2. Customer Focus People Imperative To drive customer focus and service excellence, through sourcing the best and brightest talent while providing an inclusive environment which enables people to maximize their contributions in delivering the best products/services anywhere in the world. Business Imperatives

3. Global Coverage and Local Strength Integrated Capabilities and Broad Range of Solutions People Imperatives Enabling the business to have the right supply of skilled people from around the globe to deliver world class performance in the geographies we serve. Maintaining an organizational infrastructure that enables collaboration and supports the pursuit of integrated solutions. L & D Strategy

4. Business Imperatives Our People and Business Expertise Our Processes and Operational Excellence People Imperatives Having a broad base of competitively advantaged skill sets which provide the capabilities to differentiate our products and services. Delivering consistency and productivity through commitment to standardizing management process best practices and measuring follow through. L & D Strategy

5. Human Resource Strategy Human Resource Mission People Imperatives Group Strategy Group Mission Business Imperatives L & D Strategy

6. 1. To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions. 2.To continuously seek to identify capability related barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration. 3.To establish and maintain assessment, selection and development processes which enable the company to have the right skills, at the right place and at the right time. 4.To establish a one-look and one-way people development agenda that is aligned to the most vital business imperatives.

7. To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions. Management Development and Succession Review (MDSR) Comprehensive and integrated Performance Management Process MDSR and PMP approach STRATEGIC DRIVERSDELIVERED VIA GloballyRegionally To continuously seek to identify capability related barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration. Global Business Excellence Program Top Management forum Business Academy Campus Leadership Challenge programme Young Leaders programme To establish and maintain assessment, selection and development processes which enable Exel to have the right skills at the right place and at the right time. Global Competency Model and related applications for selection and assessment 360 & Personal Development Planning Training & Development Curriculum

8. To establish a one-look and one-way people development agenda that is aligned to the most vital business imperatives. Company training interventions - Such as Sales Academy Integrated global learning and development curriculum STRATEGIC DRIVERS DELIVERED VIA GloballyRegionally Company training interventions - Such as Sales Academy

9. 1.To provide dependable tools and processes for understanding the talent pipeline demands and progressing the associated actions. Percentage of openings filled utilizing the MDSR process against target Number of short term (0-12 months) successors to critical roles Percentage of internal/external hires against target 2.To continuously seek to identify capability related barriers to success and drive remedies which stimulate innovative thinking and encourage collaboration. International measures being evaluated to determine fit into KPI reporting Attainment of training measures on utilization 3.To establish and maintain assessment, selection and development processes which enable Company to have the right skills, at the right place and at the right time. Percentage of participation in 360 feedback process Percentage that have a Personal Development plan in place 4. To establish a one-look and one-way people development agenda that is aligned to the most vital business imperatives. Percent participation in Training against target GOALSKEY PERFORMANCE INDICATORS

10. The regional and HR KPI reporting will use the same calculation methodology Each measure will have an annual goal and be reported on a quarterly basis The KPI results should be reported in a quarterly and year to date basis KPIs will be tracked and reported

11. Percentage of senior exec openings ….. Number of short term….. Percentage of internal/external…. Using MDSR bench plan charts, for positions filled in the quarter, determine what percent used the successor identified on the bench plan For critical roles (locally determined), how many of these have 0-12 month backfills For all positions filled, calculate percentage that were internally/externally filled

12. % Participation in the 360 degree ….. % participation in training versus target Determine % that have gone through the Exel 360 feedback process For each training offering, determine the % of participation