUNTABILITY
GDC GDC
- Define and implement the category innovation strategy Delivery of the under the skin complexity
(global and regional) management agenda
- Define and prioritise the programme for the category to maximise Global Design Centers Global Process and equipment specifications
value creation on the short, medium and long term
(RDCs) Implementation of Core range visions for all brands and for
- Development of new differentiating and enabling technologies all regions in alignment with SC strategy
(toolbox input)
- Define Quality in design (innovation, core technology, engineering)
RDC RDC
Application of category technologies in regional projects R&D/SC alignment in the region
(toolbox output) Regional Design Centers Delivered quality in the region
Supply chain support and local adapt (RDCs) Specification management
Delivery of key initiatives e.g. BFI, toolbox, Quality in Innovation
Talent management x-categories
TM TM Directors
MCO activation (implementation) of Category projects Ensure legal compliance
and MCO support
Business/ Business/ Business/ FPOC for all product related issues in the MCO
Market Market Market Care line and Crisis management

C MAIN
1. Global Category Leadership Develops Global Category roadmap and Portfolio Strategy Category SVP or EVP Monthly
Team (GCLT) Owns the Global Innovation Funnel Category VP BD and Regional Directors BD
Drives Category Capability Development VPs for R&D, Finance, HR & Supply Chain
Gatekeeper of Global Projects
Approves Regional Strategies
Review and action Quality improvements
2.Regional Category Leadership Develops and Implements the Regional Category VP Regional Category Monthly
Teams (RCLT) Strategy Regional Functional Leaders
Owns the Regional Innovation Funnel Regional Brand Directors
Gatekeeper of Regional Projects
Manages regular interfaces with countries
Review and action Quality improvements
3. Regional saving meetings Simplification of materials and product portfolio Regional Functional Leaders R&D, Procurement, SC Monthly /
(Product Logic, Blue Funnel) (R&D, Longer term saving projects quarterly
Procurement, SC) Review status of saving projects and required changes (tbc by region)
of priorities
4. Complexity steering team Review of complexity management process Chief Supply Chain officer Quarterly
(Complexity scorecard) Chief Procurement Officer
Review of progress against targets SVP R&D to the regions

C MAIN

C MAIN
CONTENT
1- SC HR Overview
2- SC HR Responsibility & Accountability Watch HR

Supply Chain
interview

C MAIN
CONTENTS C HR PARTNERS
SC HR Overview
Organisation
Employee
Effectiveness
SC HR Engagement
HR Planning Organisation,
Capabilities, SC Academy
Partners Leadership, Talent
Global
SC HR
Network Global
Common HR
People
Metrics
Survey
Americas QUALITY LOGISTICS Europe
SC HR SC HR
Network ManEx CSE SAFETY Network
SC UENS
STRATEGIES
AAR
SC HR
Network

C MAIN
SC HR RESPONSIBILITY & ACCOUNTABILITY
Global
Global
Define minimum organisational standards and overall org shape
Ensure org standards are met and engagement plans
Define and implement org development to build global are in place
alignment and drive engagement
GLOBAL Ensure processes exist for right persion, right job WL2+
Resource WL4, global teams and develop key resources
Ensure plans and follow up on skills and capabilities
Define Capabilities development and retention plans programmes
Drive performance management at WL4 and for global teams Delivery of HR services and expertise at global level
Regional Regional
Define org design for region Ensure SU and SC MCOs Org design meets standards
Define and implement org development for region Monitor and ensure employee engagement levels for region
Resource WL3, regional teams and develop key resources Regional Regional Regional Ensure right person, right job for WL1 and WL2
Deliver Capabilities development and retention plans Ensure processes in place to skill and develop WL1
Drive performance management WL3 and regional teams Delivery of HR services and expertise to region at
regional level
Supply Unit/MCO Supply Unit/MCO

Implement best practise org design
Implement global, regional and local change mgt programmes Delivery of HR services and expertise locally
Manage employee relations to ensure engagement Business/ Business/ Business/ Key site HR metrics, absence, GPS scores, turnover, org
Implement local training and development plans Market Market Market health metrics
Drive performance management for all local employees

