2. Externally Limited Talent market – Competency gap of typical university graduates – Migrating for greener pastures is still on Post war economic growth – new entrants & local expansions – CTC talent in high demand – Better choice for prospective employees Limited number of channels to be present outside – Tobacco stigma has started playing a role – Industry limitation narrows the reach The Talent Environment

3. An Account Manager Is embedded in the business - forms part of the business team Proactively anticipate needs BEFORE problems arise Identify opportunities to improve support to customer’s activities Define HR priorities in line with business strategy Drive/facilitate collective leadership team journeys An HR Professional 1.Talent management: Workforce planning Succession / career planning /TRMs; Input and accuracy of Talent systems (TalenT) Performance management Selection, hiring & on-boarding 2.People processes / cycle: Implement HR policies and procedures / end to end yearly HR cycle Coach and advise line managers on HR processes Accountable for headcount & labour cost An Employee Champion IR/ER: Consult and negotiate with employee bodies/unions Mediate conflicts / works with dedicated IR/ER manager (if role exists) ; Deal with complex employee issues Drive/lead BU level change programmes ( e.g. culture change) Develop local change capability Engagement: Monitoring and acting on employee ‘pulse’ and trends The Transition – Business Partner to Business Driver

4. Stronger talent supply to BAT Focused MCR & MT intakes Robust Talent Dev agenda Retention thru engagement  Targeted mid career recruitments filling the key gaps  Accelerated development of Key talent through stretched roles  Varied and focused development interventions covering a wider group  Reinforce the message of “CTC commitment for development”  Drive Employee Engagement action plans to create a winning culture  Cross functional and informal activities to create value and drive energy. S&OP Approach to HR BAU + Key Initiatives Focused key initiatives

6. Recruitment Planning 1.Understanding business direction & impact on talent 2.Understanding the future talent needs & competencies 3.Analyse the gap : Current Vs Future 4.Development of strategies to address the key gaps 5.Implentation of strategies (Succession plans / Development palns)

7. Sourcing & Recruitment Hire for “potential” Hiring decision to be made on hi-po rather than job fit Recruitment governance model Recruitment Checklist Headcount approval ; Appointment Approval framework Leadership Competency framework Assessment Guidelines Key Metrics in place Hiring Capabilities of Line Managers License to hire

8. Onboarding & Orientation Proactive Before joining Online Induction website During 01 st week Formal Onboarding framework Before 3 months Buddy Assignment Ongoing coaching & support during first 90 days

9. Change in Line Manager mindset Fit for current job Vs potential Identifying what is “potential” Change in mindset of HR professionals So, what were the hurdles we faced?