1. Scope International
Top 10 Best Company to
Work For 2011
Great Places to Work
Learning Conference, Bangalore
July 15, 2011
1

2. About us
125 Nationalities Footprint
75 1,700+ 80,000
countries branches employees
Business verticals
Consumer Wholesale Group Tech &
Banking Banking Operations
Key markets
Asia Africa Middle East
Performance Highlights (End 2010)
USD 16bn USD 6bn 197.0 cents
History of over 150 years in Banking Income Profit EPS

3. Global Shared Service Centres (GSSCs)
- Scope International (The Right Partner)
• Shared Services Centres in India, KL and China; largest Hub in India
•13000 staff across Chennai, KL & China hubs
•Support over 14 million customers across 70+ countries
• Annual cost savings over USD 100 million
Technology
Human Resources Shared
Finance Shared Services
Global Customer Care
Consumer Banking
Wholesale Banking
Services Centre
Technology Operations
Operations
Operations
Software Solutions
Securities Solution
Centre
IT Service Centre
Group

4. Our Experience
 Practice
1 : Driving Performance through
Engagement
 Practice2 : Embedding a culture of
Performance Management
 Practice 3 : Growing and Retaining Top
Talent
4

5. Movement of Scope’s GrandMean and
Follow-Through scores
5.00
Scope Int Pvt. Ltd. GrandMean
4.80
Scope Int Pvt. Ltd. Follow-Through
4.60
4.40
4.22
4.20
3.98 3.96
4.00 4.09
3.80
3.79 3.81
3.60
3.40
3.20
3.00
2008 2009 2010
Copyright © 2010 Gallup, Inc. All rights reserved. 5

6. Driving Performance through Engagement
 The Gallup Q12 model
– Engagement and Business performance
– The model
– The Q12 questions
 Scope‟s journey
– The phases of implementation
– The movement in scores
– What has worked for us
 3 dilemmas
6

7. What is employee engagement?
“Employees willingness and ability to contribute to company success
… the extent to which employees put discretionary effort into their
work, in the form of extra time, brainpower and energy”
Towers Perrin (2003)
Employees are engaged when they:
•Speak positively about the organization to co-workers, potential
employees and customers,
•Have an intense desire to be a member of the organization, and
•Exert extra effort and are dedicated to doing the very best job
possible to contribute to the organization's business success.
Aon Hewitt
7

8. Engagement – Strongly linked to
Business Performance
STOCK
REAL PROFIT INCREASE
To INCREASE
Profitability Drives Market Value
reliably
Sustainable Growth Drives Profitability
influence SUSTAINABLE
GROWTH
these ...
Engaged Customers Drive Sustainable Growth
ENGAGED
CUSTOMERS ENGAGED
EMPLOYEES
... these Engaged Employees Drive Customer Engagement
must be ENTER GREAT
managed. HERE The Right People in the Right Roles with the
Right Managers Drive Employee Engagement
MANAGERS
IDENTIFY
STRENGTHS THE
RIGHT FIT
8
8

9. Gallup Q12 questions - framework
 Gallup's employee engagement work is based on
more than 30 years of in-depth behavioral economic
research involving more than 17 million employees.
This research has appeared in prestigious business
and scientific publications, including the Journal of
Applied Psychology and the Harvard Business
Review.
Through rigorous research, Gallup has identified 12
core elements -- the Q12 -- that link powerfully to key
business outcomes. These 12 statements emerged as
those that best predict employee and workgroup
performance.
9

10. Gallup Q12 questions
• Opportunity to learn and grow (Overall Growth)
• Progress in last six months How Nurturing
can
we all Celebrating
• Best friend grow?
• Coworkers committed to quality Inspiring
• Mission/Purpose of company Do I belong?
Speaking
• My opinions count (Teamwork)
Listening
• Encourages development
• Supervisor/Someone at work cares Caring
• Recognition in last seven days What do I give? Thanking
• Do what I do best every day (Management Support)
Sharing
• Materials and equipment
• I know what is expected What do I get? Hiring and Welcoming
of me at work
(Basic Needs)
Our Q12 based engagement programme has been a powerful
differentiator, helping us to measure and grow as a Great Place to Work.
10