C MAIN
Supply Chain Organisation effectiveness/Overall SC capability Supply Chain Leadership Team 6 monthly
HR Planning Meeting SCA programme
WL4 Appointments, succession, LDT, pipeline
HP4 Approval
HP5 Proposal
Regional/Procurement/Global WL3 Appointments, succession, LDT, pipeline Regional/Procurement/Global Categories and 6 monthly
HR Planning Meetings HP4 Proposals Functions, Supply Chain Leadership Teams
HP3 Approvals
MCO/Cluster WL2 Appointments, succession, LDT, pipeline MCO/Country (SC) Leadership teams 6 monthly
HR Planning meetings HP3 Proposals
HP2 Approvals
Capabilities HR Planning meetings Capability building Category teams Annually

Capability teams
SC HR Networks Leadership and alignment Global, Regional, SC HR Networks 5 times a year

(Global, Regional) HR Plan Implementation
ER Networks Co-ordinate Global ER issues Global, Regional, ER Network 6 monthly

CARE programme
Best practice in employee engagement

C MAIN

C MAIN
CONTENT
1- SC Finance Overview
2- SC Finance Responsibility & Accountability Watch Finance

Supply Chain
interview
3- Key SC Finance Interface Meetings
4- SC IT Overview
5- SC IT Responsibility & Accountability
6- SC IT Key Interface Meetings

Watch IT
Supply Chain
interview
coming soon

C MAIN
CONTENTS C FINANCE & IT PARTNERS
SC Finance Overview
Drive
Drive Resource SC Finance Performance
Allocation Partners Management
Deliver Benefits Deliver Cost

from Centralised SC SVPF Effective Fin
Business Models Organisation
Procurement SC VPF SC VPF SC VPF

VPF Americas Europe AAR
Design Once, Deploy everywhere by leveraging Scale to drive speed

and simplification with rigour in execution

C MAIN
SC FINANCE RESPONSIBILITY & ACCOUNTABILITY
Global Global
- Define the standards for capital expenditure and P&L resource - Ensure capital expenditure and P&L resources are invested in
allocation; leads the strategic allocation process and monitors line with SC strategy and for the best interest of the Group
implementation
GLOBAL - Ensure performance standards are cascaded through the
- Define the standards for finance performance management, organisation, appropriate targets are set and met
set targets and monitor performance
- Ensure that finance is fully aligned with the SC organisation
- Define the overall organisational and capability standards for and follows the principles of effective business partnering
SC finance
Regional Regional
- Manage the allocation of capital expenditure and P&L resources and - Ensure that capital expenditure and P&L resources are
monitor implementation invested in line with strategy and for the best interest of the
- Set performance targets for MCOs, categories and factories. Group
AM EU AAR - Ensure that regional and local performance targets standards
- Monitor performance against targets and ensure corrective action is
taken as appropriate are met
- Define the regional SC finance organisation and manage the resource - Ensure the Factory and MCO finance team are appropriately
pool resourced and trained
Local Local
- Develop capital expenditure proposals and proposal to invest P&L - Ensure that capital expenditure and P&L resources deliver
resources agreed benefits and are spend in line with budget
Business/ Business/ Business/
- Monitor delivery of performance targets and recommend corrective - Ensure performance targets are met
actions as appropriate Market Market Market
- Resources and train the local finance team

C MAIN
Key SC Finance Interface Meetings
1. SC Finance Leadership Team Develops SC Finance Strategy SC SVPF Monthly

Drives SC Finance capability building SC VPFs
Support SC Strategy and Performance delivery Procurement VPF
TP Tax VP
Fin Dir Global SC
2. Finance Leadership Team Develops Finance Strategy CFO Monthly

Develops Finance capability agenda Controller
Drives Unilever financial performance SVPF Tax & Treasury
Manages WL4 Finance resource pool SVPF IR & M&A
SVPF SC
SVPF Categories
Regional SVPFs + Foodsolutions VPF
CIO
3. Regional Finance Leadership Develops Regional Finance Strategy Regional SVPF Monthly
Team Drives regional Finance capability building SC VPF
Drives regional Financial performance Regional Controller
Manages WL3 finance resource pool NFDs

