Frontline Talent of the Future Initiative 2024

Page 13 of 18 · WEF_Frontline_Talent_of_the_Future_Initiative_2024.pdf

13Participant Stories Unilever factory addresses workforce concerns through always on Gemba philosophy, focus on career development, and creative incentive program +19% engagement +16% OEE improvement 1000+ days recordable free -34% finished goods business waste Impact Change story Talent innovations Kilbourn is a 106 -year old unionized site that reached a crisis point 3 years ago, driven by a shift in consumer preferences, evolving workforce preferences, and moderate performance. The site had a large number of vacancies and high turnover. To stay relevant, site leadership embarked on a structured people transformation journey to dramatically improve the culture and improve the site’s agility to respond to evolving preferences. This transformation was underpinned by shifting from a management versus Union mentality and embracing the need for the people agenda to be a continuous cycle, always on, and evolving with time. Kilbourn is now seen as the hub of talent within North America Nutrition , scaling people innovations to their Independence site in Missouri and Rexdale site in Ontario, Canada. Performance and behavioural incentive program aligns team around factory KPIs, and shares goals, actuals, and gaps in real time and during bi -weekly and townhalls for feedback and continuous improvement. Locally developed scheduling application optimizes complex labor schedules while respecting Union CBA rules, fostering trust and transparency between the employees and company by being accessible to all employees on personal mobile devices and facility kiosks. Dynamic organizational structure is reviewed every 6 months, adapts to business, factory and personal needs, creating evolving succession and development plans as long as it stays within the allocated budget. Always -on GEMBA philosophy is supported by digital tools to eliminate non -value added activities (NVAA), empowers teams to focus on floor activities, openly share losses, and foster transparency, care and performance through regular Town Halls and the GEMBA structure.
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