We introduced a one-hour stand-down (a scheduled stop) across Unilever’s operations for fatalities at work, with a Unilever Leadership Executive member or country General Manager travelling to the fatality location to review the case and learnings. Follow the same rules and allow yourself the same perks your employees receive or allow them the same ones you take. Our policies and codes drive our internal and external compliance requirements along our whole value chain. In our relationships with our suppliers and other business partners. This will send signals of equality throughout your workforce. More than ever, it’s critical that whether tackling new challenges or continuing to address the root causes of existing ones, we always take a human rights lens to everything we do. We also worked with transport companies, labour agencies and waste collection companies to improve conditions for other vulnerable workers. Many employees have done their time at the bottom of the totem pole observing the actions of their managers. How we can foster greater equality at home and at work. Many managers use their star employee as an example for others to emulate causing the other workers to feel alienated and resentful. Out of the character traits we focus on in Citywise, fairness falls least under the category of ‘performance’ character and most under the category of ‘moral’ character. Your "do" must match your "tell," or people will lose trust in you. It reached 75 countries in 2019. We continued to run our Lamplighter employee health programme and our Employee Assistance Programme which is available 365 days a year.

If you sense that the rules are unfair to individuals or groups, cultivate the courage to change the rules. We will create a framework for fair compensation, starting with an analysis in 180 countries by 2015. Growing in fairness includes learning to treat others with respect and kindness, and growing to appreciate the importance of sharing, fighting for others, and being honest. A situation in which employees feel that they are not being treated fairly will result in lower productivity, lack of motivation, and negative relationships, which can lead to unethical behaviour or destructive practices. There will always be those that are not content, no matter how fair you attempt to be. F. John Reh wrote about business management for The Balance, and has 30 years of experience as a business manager. Although the importance of fairness goes beyond this, developing fairness necessarily develops the desire to act towards the greater good of those around us, and contribute to a society that is better to live in. This is largely due to the fact that 79% (2018: 80%) of our lower paying blue-collar roles are held by male employees. We created our Framework for Fair Compensation (PDF | 449KB) in 2015 to provide a structured way to outline how the various elements of our compensation packages deliver fair compensation to our employees.

What Are the Qualities of a Good Manager?

// Optional Lamplighter helps to safeguard employees’ health, improve productivity and reduce costs. * Measured 1 October 2018 to 30 September 2019. We’ve set a number of targets to advance human rights and to enhance the health and safety of our employees. The suppliers of these goods and services are central to driving efficiencies to enhance profitability and to helping us implement the Unilever Sustainable Living Plan. By empowering our employees to be the best version of themselves, we help them, and our business, to work safely and effectively. Instead of focusing on gamesmanship or one-upmanship, employees focus on working towards individual and group goals. As part of the Fairness in the Workplace pillar of our Unilever Sustainable Living Plan, we have set ambitious targets on advancing human rights, fair compensation, improving employee health, nutrition and well-being, and reducing workplace injuries and accidents. By 2020 we will reduce the Total Recordable Frequency Rate (TRFR) for accidents in our factories and offices by 50% versus 2008. By working through external initiatives, such as the UN Global Compact, the Consumer Goods Forum and the Institute for Human Rights and Business to name a few. We make some of the world’s best-known brands – all are on a journey to reducing their environmental footprint and increasing their positive social impact. Our Framework for Fair Compensation (PDF | 449KB) outlines how the various elements of our compensation packages deliver fair compensation: by the end of 2019, we were paying at or above a certified living wage in most places and are actively working through the small number of remaining issues which are in areas with complex pay arrangements. Our Framework for Fair Compensation sets out the principles which we require all our businesses to comply with and includes our ambition that all employees should have guaranteed fixed earnings to earn a living wage. ˄ 2019 TRFR includes for the first time new acquisitions that operate as decentralised business units; had we included these in 2017 and 2018, our reported TRFR would have been approximately 6% higher in each year, Unilever Human Rights Report 2017 (PDF | 10MB). We also held safety events involving all third parties – in manufacturing, logistics and distribution – to ensure stronger implementation and monitoring of safety standards. Science, 331(6023), 1447-1451. var exampleCallback = function() { Improve employee health, nutrition and well-being. Please see Independent Assurance for more details of our assurance programme across the Unilever Sustainable Living Plan.

When you treat your employees fairly they focus on navigating the challenges in front of them. For example, a study of Italian schoolchildren (Caprara et al., 2000) found that demonstrating fair and prosocial behaviour at age 9 was a better predictor of grades at age 14 than were their grades at age 9. Prosocial foundations of children’s academic achievement. This will be complemented by ‘deep dives’ into our salient human rights issues. You should try to be honest with your employees. We will create a framework for fair compensation, and help employees take action to improve their health (physical and mental), nutrition and well-being. Explore our latest news and stories covering innovation, our people, sustainability, marketing and more…. We started work to introduce a new approach – ‘RSP before Purchase Order’ – which means that suppliers of products or services must be compliant with the RSP before a buyer can raise a purchase order. The benefits of cultivating a reputation as a manager who deals with people in a fair and honest manner cannot be easily measured. Fairness at work is an important concern for employees, employers and society. In 2019, we created a new internal business and human rights training series and internal guidance to help us address the changing world of work.



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