Talent, Careers and Organisations Leveraging the business imperative in India

Agenda The context The challenge The proposition - Leadership Development Program The impact The lessons learned 19 February 2018 [Presentation title]

The context India Ernst &Young Economy growing at over 8% Growth in all sectors but particularly Technology, Infrastructure and Real Estate, and Government Aggressive global expansion of Indian MNCs eg Tata, Bharti, Reliance “Promotor” and entrepreneurial companies spearheading domestic expansion Inbound growth continuing eg outsourcing, offshoring to India Increased regulating controls impacting transactions and investments Ernst &Young Market leaders in professional services following combination with Anderson in 2002 Offices in 7 major cities Aggressive competition from “Big 3”, investment banks and niche players eg PE houses Price sensitive market Projected growth between 20% and 250% in FY 12 Headcount Partners 170 Staff 6000 Attrition (population) 20% Attrition (high performers) 18% Recruitment 1,700 in FY11 19 February 2018 [Presentation title]

The challenge Hot recruitment market – Direct Admit Partnership offers from competitors significantly above market rates Increasing attrition amongst Senior Managers (>20%) especially amongst female population Non differentiated employment proposition Poor Partner role models and lack of engagement Internal Partner admissions averaging only 60% of identified talent pool 19 February 2018 [Presentation title]

The proposition Leadership Development Program Pre event Invitation from Chairman Meeting between Participant, Reviewing Partner and “Home” Partner The event 3 days program including business simulation Post event Meeting between Participant, Reviewing Partner and “Home” Partner Self managed learning groups Partner coach and mentoring network New for FY 11 – People Leadership, Organisational Leadership and Account Leadership Challenge sponsored by Board 19 February 2018 [Presentation title]

The proposition – The event Day 1 Day 2 Day 3 Partner Briefing Participant Briefing Business Simulation cont’d Client issue meeting Team Member meeting Client pitch (Actors are role players) Feedback Sessions Home Partner Independent Partner Participant Partner Interview Preparation Peer feedback Self development review Leadership in EY People Leader Welcome and Introductions - Board Member (Partners and participants) Business Simulation Email challenges Strategy group discussion Chance meeting C Suite meeting Partner Observer Wash-up Development messages Master Classes Executive Presence Influencing ‘Why Partnership?’ interviews Development Planning Sessions Learning Groups (Facilitated by Learning and Development) Dinner with Chairman an Board Members 19 February 2018 [Presentation title]

The impact Very positive feedback especially on the engagement with Partners / Leadership team Retention of higher performers at Senior Manager level improved significantly – now c5% Partner admissions increased to 80% EY culture strengthened (survey results) More compelling career proposition for junior levels 19 February 2018 [Presentation title]

The lessons learned Development viewed as a weakness, weakness is viewed as a failure resulting in a dilution of development messages Quality of Partner feedback, coaching and mentoring is highly variable and is being addressed Achieving shift in mindset from contributor to leader is much more difficult to achieve In a fast growth environment personal development takes 3rd place after execution, service delivery and business development (what gets rewarded gets done) Quality engagement across the firm remains a challenge 19 February 2018 [Presentation title]

Thank you Questions