C MAIN
SC IT Overview
Drive Strong
Deliver Global IT SC IT Execution
Capabilities Partners and Quality
Aligned to SC Deliver an IT
Strategy SC & CD organisation fit
IT VP
to compete
CSE, Logistics & Supply Mgmt & Categories & Manufacturing

USCC, Europe IT AAR Americas Excellence
Director IT Director IT Director & Quality IT Initially one role.
Add another Director
Director BEFORE end 2011
Globally aligned ways of working with strong execution

C MAIN
SC IT RESPONSIBILITY & ACCOUNTABILITY
Global Global
- Identifies and responds to opportunities to providing IT - SC requirements are understood and facilitate appropriate
Technologies and Services to the function demand from the Global SC functions
- Promotes new IT Technologies and Services and encourages their - Alignment of IT and SC strategies
development GLOBAL
- Level of IT funding is understood for the Total Cost of
- Analyse and develop IT Technologies and architecture to deliver Ownership of the SC Big Bets & Strategic Initiatives
the SC capability
- IT delivery of SC Big Bets & Strategic
- Facilitate SC involvement in the continuous improvement of
IT Technologies and Services
- Drives performance mindset and strong execution and quality
Regional
Regional & Local - Regional tools and ways or working are understood
- Facilitate appropriate demand from the Regional SC
- Transparent IT service levels functions
AM EU AAR
- Facilitate conversations around service issues to function - Enable regional and local tools to be leveraged globally
- Identifies and manages IT risks and impacts to the function were applicable
- IT delivery of the Regional SC portfolio
Local
- Facilitate appropriate demand from the MCOs and SUs

Business/ Business/ Business/ - IT delivery of local SC portfolio keeping the lights
on changes
- Sustainable IT services locally

C MAIN
SC IT Key Interface Meetings
1. IPIX Governs on behalf of UEx the level of investment required Chair - CFO / CSCO (Joint) Quarterly
for Unilever change portfolio Chief Information Officer
Determines allocation of funding between global projects Chief Enterprise Support Officer
and regional/local projects Group Controller
Accountability of the Unilever change portfolio and annual Chief Customer Officer
plan, aligned with the Compass strategy 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 Chief SC Officer Monthly /
Owns the SC Portfolio SVP Finance - SC quarterly
SVPs Global and Regional SC
VPs Global and Regional Category
Functional Global and Regional VPs
3. SC Project Portfolio Board Governs and prioritises SC portfolio of programmes Chair - SVP Finance - SC Monthly /
and projects VP IT for SC & CD quarterly
Gate-keeping for SC programmes and projects Global Functional VPs
Delivery of programmes and projects within the Information Council Representation
SC portfolio Regional Functional Representation
Process Council Representation and Big Bet Leaders
(as required)
4. Regional Project Portfolio Inputs Regional Strategy and governs regional portfolio VP Regional Financial Controller Quarterly
Boards Gatekeeper of Regional Projects Regional IT & Functional Leaders
Manages regular interfaces with countries Information Council Representation
Project Leaders (as required)

C MAIN

C MAIN
CONTENT
1- SC Communications Overview
Watch
2- SC Communications Responsibility & Communications
Accountability Supply Chain
interview
coming soon

COMMUNICATIONS
C MAIN
CONTENTS C PARTNERS A ABBREVIATIONS PRINT ALL PRINT SECTION < >
CONTENTS
SC Communications Overview
Protect
Drive Resource SC Comms Unilevers
Allocation Partners license
to operate
Alignment btw Global

Deliver a Comms
Unilever, SC & Comms organisation fit
Comms Strategy Director to compete
Global Global Global Comms

Comms Mgr Comms Mgr Mgr
Procurement
Enabling Supply Chain strategy through communications

