Unilever – Tianjin, China (continued) TABLE 9 Site Change story Talent innovations Description Impact Unilever – Tianjin, ChinaUnilever’s Tianjin plant faced challenges in attracting and retaining talent, particularly in a context of rapid business growth and digital transformation. To address this, they implemented a series of innovative talent solutions focused on career development, employee engagement and digital transformation.Dynamic digital capability enhancementA comprehensive training system that uses digital tools to enhance employee skills in data analysis, visualization and interpretation –A 100% increase in training hours per FTE per year –An increase of 35 percentage points in certified digital engineers Tailor-made new hire onboarding boosterInitiative aimed to improve the new employee onboarding experience by addressing orientation insufficiencies and plain onboarding experiences Consisting of three projects: “Doraemon Buddy-up”, “Line Manager Bible” and “All-in-One Toolkit” –An increase of 19 percentage points in new employee retention rate within one year –A 7% increase in satisfaction survey score for line managers Industry-wide talent acceleration ecosystemA global talent ecosystem that facilitates internal mobility and career development across the organization –An increase of 48 percentage points in vacancy fulfilment from internal pipeline –A 100% increase in new employee satisfaction survey score for onboarding programme Unilever – Pouso Alegre, Brazil TABLE 10 Site Change story Talent innovations Description Impact Unilever – Pouso Alegre, BrazilUnilever’s Brazil plant faced challenges in attracting and retaining talent, especially in a competitive market with evolving consumer needs. To address these challenges, they implemented a series of innovative talent solutions focused on employee development, engagement, and diversity and inclusion.Developing future leadersA programme to develop senior operators into team leaders, focusing on soft and hard skills Aims to increase autonomy and reduce the workload of the leadership team. –A reduction of 20 percentage points in operational tasks previously handled by leaders –All team leaders received training Elevating team performanceA programme to improve team performance by focusing on discipline, prioritization and time management Based on Stephen Covey’s book, The 7 Habits of Highly Effective People, aiming to enhance decision-making, communication and teamwork –An increase of 3 percentage points in employee engagement survey Enhancing technical expertiseA programme to train technical operators in three key areas: technical development, operational procedures and cybersecurity Aims to improve operational efficiency and reduce reliance on maintenance teams –A reduction of 35 percentage points in transfer activity from maintenance to technical operators 35 Putting Talent at the Centre: An Evolving Imperative for Manufacturing

Putting Talent at the Centre An Evolving Imperative for Manufacturing 2025