AAA  May. 22, 2015 4:49 PM ET
Unilever chief wants to orient company for the long term
  Lillian Cunningham
The Washington Post News Service
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What do Ben & Jerry's, Dove, Hellmann's and Lipton have in common? Each is among the 400 brands owned by Unilever, an Anglo-Dutch company run by chief executive Paul Polman that last year brought in more than 48 billion euros in revenue — more than $53 billion.

When Polman took over in 2009, he made several bold decisions for the consumer-goods giant. Among them was a major commitment to sustainability — he vowed to cut Unilever's environmental footprint in half by 2020, and to double the size of its business at the same time. Neither of those goals is particularly easy when 2 billion people around the world already use your products every day.

To focus on these long-term objectives, Polman, 58, also did something rare: To shareholders' shock, he announced his first day on the job that he was going to stop issuing earnings guidance and full quarterly reports. He also has been outspoken about the excesses of CEO pay, telling The Washington Post that he is "ashamed about the amount of money I earn." For 2014, the value of his pay package was estimated at close to 10 million euros.

Although some analysts have been disappointed the company's growth hasn't been faster, comments like these have bolstered Polman's reputation as a global business leader with a conscience. He spoke with The Post about his leadership style, his approach to managing Unilever and the motives behind several of his against-the-grain decisions. The conversation has been lightly edited for length and clarity.

Q: What would you say was a key to your career success and how you reached the very top spot rather than plateauing at a mid or even senior level?

A: The first question is always: What is success? I think the most important thing is to achieve what you set out to achieve. Just being a CEO in itself is not success. I would not relate success to a title or a position. My career has had a level of serendipity all along. I've never planned anything out more than a few years.

Q: What do you think the ideal young job candidate looks like today?

A: This world is changing enormously. In any position in the company, including mine, you need to work very hard on learning new skills every day, but you also need to unlearn some of the old skills from the past. So we look for people who have the agility to do that and a certain level of resilience, curiosity.

But above all, when I interview people — and I try to interview at least one or two a week to stay close to this process — I look at their values. I always say that the best chance of success is if the individual's values are aligned with the corporate values.

Less than 30 percent of people are happy at work nowadays, which is a frightening statistic, given the time we spend there. And often that is because the values at home with your family are not the same as the ones at work. That's sad, because it means you have to wear a mask, and that's going to catch up with you at one point in time. People disengage from corporations, big corporations especially.

Q: You try to interview one or two people a week. Is that even for entry-level jobs at Unilever?

A: Oh yes, at any level. I was just in the Netherlands at a university last week, and I interviewed people myself. It's the same reason we often have these little focus groups or lunches with people in the company at all different levels. You have to be connected. We're all working for the same course. It's not that one job is more or less important.

I probably have the simplest job of them all, and that's why it's important to reach out — because I basically get paid to make sure they are successful.

Q: That's rare, for a global CEO to interview young candidates.

A: It keeps you young as well, and it makes you realize how fortunate you are that at one point in time you got hired. You see the bright young people coming in. With our qualifications at that age, we would've never been hired today.

Q: You say workers often feel like they put on a mask to do their jobs. Do you think many CEOs also wrestle with that feeling?

A: You see how many companies are searching for purpose, and how many have a short existence. The average length of a U.S. company is now 18 years. The average length of a CEO is less than four.

Trust is low in business. Trust in CEOs is even lower. Many companies are disappointing the citizens of this world by manipulating labor rates, putting horse meat instead of beef out there, or thinking it's totally acceptable to make a T-shirt from a collapsing factory. Increasingly, people don't want to work for these companies, and consumers don't want to buy from them.

We have 175,000 people directly on our payroll. Our total salary bill, everybody included (myself as well), is less than the bonuses that were just paid to the financial industry in London. And I'm just talking the bonuses.

The financial industry talks about not being able to attract talent, and how they're worried about all the restrictions on that compensation. What they really should be worried about is communicating and lifting the purpose for that industry. If that purpose is strong enough, you'll be able to attract the right people.

Q: Do you think companies are smartening up to this?

A: We're looking ourselves to continuously work at that. But, for example, if you work at an insurance company that sells premiums you wouldn't even sell to your mother, how happy would you feel to work there? It's going to eat you up. It might last a few years, but it doesn't attract the best people, and it certainly doesn't create the energy and engagement you need to be a long-term performing company.