11. Impact Planning: five step model
1 2
Set the scene Capture reactions
.
Why? Because the better you can set the .
Why? To fully capture the team’s reactions
scene, the better your team will be able to to their scorecard, and start a useful
have a constructive discussion conversation
What? Get people focused, talking, relaxed What? Flipchart whatever the team notice in
thinking positively their scorecard
5 Agree actions 3 Identify big issues
Why?.Because improvement requires .
Why? To see clearly what important patterns
clarity about what we can do and why we’re or issues are in the teams’ reactions to the
doing it scorecard
What? Prioritising ideas, then being clear What? Summarise the team’s reactions and
about what will be done, by who and when vote for the 1 – 3 most important issues
4 Explore specifics
. To understand the detail – good and
Why?
bad – that is underneath the issues
What? Identify strengths and weaknesses, as
one team, or in small groups and then share
with the whole team
11

12. To sum up : Employee engagement is an
ongoing process
2010 2010 2010-2011
Aug - Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept
__Mi Q12
Q12 TEAM ACTION & d TEAM
Q12 Survey Finalise impact planning
REVIEWS year ACTIO
2011
Reports survey
revie N
w
 Employee engagement drives performance & increases retention of
talent
 Improving Q12 results is a strategy that drives business outcomes
 The employee engagement process is designed to initiate discussion
and action towards improving the teams working environment
 Attention is on behaviours, dialogue and action, rather than numbers
 Effective impact planning and follow through increases engagement
 Managers are the key in building employee engagement through leading
by example
12

13. Driving Performance through Engagement
 The Gallup Q12 model
– Engagement and Business performance
– The model
– The Q12 questions
 Scope’s journey
– The phases of implementation
– The movement in scores
– What has worked for us
 3 dilemmas
13

14. Our Journey to-date
Linking engagement to performance
2010
Leveraging the model
A segmented Engagement
2008
approach to scores linked
Institutionalizing support Managers : to individual
Impact Planning : Focus on embedding as a key Interventions performance
People Manager job objective customised based on Low scoring
Great Manager Programme : 4 module training for engagement level managers are
Managers category placed on
2006 Training HRRMs as development
Early Phase expert facilitators : plans
Gallup training on Metricised
Awareness of the Q12 survey : State of Team objectives for
Educating employees and analysis People
managers managers
Great Manager
Building Participation levels : Awards :
Leveraging the
online tool Pre Celebrating and
learning from Great
2006 Managers
14

15. Movement of Scope’s GrandMean and
Follow-Through scores
5.00
Scope Int Pvt. Ltd. GrandMean
4.80
Scope Int Pvt. Ltd. Follow-Through
4.60
4.40
4.22
4.20
3.98 3.96
4.00 4.09
3.80
3.79 3.81
3.60
3.40
3.20
3.00
2008 2009 2010
Copyright © 2010 Gallup, Inc. All rights reserved. 15

16. What has worked for us ?
Direct and visible involvement of senior leadership
Setting aspirational goals
Greater inclusiveness (For the Employees – By the Employees)
Orienting all new staff including new managers on engagement
philosophy and concept
Strong coaching and facilitation by business HR
Planned initiatives spread across the year – pan GSSC and unit specific
Strongly leveraging internal champions
Strengthening the listening process to continuously challenge and
improve
Segmented approach to support line managers
Copyright © 2010 Gallup, Inc. All rights reserved. 16