COMMUNICATIONS
C MAIN
CONTENTS C PARTNERS A ABBREVIATIONS PRINT ALL PRINT SECTION < >
CONTENTS
SC Communications RESPONSIBILITY & ACCOUNTABILITY
Global Global
Aware
- Define SC strategic story and deliver continuous proof points - Alignment of SC and Unilever Communications strategy
through storytelling
- Delivery of Communications services and expertise at a

- Continue to build SC reputation inside and outside Unilever through global level
consistency and alignment to SC key messages
- Unilever Communications policies and ways of working are

- Define channel strategy to promote collaboration, sharing and followed
two-way conversations
Understand
- SC value is understood and proactively utilised across

- Ensure SC has share of voice in Unilever internal and external corporate media channels
channels
- Ensure Communications performance targets are met

- Establish effective and regular leadership communication
Support
- Develop communications capabilities across key spokespeople
- Direct communication resource appropriately according to SC

business priorities
Evolve
Commit

C MAIN
ONE UNILEVER SC TEAM

C MAIN
SPEED IS OUR CURRENCY
Supplier Invoicing/ SKU responsiveness

data admin speed for customer specific
activity
Faster Recruitment CAPEX

Innovation Process Process

C MAIN
Rules of Engagement
Two to hire, One to fire

Walk the Talk
Clear Roles
Raise the Bar
Deliver through Team

C MAIN
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 R/G/PHRP
Review
MCO, Cluster
MCO, Cluster MCO, Cluster
HRP HRP Review
Categories,
Categories,
Capabilities
Capabilities HRP
HR Network SC HRN SC HRN SC HRN SC HRN SC HRN
ER Network ER Network

C MAIN
How do we measure success
Our 3 Fundamental Questions Common Vision and Goals

What is our tangible and unique Competitive One common vision of becoming the best in class
Advantage? 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
Do we run the absolute Best Supply Chain in performance monitoring & reporting
the industry?
Interdependent way of working Right Mindset & Behaviour

Efficient teamwork and effective communication One Team Spirit with performance culture
across functional & regional interfaces with clear
R&A Continuous improvement mindset with bias for
action
Trust, empower and holding each other
accountable on each others behalf Always focus on consumers and customers
Dynamic resources management and transparent Reward Right behaviours & Celebrate Success
information management as one global network

C MAIN
Together as ONE nt a g
e NET W
OR
dva K-
g ya Gl
o lo ob
hn
al
c
te
Growth Mindset
in
&
te
r-d
i es
teg
e
pen
World class
str a
Accountability &
service
den
Responsibility
ifferentiated
t & led network

End-to-end Consumer
cost quality
Customer focus
-D
value
through
ILITY
Flexible,
B
& Teams
PA
CA
n
wi
to
Bias for Action
on
ssi
PE pa
OP ith
LE - ingw
ONE UNILEVER
SUPPLY CHAIN
... with Passion to win

C MAIN
CONTENTS PRINT ALL PRINT SECTION < >
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 CPO Chief Purchasing Officer
AM Americas CRQ Consumer Received Quality Standards
AMET Africa, Middle East & Turkey CS Customer Service
ASCLT Americas Supply Chain Leadership Team CSB Customer Service Board
BB Brand Building CSCO Chief Supply Chain Officer
BBS Behavioural Based Safety CSE Customer Service Excellence
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 EPCM Engineering Procurement Construction Management
CDLT Customer Development Leadership Team ER Employee Relations
CFO Chief Finance Officer ES Enterprise Support
CIO Chief Information Officer ESCLT Europe Supply Chain Leadership Team
Live Superior Service. Deliver Sustainable, Profitable Growth. 114 (1 of 4)

C MAIN
ESP Engineering Service Provider IP Indirects Procurement
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 JTBD Job to be done
g Global KPI Key Performance Indicator
g1 Global Innovation Project Class 1 L Local
g2 Global Innovation Project Class 2 LDT Leadership Development Tools
gllt Group Logistics Leadership Team LGVT Logistics Global Virtual Team
gps Global People Survey LLT Logistics Leadership Team
gqlt Global Quality Leadership Team LOG Logistics
gsclt Global Supply Chain Leadership Team LOGEX Logistics Excellence
gtm Go to Market LT Leadership Team
gvs Global Virtual Site MANEX Manufacturing Excellence
hp High Performer MCO Multi-Country Organisation
HPC Home & Personal Care ME Material Efficiency