I don't have that many worries, but my biggest fear is that we at one point in time will not be able to attract the best and brightest. I don't worry so much about the business, the strategy. If we can continue to attract the best, I know they will ultimately figure out how to run a company like this in a very tough environment.

Q: One of the things you famously did to shift the focus to long-term goals was stop issuing guidance and full quarterly reports. If another CEO came to you tomorrow and said, "I would love to do this too," what advice would you give?

A: The issues we are trying to attack with our business model and that need to be solved in the world today — food security, sanitation, employment, climate change — cannot be solved just by quarterly reporting. They require longer-term solutions and not 90-day pressures.

I saw a recent study that 75 percent of U.S. chief financial officers would take the wrong decision in the quarter over missing their guidance. You can see how that leads companies to a shorter existence or to making the wrong decisions.

In the latest survey of the World Economic Forum, a majority of CEOs said the pressure from the board is more about the short term than the long term. So the challenges are there when you do this.

The first day I became CEO, I stopped guidance. I figured the first day they hire you, they're not going to fire you. The share price went down 8 percent, because people thought there must be bad news coming. But I figured if we continued to do the right things, the ultimate valuation would be what it should be.

And interestingly, if you don't give guidance, or quarterly reporting, you tend to attract the right shareholder base. You get into a better rhythm to develop the right long-term relationships and the right communication.

Q: What's the biggest leadership frustration you have today?

A: Oh, I don't have any frustrations. It sounds a little silly, but life is too short for me. I don't worry about all the things that happen, I just think about what to do with them. I work a lot with blind people in my spare time outside of Unilever, and I count my blessings every day.

Q: What if I asked it a different way: What's a big challenge you spend time contemplating?

A: My own fear, if I have one myself, is a fear of being obsolete. This is a world that changes very fast, and one of the main human desires is to belong to, to be part of, something. It's probably one of our greatest needs next to oxygen. My biggest fear is that I become useless or less useful by not being up to date — be it with technology, changing consumers, changing global situations. You continuously have to have a little level of paranoia that forces you to set the bar higher every day.

Q: Has your own leadership style changed over the years?

A: Absolutely. I've never been the CEO before. I certainly don't think I was well prepared, but for some reason I ended up getting this job, and it's been an enormous learning curve. If I look at my initial attempts to try to do it right versus what I do now, they're obviously different.

The moment you discover in life that it's not about yourself, that it is about investing in others, I think you're entering a steadier state to be a great leader. Because above all, I think the main quality of a leader is to be a human being. There's no reason you are special because you happen to have this job or these responsibilities.

Q: You froze your pay when you started at Unilever during the recession. You also have criticized CEO compensation. Are you comfortable with your own pay package, or do you think you shouldn't be making the large amount you are?

A: Definitely the latter. I've never earned so much. I never thought I ever would. When I came to Unilever, I felt that offer was already rather generous, and since then I've never changed it. It's always too much compared to the people who work very hard as well and don't have these opportunities.

People at our level shouldn't be motivated by salary. If you paid me double, I'm not going to work twice as much, because I'm already probably maximizing my time available. And would it change the way I do things? Not really. So, yes, I am fortunate, and I am ashamed about the amount of money I earn.

The board is trying to change the compensation and move it up, and we have steadfastly refused to do that — not for heroic reasons, but I think there has to be some sanity.

It is affecting the behavior of CEOs. People think if they don't get a salary increase, or if they don't earn a lot of money, they are not being seen as good-performing CEOs. This peer pressure drives dysfunctional behavior. I would not advise regulating the market. It's much more powerful that we just set the right example.

Q: Why does the board want to raise it?

A: Most companies have salary policies that say, "We want to attract the best CEO, so we need to be in a top percentile," and then you get a race to the top. That is really what has happened over the last decade or two. You have to break that. As long as you have a billion people who go to bed hungry, not even knowing if they'll wake up the next day, this discussion is difficult. All you can do is be sure that you don't make it worse and that you change the trend — and hopefully that permeates to others in the industry as well.

Video: "There's no reason you are special because you happen to have this job," Unilever CEO Paul Polman tells The Post. (Lillian Cunningham, Jayne Orenstein, Randolph Smith and Julio Negron/The Washington Post).

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