17. Segmenting support for managers
Bottom quartile Second quartile Third quartile Top quartile
(under 25th %ile) (25th – 50th %ile) (50th – 75th %ile) (over 75th %ile)
EVALUATE EDUCATE ENCOURAGE ESTEEM
HR support  Coach managers in having  Build interaction with upper quartile  State of the Team coaching  State of the Team discussion
frequent, one to one discussions managers, e.g. Engagement discussion focusing on „Good to Great‟ and
on the basics of management Coaches  Coach on facilitating great discussions identifying what makes them
and engagement  Discuss outputs of engagement to build engagement OR facilitate the successful
 Agree personal action plan to planning discussions, and how to discussion  Coach around feedback loops
build capability in the basics of refresh the action plan  Coach on improving outputs of
Coach management  Build linkage with business engagement planning discussions,
 Review success in building performance goals and drivers and how to use feedback loops to
management capability  Coaching around „the basics of refresh the action plan
management‟  Build linkage with business
performance goals and drivers
 Facilitate engagement  Facilitate engagement discussions As needed As needed
Facilitate discussions / „impact planning‟ / „impact planning‟ – using
 Facilitate engagement reviews business priorities as why to have
throughout the year the discussion
Other  Conversations that Count  Conversations that Count booklets  Attend relevant transition  Attend relevant transition
booklets  Know, Focus, Care, Inspire Management Development Management Development
support  Know, Focus, Care, Inspire awareness workshop Programmes as identified by Programme as identified by
available awareness workshop  Attend relevant Great Manager responsible Talent Manager responsible Talent Manager
 Attend relevant Great Manager Programme workshops  Manager Springboard Workshop –  Become Engagement
Programme workshops From Surviving to Thriving Champions & e.g. chair best
 Build interaction with upper quartile practice sessions, review 2nd /
managers 3rd quartile managers‟ actions
 Selected basic elements of the GMP and progress
to address weaker areas, e.g.  Reward and recognise as for
workshops and Conversations that great business performance –
Count booklets celebrate success
 Attend relevant Great Manager  Mentoring by role model senior
Programme workshops leaders / managers
 Recognise, systematically study
and publicise best practices
 Attend relevant Great Manager
Programme workshops
17

18. Driving Performance through Engagement
 The Gallup Q12 model
– Engagement and Business performance
– The model
– The Q12 questions
 Scope‟s journey
– The phases of implementation
– The movement in scores
– What has worked for us
 3 Hypotheses / Dilemmas
18

19. 3 Hypotheses / Dilemmas
 Higher engagement leads to higher
retention, productivity, service quality etc.
 Managers always adopt fair and ethical
means to improve team engagement
 Consequence Management improves /
promotes engagement
19

20. Embedding a culture of Performance
Management
 P3 (Performance, Potential and Pay) : The
elements are familiar
 A look at the outcomes
 What makes it different ?
 Common challenges / our approach
20

21. Performance Management
21

22. Key Features
Year round activity Well integrated with
HR processes
Talent
Employee Management
Engagement and Career
Progression
P3
(Performance,
Pay, Potential)
Rewards Learning &
Development
Strong Performance
Robust Processes for
Differentiation /
fairness / objectivity
Linkage with reward
22

23. Our performance and values rating scales
Making rating decisions means…”what” and “how”
Performance Values
1 rating means the employee has A. rating means the employee role models
demonstrated consistently exceptional living the values
performance B. rating means the employee almost
2 rating means the employee has always lives the values
demonstrated very good performance C. rating means the employee generally
against stretching objectives lives the values
3 rating means the employee has D. rating means the employee sometimes
demonstrated good performance lives the values
against stretching objectives
E. rating means the employee fails to live
4 rating means that improvement is the values
required
5 rating means the employee has
demonstrated unacceptable
performance
23

24. Embedding a culture of Performance
Management
 P3 (Performance, Potential and Pay) : The
elements are familiar
 What makes it different ?
 Common challenges / our approach
24

25. Implementation Focus
1
Empowering Devolving accountability : role in performance
P3 Managers
rating decisions
Empowering managers : access to market data
and role in reward decisions
2
P Performance Management Training focussed on
Training managers and appraisees
Leveraging on technology
R
O 3
Creative year-round communication
Transparency &
C Sharing of decisions and outcomes
Communication
E
4  Extensive involvement and time commitment of
S Close senior leadership through-out the process
- Communication
S participation - Detailed 2 stage-levelling
- Case-by-case review of Hipos / Exceptions / Poor
of leadership performers
- Escalations and post P3 feedback
25

26. Empowering Managers
 High level of inclusion and participation of line managers
 Proposing Managers include all managers with one or
more reportees, regardless of organisation level
 Managers propose ratings and reward of team members
 They are given full access to relevant market benchmark
compensation, past performance ratings and stakeholder
feedback to enable informed decisioning
 Empowerment done in stages to ensure training and
sensitization to adequately equip young managers
Year Proposing Managers Managers with teams Empowered
2007 249 902 28%
2008 659 1135 58%
2009 1057 1057 100%
26

27. Training : What is in it for me ?
 Intensive training for Managers on how to have a
good performance conversation, coach employees,
manage high performance teams
 Values workshops for translating values into visible
day to day behaviours
 Training to identify talent
 Training on how to discuss
compensation decisions
 Training from an appraisee’s perspective
 Systems (P3 tool) training on the shop-floor
27