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MEX Manufacturing Excellence R&A Responsibilities & Accountabilities
MFG Manufacturing R&D Research & Development
MKT Marketing RCDSR Regional Category Demand & Supply Reconciliation
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 Open Innovation RLT Regional Leadership Team
OPCO Operating Company ROI Return on Investment
OR 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
P, Q, S, C, D, M TPM Pillars - Productivity, Quality, Service, Cost, Deliver, Morale SAG Security Action Group
PG Product Group SC Supply Chain
POSST Procurement Operations Sustainable Sourcing Team SCC Spreads and Cooking Category
PPB Project Portfolio Board SCLT Supply Chain Leadership Team
Q Quality SEAC Safety, Environment Assurance Centre
R Regional SHE Safety, Health, Environment

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SLA Service Level Agreement UASCC Unilever Americas Supply Chain Company
SOL Standard of Leadership UENS Unilever Engineering Services
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
TIM-Q Technology Innovation Management - Quality WE Western Europe
TM Trademark WL Work Level
TMS Transportation Management System WMS Warehouse Management System
TP Third Party YTD Year to Date
TPM Total Productive Maintenance
U2K2 AAC Transformation Programme (SAP Implementation)
UAPL Unilever Asia Pacific Limited

C MAIN
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One Unilever Supply Chain

Making the Connection - Being the Best

I. Introduction Safety & Security p 69-74

Category Supply Chain p 15-23

Live Superior Service. Deliver Sustainable, Profitable Growth. 2

One Unilever Supply Chain

Dear all, THE COMPASS

Unilever Supply Chain organisation

was created in September 2010 to

fully leverage our global scale to customers with

deliver sustainable, profitable growth to Unilever. WHERE WE WILL WIN

to Design Once, Deploy Everywhere, driving HOW WE WILL WIN

Deliver superior products, design, branding and marketing

simplification, discipline and rigour in execution.

we will continue to deliver local operational Winning

Drive return on brand support

excellence to win in the market place with speed

Pier Luigi Sigismondi

Live Superior Service. Deliver Sustainable, Profitable Growth. 3

MISSION, PURPOSE AND AMBITION

Live Superior Service. Deliver Sustainable, Profitable Growth. 4

ONE UNILEVER SUPPLY CHAIN BLUEPRINT

A Consumer & Customer led a ge

Supply Chain Blueprint has

been created to add value

Network Global inter-dependent and

t & led network

t & led network

By executing flawlessly through

Integrated R&D, BD and SC

Unilever Supply Chain becomes

responsive throughout the end to ountable, high perfor

class service, competitive cost and

People Accountable, high performing with passion to win

Deployment powerhouse with a consistent approach

and bias for action

Bias for Action

Live Superior Service. Deliver Sustainable, Profitable Growth. 5

THE SIZE OF PRIZE

Growth Profit Growth

Sustainable, Profitable Growth

Live Superior Service. Deliver Sustainable, Profitable Growth. 6

REGIONS/ ONE UNILEVER CATEGORIES

P&L performance Innovation Roadmap

Live Superior Service. Deliver Sustainable, Profitable Growth. 7

One UNILEVER SC Organisation Structure

Chief Supply Chain Officer

Region AAR Group

Live Superior Service. Deliver Sustainable, Profitable Growth. 8

Governance and Key Interfaces

Category SUPPLY CHAIN REGIONS

The key meeting forums are:

Live Superior Service. Deliver Sustainable, Profitable Growth. 9

One UNILEVER SC Organisation Principles

Enable Continuous Improvement

t & led network

Provide Clarity of Responsibilities & Accountabilities

Reward Flawless Execution

Live Superior Service. Deliver Sustainable, Profitable Growth. 10

One Globally led Organisation

SPEED in Decision Making Increased Inter-dependency &

3 Regional SVPs Americas SVP: