People Priorities Framework Business Priorities Customer Partner Experience Driving New Business Measuring Operational Excellence People Priorities and Future State Create the Climate Build Talent Capability Achieve World Class Performance We have a strong culture where customer focus, trustworthiness, agility, expertise and partnering are pervasive in the behavior of our people. We consistently demonstrate the Company Values and recognize and reward these behaviors. Our talent pool is deep and diverse and we continuously develop it. We have good pipelines for providing a steady stream of new talent into the organization. We manage, develop and deploy our people to drive the behaviors and build the capability needed to deliver on the business mission. We hold employees and managers accountable for defining, meeting and exceeding defined performance standards across the organization. Employees understand what is expected of them and have a clear view of future career development opportunities. Managers and employees will actively participate in developing & executing against their Annual Survey Action Plan (ASAP). Managers will have effective tools and guidance on how to effectively manage change in their organizations. Senior management will clearly communicate the business priorities to their employees. Employees will have alignment to the priorities and understand what is expected, who is accountable and how they are measured. Leaders will define and execute against a strategic diversity action plan that decreases URM & female attrition and increases representation on key programs. We will establish a formal succession and development plan for senior roles in the organization. (Top 2 layers) We will grow deep talent throughout the organization and ensure that the pipeline is rich with talent through our college recruiting efforts. Roles will be clearly defined to minimize overlap so that employees understand how they will be measured and clearly understand career progression opportunities. Managers will be accountable to achieve the high performance standards within each level band in order to differentiate performance. Managers will have tools and guidance to support appropriate performance management and career development. Guiding Principles

Alignment to People Strategies Create the Climate Build Talent Capability Achieve Performance Excellence Management Development Principle:  Effective organizational change processes are essential for ongoing success during times of uncertainty and transformation. Tactic:  Increase capability to be effective change agents and coaches to facilitate through all stages of change; increase manager capability in more effectively leading change end to end (a full transition, not a single event). Retain and invest in high potential employees and managers. Tactics:  Increase manager capability in identifying “at risk” employees and implementing focused re-recruitment strategies;  provide educational materials for MYCD process; build talent capability of peers by leveraging each others’ strengths and areas of expertise. Create management accountability to achieve the highest possible levels of performance among team members and to effectively differentiate between levels of performance. Build capability at MOM level in coaching on performance management and driving accountability through the business through focused training, 1/1 coaching and other identified vehicles. Annual Survey – Organization Health Principles Provide employees with the opportunity to share their opinion about the company overall, and their specific organization. Provides HR and Managers with the tools to act on the survey results in an on-going effort to make our company a great place to work. Tactics Based on the survey results, identify the top 3-5 focus areas for managers to build action plans around. Hold managers accountable for identifying focus areas and executing on action plans throughout the year. Principle: Improving our survey results depends on the talent of our leaders and managers to identify and improve areas of concern. Tactics: Continue to build manager’s talent around addressing business and employee issues identified in the survey results. Diversity Fostering diversity is key to creating an environment where the world’s best people can do their best work. Our company’s philosophy of diversity must be translated to clear expectations and objectives, and business leaders must hold their managers/employees accountable for achieving those objectives. Integrate diversity programs to a combined FY13 Diversity Action Plan that is easy to understand, communicate, and measure. Nominate skilled and persuasive business leaders as diversity sponsors within the business. Continue building diversity partnerships and combine efforts with Corporate Diversity where synergies or economies of scale exist. Partner with newly formed DLT to measure progress on a regular basis; make sure gains are recognized and rewarded and that all are held accountable. Increase management and organizational capabilities that increases diverse talent, decreases URM & female attrition as well as marginalization and increases representation on key programs Drill immediately into available data to determine root causes for attrition of females and URMs across the business. With DLT, design and implement programs targeted at those trends/root causes. Regularly measure progress. Build awareness and capability of managers in fostering diversity, career development, and communication via brown bags, training classes, coaching and other educational opportunities. Address diversity definition and problem space (different globally), and highlight and implement best practices. Organizational effectiveness is achieved through leadership capability that recognizes and utilizes diverse talent to achieve high performance. Provide accountability that measures and rewards managers effective use of Diverse talent Design and implement a Diversity Score card that measures the organization effectiveness is attrition, morale, etc.

AOC Alignment to People Strategies Program Create the Climate Build Talent Capability Achieve Performance Excellence Rewards & Recognition Promotions Program Principle: Promotions recognize and reward the embracing of Company Values with level, salary and responsibility increases. Tactic: Employees that are recommended for promotion must meet the business need, demonstrate employee readiness and display the Company Values. Promotions provide our clients with an opportunity to build talent pipelines from within. Tactics: Promotions will support business goals, fulfill business needs, solve business problems and support succession planning activities. Promotions will be justified with the employee’s demonstrated competencies and skills in comparison to others with similar job scope/level/responsibilities. Promotions recognize excellent performance and reward employees with level, salary and responsibility increases. Promotions will be based upon an employee’s sustained high performance within their current level. Review Annual Mid Year Discussion Principles: Create a climate where employees trust and believe in the review system- valid and reliable process for assessing performance and assigning rewards. Senior leaders own review outcome for their org. Frontline managers own delivery of review and associated messages. Senior leader responsibility and accountability for a reliable and consistent review ratings and rewards. Supporting discussions about “how” employees are demonstrating Company values and competencies to create an excellent workplace environment. Communicate expectation of MOM review of documents as appropriate to ensure accountability for completion of the information and feedback to the employee. HR review of documents as requested by clients. Use of MYD and Review for assessment of performance and behavioral gaps and determine development needs. Retain and invest in high potential employees. Support clients in performance management process and their assessment of skill gap for low performing employees. Create a valid and reliable calibration process that identifies high performers and potential. Ensure review rewards are distributed generously to high performers Identify through Mid Year and Annual Review processes of low performers for follow up and determination of performance gaps and necessary skill building activities. A valid and reliable performance management system. Differentiation of rewards and performance. Ensure a high performing organization. Appropriate distribution of awards across the organization including decisions of no rewards. Overall drive good attrition toward 5%. Ensure a reliable and accurate approach to the review process which will instill user confidence in the data and information so that appropriate rating and reward decisions are made. Simple scrub process identifying the critical pieces of information regarding reward and rating distribution. Ensure early messages re: performance that set expectations for ratings across levels including drive voluntary good employee attrition decisions. Performance management of low performers including involuntary terminations as appropriate.