28. Tools Unlimited
e-learning
Webinar
Presentation
Checklists, FAQs, Podcasts…
a wide range of solutions to
suit varying needs
28

29. Transparency and Communication
 Communication is used as a powerful tool to:
– Inform with transparency
– Bring alignment in understanding the key drivers
– Elicit feedback and
– Drive compliance
29

30. Transparency and Communication
 End to end intensive communication plan
 Active participation of CEO and his MANCO members
 Multiple vehicles :
– SharePoint (dedicated P3 site) to host e-learning / guidelines / FAQs /
podcasts
– Town-halls for communicating broader P3 messages / environmental
context and sustaining engagement
– Shop-floor messaging through floor presentations / posters / activities
– Corporate-wide creative communications / reminders
– Small group briefings e.g.. with senior leadership / people managers
 Strong processes for cascaded messaging
30

31. Transparency and Communication
Guidelines on Share point accessible to all
31

32. Transparency and Communication
Creative Messaging
32

33. Close involvement of leadership
 Collective alignment at the start of the cycle
 Active, visible participation in communication
 Intense and direct involvement in leveling discussions
(2 stages)
 Consistently drive for fair decisions
 Available for open discussions / direct feedback from
employees
 Champion the philosophy and process by setting the
example themselves
33

34. Embedding a culture of Performance
Management
 P3 (Performance, Potential and Pay) : The
elements are familiar
 What makes it different ?
 A look at the outcomes
 Common challenges / our approach
34

35. Common Challenges
Sustaining
Creating Alignment credibility and trust
Ensuring each
employee has an
engaging performance
conversation
Differentiating performance and
reward
Giving away the
power
35

36. Creating Alignment
Challenges What has worked for us:
Aligning • Constant dialoguing at all levels
• Business units Leadership / Managers / Employees
needs with • Early engagement with stakeholders
organizational • Driving consistency of principles but
drivers providing room for genuine exceptions
• Managers’ • Encouraging compliance to process
understanding / through data based MIS
wants • Acceptance that this is a journey
• Employee rather than a destination
expectations
36

37. Creating Alignment
A continuous
improvement
JO SURVEY P3 SURVEY
3 initiative :
Coverage: 754 (12%) Coverage: 3698 (58%) Setting Job Objectives
/ I know what to do
Objective assessment of
the quality and
ASSESSMENT
1. JO REVIEW
2. FGD effectiveness of job
OF JO
objectives setting. The
Coverage: 1122 (18%) Coverage: 292 (5%)
framework measures
compliance e.g.
adherence to timelines;
quality e.g. how smart
Process Process Process
Adherence Quality Effectiveness are the objectives; and
effectiveness e.g. do
employees know what is
JO
expected of them at
SCORE CARD work?
37

38. Sustaining Credibility and Trust
Challenges What has worked for us:
Trust in • Strong independent governance by HR
• Authenticity • Robust check & balance mechanisms -
of process multiple raters, stakeholder feedback,
• Market data leveling, escalation process etc. produce
• Fairness in upward as well as downward adjustments
decision • Use of transparently shared and
outcomes consistently applied principles
• Creating a culture of Open / Honest /
Courageous conversations
• Training managers
• Taking and acting on feedback from all
levels
38

39. The Performance Conversation
Challenges What has worked for us:
Ensuring • Training managers
• Each and • Rigorous communication on the
every employee importance of the performance
has a conversation
performance • Selective focus – Quantity then
conversation quality ; select particular dimension for
• Consistency focused training e.g. values /
and good compensation etc.
quality of
performance
conversation
39

40. The Performance Conversation
A continuous
improvement initiative :
The One Q Survey
Introduced in 2007, this has
become a simple yet powerful
reminder for Managers to ensure
that they complete their
performance conversations. The
survey to all employees asks one Q
“ Have you had your performance
conversation?”. This enables
employees to escalate and be
assured of corrective action through
HR. Compliance has gone up from
93% to 97%.
40

41. Differentiating Performance & Reward
Challenges What has worked for us:
• Left skew of • No “force fitting”. However rating
distribution distribution is subjected to strong
• “Quotas” review not only at an overall
• Differentiating organization level, but also
performance at  at unit and business level
managerial and  across organization levels
 separately for new joiners & tenured employees
senior levels
• Performance linkage built into
• Linking reward
reward guidelines
decisions to
• HR ensures healthy challenge
performance
through independent, data driven
reviews
41

