1. Melon Yeshoalul From bigger to smaller

2. A little about me

3. Searching for something different

4. The journey to make a change

5. The opportunity +Key leadership transitions in 5 years +A strong desire to shift the culture at the leadership level +A growing company with a long history +Traditional views of the HR organization +An HR Organization with greater potential

7. Assumption, please meet understanding +Senior leadership roles with imperfect succession plans +Talent gaps & readiness gaps in key roles +Generational divide +Technology, processes and organizations that haven’t kept pace with their growth +Misaligned HR systems, processes and tools +The leaders are the culture

8. Approximately 4 months later…

9. Things are more clear…

10. My approach +Fix the problems others see first +Build a case for change using existing material or allies +Count on me to be deeply engaged, strong sense of responsibility, candid, and compassionate +Getting agreement early on priorities, no confusion about where I will spend my time +Finding ways to help my peers early

11. Today, the Wills Group is at an inflection point

12. In 90 years, The Wills Group has grown into a successful company, via a focus on some key values Customer-focused – “Deeply concerned with honesty, integrity and serving the customer” Disciplined execution – “Sound strategy executed by talented people who are individually accountable for performance” Steady and stable – “Growth-minded with a strong balance sheet and that is financially stable” High standards of professionalism – “We’ve been a privately-held company that’s run like a public company”

13. Four forces are exerting internal and external pressure on how the company operates as a business CORPORATE BRAND ISSUE Dynamics of operating a large business are different to when TWGI was smaller CORPORATE BRAND ISSUE Generational shifts in employment expectations and approaches to work PORTFOLIO BRANDS ISSUE Competitive dynamics of core markets are shifting PORTFOLIO BRANDS ISSUE Customer expectations and tastes are changing InternalExternal Cultural Structural

14. Phase 1a: Brand Strategy Phase 1c: Brand Architecture Phase 2: Corporate Brand Identity How the pieces fit together We will codify the corporate brand architecture and clearly explain how the corporate brand interacts with its subsidiaries and other key entities, including philanthropic sub- brands). Bring the brand idea to life We will develop the new visual identity system for The Wills Group, and deliver guidelines to implement it consistently and effectively. Articulate your “why” (purpose) We will develop and articulate a new TWGI brand positioning, beginning with an exploration of your company purpose, mission and values. Creating key brand platforms and assets A series of projects and activities to help you activate the brand both internally and externally (E.g. Website, Employee Activation etc. etc.) 9-11 weeks2-3 weeks12 weeks4 weeks Phase 1b: Philanthropy Review Phase 3*: Brand Activation Asset dependent Living your purpose in the community We will help you review best practices in philanthropy strategy for organizations of your size. Strategy DevelopmentBrand identity Brand activation* *out of scope for this proposal – outline only at this stage Employer Value Proposition

15. What success looks like Motivates employees, creates feeling of belonging to and working for something greater Ensures employee understanding to better deliver value proposition to customers Culturally aligns business groups with different focuses Provides ‘brand’ lens through which all decisions can be made including recruiting standards, training, business plans, etc. Better ability to attract, recruit and retain talent Creates stronger brand recognition and affinity

16. 16 Which Performance Gaps are Critical to Address? Importance to Internal Customers © 2015 The Corporate Executive Board Company. All Rights Reserved. Note: Scatterplot is divided into four sections using lines placed at the median importance and performance gap scores Top Performance Gaps Performance Gap (Importance – Effectiveness) According to Internal Customers OVERVIEW | EXECUTIVE SUMMARY | PRIORITY ALIGNMENT | FUNCTIONAL EFFECTIVENESS | PERFORMANCE IMPROVEMENT | APPENDIX PERFORMANCE GAPS STRENGTHS MAINTAIN

17. 17 Are Priorities Aligned at the Attribute Level? HR Staff Importance Note: When the HR function agrees with internal customers on relative priority, the attributes will be located closer to the diagonal line; attributes located farther away from the line indicate misalignment of priorities. Internal Customers Importance More Important to Internal Customers More Important to HR function © 2015 The Corporate Executive Board Company. All Rights Reserved. OVERVIEW | EXECUTIVE SUMMARY | PRIORITY ALIGNMENT | FUNCTIONAL EFFECTIVENESS | PERFORMANCE IMPROVEMENT | APPENDIX MORE IMPORTANT TO HR FUNCTION MORE IMPORTANT TO INTERNAL CUSTOMERS

18. 7 months later +2 changes to exiting HR system to drive efficiency and productivity +Creating a sense of urgency to drive true change +New Employer Value Proposition Project +Making changes to existing benefits +Creating a real talent management system focused on future leaders +Tough discussions with leadership regarding success & talent +Raising HR capabilities