Responds quickly to the business needs Creates user friendly HR systems and processes Selects and onboards the right talent Skills up our current employees Invests in leadership

EVOLUTION OF HR STRATEGY 2019 & BEYOND SUSTAINMENT Focus on new growth strategies Drive execution of strategy through lead metrics Ensure human capability for business growth Foster an collaborative environment that enables leaders to cope with complex decisions TIMELINE EVOLUTION OF HR STRATEGY 2017/2018 ORGANIZATIONAL CAPABILITY Increase agility to respond to changing priorities Integrate HR processes into business processes Empower knowledgeable workforce Innovate products and services 2015/2016 TALENT ALIGNMENT Align bench strength to business strategies Improve hiring and onboarding (strategic hiring) Improve resource allocation (foster expertise) Evolve to a learning culture 2014 PERFORMANCE Improve core people skills, processes, and systems Evolve operational excellence through leadership Drive continued improvement of hiring process Champion voice of the customer Initiate learning culture

Gap Analysis CURRENT STATE TARGET STATE Optional Culture Lack of formal strategy for change management Continuous Learning Culture focusing on Performance and Accountability Coordinated process to drive business change in alignment with business strategy Different Entrepreneurial Market Areas All Market Areas operating under the “WM Way” (SDO) Gaps in the Leadership Pipeline Skills Gap in Critical Positions Skills Gap for New Systems Leadership and organizational culture are both playing in alignment and influencing each other Skills developed through “deliberate practice,” standards, and reinforcement New Skills for Systems and Business Changes Non-Integrated Systems, Minimal Mobile, Lack of Formal Analytics, Complex User Experiences Integration, Mobile, Analytics, and Simple User Experiences Are Now Key

Talent Acquisition Long-Term Strategy PILLAR STRATEGY LONG-TERM DELIVERABLE Drive Continuous Improvement/ Extract Value Develop and deploy an enterprise -wide Technician Apprenticeship Program to “grow our own” technician talent ensuring a perpetual talent pipeline for fleet. The availability of technician talent is steadily declining. However, our business demand remains consistent. We have successfully reduced TTF for all front line positions to </= 45 days. However, TTF for Tech talent remains consistent at >55 days. Investing in an apprenticeship program will pay for itself via the cost saving realized through the reduction of TTF, OT costs, 3rd party labor spend due to vacancies, etc. Develop a world-class college recruitment /internship program aimed toward building our Sales pipeline. Engaging college students early will enable us to groom students to meet our talent needs. Leverage college relationships as an opportunity to influence curriculum — Over time this will position us to steer the curriculum so that graduates more closely fit our future needs. Strengthen employer brand - a weak employer brand image or a poorly designed college recruiting program will result in hiring lower performing college hires. Long-term assets —With great retention and career development, they will continue to be an asset for up to 40 years. Midcareer hires will not return value for the same number of years. A global perspective — many U.S.- based schools have a high percentage of international students. As a result, new college hires will likely think globally, Competitive advantage — If we position ourselves to attract this talent, then our competitors cannot.

WMU – L&OD Long-Term Strategy PILLAR STRATEGY LONG-TERM DELIVERABLE Customer Focus Dramatically Improve Customer and Internal Client Experience Develop and implement learning initiatives to address business needs and increase learner performance Use technology effectively to drive productivity and engagement with our clients and learners Partner with our fellow HR teams to drive HR strategy Simplify and standardize the learning processes (Standard repeatable process) TBD Innovation & Business Optimization Lower SG&A Cost Deliver agile innovative cost effective learning solutions Promote vILT, Connected Classroom, Community of Practice to reduce related delivery and implementation cost Reduce turnover by making strategic investments in leadership Measure learning Initiatives to prove that training is worth the expense TBD

WMU – L&OD Long-Term Strategy PILLAR STRATEGY LONG-TERM DELIVERABLE Customer Focus Dramatically Improve Customer and Internal Client Experience Select and develop leaders at all levels Move from firefighter/reactive mode to proactive business partner and employee advocate Simplify HR tools, processes, and systems TBD Innovation & Business Optimization Lower SG&A Cost Become business leaders that are experts in HR Lead the change management process TBD

Potential New Branding