42. Well differentiated Performance and
Reward
Scope Performance Distribution
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
1 2 3 4 5
GSSC 7.80% 34.30% 52.00% 5.60% 0.20%
Exceptional Very Good Good Under
Performance Performance Performance Performance
Salary Increase 1.75 1.42 1.00 0.00
Performance
1.70 1.40 1.00 0.30
Bonus
42

43. Giving away the Power
Challenges What has worked for us:
• Will Managers • Change managed gradually over a
have the required period of time
maturity to make • Intensive and continuing awareness
balanced building and training
decisions? • Managers are empowered and also
• How will we held accountable for engagement
manage budgets? within their teams
• Will access to • Clear communication / setting of
sensitive market expectations at each cycle
data result in
disengagement?
43

44. Growing and Retaining Top Talent
 A look at the outcomes
 Talent Management framework
 What worked for us
44

45. Talent Scorecard
Year Year
2009-10 2010-11
% of hipos over eligible population 6.5 8.8
Hipo retention % 91% 95%
Number of cross border moves 32 58
% of hipos in same role for more than two years 28% 3%
% of hipos featuring in succession plan with 32% 68%
immediate readiness
% of hipos in special projects 38% 73%

46. The Context
The world’s best international bank:
Our vision
Leading the way in Asia, Africa and the Middle East
Deliver superior Continuously Massively Strengthen our Reinforce the
Our financial improve the multiply our right partner brand
priorities performance way we work leadership relationship with
capability regulators and
communities
Message to BLT: MMOLC
Now more than ever we need more leadership, not
necessarily more leaders. We need leaders who can make
tough decisions, work with their peers across the matrix,
those who can inspire and motivate their teams and leaders
who can communicate making the complex and uncertain
paths clear.
Peter Sands
Driving Performance through
Productivity, Leadership & Engagement

47. Talent Classification
P High Potential
Under Achiever Coach / Support
High
O (UA) outstanding
performance and align
T
Provide targeted development plan with
E development aspirations and goals
N support to improve Critical Resources (CR) for potential new roles
performance Develop for broader assignments to
Medium
T increase their potential or for
I outstanding performance
Under Performance
A
(UP)
L Focus their Core Contributor (CC)
development towards a Develop skills to “mastery” /
more suitable role, or leverage them into a role at a
manage out similar level
Low
Unacceptable Good Exceptional
P E R F O R M A N C E

48. Talent Identification Criteria
SCB Leadership Model
Leaders
Senior
Future Drive to Leading Deliverin
Focus Lead People g Results
What this means at junior level?
People Criteria Technical Criteria
Contributors (H4)
Individual
Learning Agility Commercial Acumen
Leadership Potential Business
Professionalism
48

49. Current State Assessment and
Gaps Identified
- Quality of identified talent – high flux in the talent pool during each review
- Talent classification not communicated – impact on overall effectiveness
- Reactive plan to retain hipos
- No planned career moves based on aspirations
- Less visibility and exposure of talent with Senior management
- No clear linkage to Succession plan
- Line managers are not equipped on how to develop and engage Hipos
- Business Heads not owning the process
- Not Outcome focused

50. Managing Talent - Key Priorities
Transparency
Orientation of
managers
Equipping
Support in talent to
classifying make career
talent &
developmen
t plan
Engagement
& Visibility Retention
with Risk
Leadership assessment
Outcome
and Review

51. Hipo validation tool
 To assess and validate the potential of high potential talent objectively and
improve the quality of identification
 Set of 25 behavioural questions that assesses the frequency of
demonstration of behaviours
Key features of the tool
• Objective assessment
H4
validation • Compare the potential
tool
• Consistency
• Reference point for development

52. Managing Talent - Key Priorities
Transparency &
Orientation of
managers Equipping
Support in talent to
classifying make career
talent &
developmen
t plan
Engagement
& Visibility Retention
with Risk
Leadership assessment
Outcome
and Review

53. Why transparency?
Critical Benefits Possible Risks
 Critical lever to positively increase  Poorly managed transparency
performance and engagement levels discussions with hipos, and non-
 Improved, and more effective / targeted hipos
development planning  Concern of not having clear
 Greater visibility for the „right‟ people development proposition in place
 Greater understanding of peoples  Lack of / ineffective guidance and
career aspirations, and long term formal support for line managers on
career goals the goals, and components of the
development offering for hipos
 Improved retention of talent pool
members  Unclear hipo expectations, in terms
of what their mutual obligations are
to the organization

54. Managing talent in a changing world –
Objectives
Define your role as Talent Champion
Articulate what is H4 Talent Proposition
Make robust Talent Identification
 Identify what is best for different staff‟s development,
and agree structured ILDP to retain & engage your staff
 Understand H4 development framework
 Upskill in Transparency & Development Conversation,
and dealing with Challenging Conversations

55. Line Managers as Talent Champions

56. H4 Transparency survey
• Launched an online survey to track the status of transparency
conversation with all H4s
• 100% confirmed they know their TC and received one page confidentiality
guideline
100% H4s
had
transparency
conversation

57. Managing Talent - Key Priorities
Transparency
Equipping
Support in talent to
classifying make career
talent &
development
plan
Engagement
& Visibility Retention
with Risk
Leadership assessment
Outcome
and Review

58. Focus on Your Future

59. Managing Talent - Key Priorities
Transparency
Equipping
Support in talent to
classifying make career
talent &
developmen
t plan
Engagement
& Visibility Retention
with Risk
Leadership assessment
Outcome
and Review

60. Talent Retention – Risk Assessment
 Objective: To equip LMs for proactive engagement & retention of Hipos
 Tool focuses on 9 risk areas; Traffic light scoring – “Low” / “Medium” /
“High”
 Maximum of 3 “High” risk areas for each Hipo; Each “High” risk area to
have detailed & agreed risk mitigation plan
 HR to review the retention risk associated with “Hipo – LM relationship”
post LM assessment

61. Risk Assessment Areas
Low Medium High
Role Clarity
Role Challenge
R Work Life Balance R
I I
S Development Opportunities S
K K
Recognition
A A
R Career Growth/ Promotion R
E E
A Compensation A
S S
Personal
Relationship with Manager
RISK INDICATORS
RISK INDICATOR

62. Risk Assessment tool
Relation
Job Related Factors Career
Develo ship
Growth Compen Perso
pment Recog with
/ sation nal
Role Role Worklife Opport nition the
Promot
clarity Challenge Balance unities manage
ion
r
Hipo
M L L L L M H L M
1
Hipo
L L L M M L L H L
2
Hipo
M M L L L L M L L
3
Hipo
L H L H L L L M L
4
Hipo
L L M L H H L L H
5

63. Risk Assessment – Mitigation Plan
High Risk Recommended Target
Why is it a risk area Responsibility
Areas actions date

64. Managing Talent - Key Priorities
Transparency
Equipping
Support in talent to
classifying make career
talent &
developmen
t plan
Outcome Retention
and Review Risk
assessment
Engagement
& Visibility
with
Leadership

65. Power of Leadership & Power of Perspectives
The thought of this series is appreciated
most, where MANCO members share
their experiences and leadership styles
with future leaders
It proved out to be a very inspirational
session and raised my self-confidence
level hearing him speak
The session was excellent and
conducive.
The talk was based solely on personal
experiences and amply illustrated with
real stories. Zero theory and 100 % of
practical knowledge sharing.
How to convert challenges into positive
energy and take it as an opportunity to
learn and grow in life was well
demonstrated in the lecture

66. Engagement with Senior Leadership
“Power of Leadership” and “Power of Perspectives”
• To build Leadership Capability through inspirational & practical
experiences
• To encourage “Learning from others” – 20% under balanced
development framework
• To expose our talent to different perspectives and help them
assimilate knowledge on various relevant topics from experts
outside
• To increase networking with Senior Leaders & fellow high
potential employees
• To foster Learning and enhance engagement

67. Managing Talent - Key Priorities
Transparency
Equipping
Support in talent to
classifying make career
talent &
developmen
t plan
Outcome Retention
and Review Risk
assessment
Engagement
& Visibility
with
Leadership

68. Talent Review
 Dedicated Quarterly Talent Forum with Country Senior Management to
review the talent agenda, progress and career progression of key
talents
 Talent metrics in people scorecard is reviewed monthly by leadership
team on attrition and the number of high potential talent in the same role
for more than 24 months
 Half yearly forum on succession plan to review the development of high
potential successors for the identified roles

69. THANK YOU
69