Scope International

1 1

Scope International

Top 10 Best Company to

Work For 2011

Great Places to Work

Learning Conference, Bangalore

July 15, 2011

About us

75 countries

1,700+ branches

80,000 employees

Consumer Banking

Wholesale Banking

Group Tech & Operations

Asia

Africa

Middle East

Footprint

Business verticals

Key markets

Performance Highlights (End 2010)

USD 6bn Profit

USD 16bn Income

197.0 cents EPS History of over 150 years in Banking

125 Nationalities

Global Shared Service Centres (GSSCs)

- Scope International (The Right Partner)

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• 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

4

Our Experience

Practice 1 : Driving Performance through

Engagement

Practice 2 : Embedding a culture of

Performance Management

Practice 3 : Growing and Retaining Top

Talent

5

Movement of Scope’s GrandMean and

Follow-Through scores

3.98 3.96

4.22

3.79 3.81

4.09

3.00

3.20

3.40

3.60

3.80

4.00

4.20

4.40

4.60

4.80

5.00

2008 2009 2010

Scope Int Pvt. Ltd. GrandMean

Scope Int Pvt. Ltd. Follow-Through

Copyright © 2010 Gallup, Inc. All rights reserved.

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

7 7

“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

What is employee engagement?

8

Engagement – Strongly linked to

Business Performance

ENTER

HERE

IDENTIFY STRENGTHS THE

RIGHT FIT

GREAT MANAGERS

ENGAGED EMPLOYEES

ENGAGED CUSTOMERS

SUSTAINABLE GROWTH

REAL PROFIT INCREASE

STOCK INCREASE

To

reliably

influence

these ...

... these

must be

managed.

... these

must be

managed.

Profitability Drives Market Value

Engaged Employees Drive Customer Engagement

Engaged Customers Drive Sustainable Growth

Sustainable Growth Drives Profitability

The Right People in the Right Roles with the

Right Managers Drive Employee Engagement

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.

10 10

• Materials and equipment

• I know what is expected

of me at work

• Encourages development

• Supervisor/Someone at work cares

• Recognition in last seven days

• Do what I do best every day

• Best friend

• Coworkers committed to quality

• Mission/Purpose of company

• My opinions count

• Opportunity to learn and grow

• Progress in last six months

What do I get?

What do I give?

Do I belong?

How

can

we all

grow?

(Basic Needs)

(Management Support)

(Teamwork)

(Overall Growth)

Caring

Nurturing

Listening

Speaking

Inspiring

Thanking

Sharing

Hiring and Welcoming

Celebrating

Our Q12 based engagement programme has been a powerful

differentiator, helping us to measure and grow as a Great Place to Work.

Gallup Q12 questions

11 11

Impact Planning: five step model

Set the scene

Why? Because the better you can set the

scene, the better your team will be able to

have a constructive discussion

What? Get people focused, talking, relaxed

thinking positively

Capture reactions

Why? To fully capture the team’s reactions

to their scorecard, and start a useful

conversation

What? Flipchart whatever the team notice in

their scorecard

Identify big issues

Why? To see clearly what important patterns

or issues are in the teams’ reactions to the

scorecard

What? Summarise the team’s reactions and

vote for the 1 – 3 most important issues

Explore specifics

Why? To understand the detail – good and

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

Agree actions

Why? Because improvement requires

clarity about what we can do and why we’re

doing it

What? Prioritising ideas, then being clear

about what will be done, by who and when

1

.

2

.

5

.

3

.

4

.

12 12

To sum up : Employee engagement is an

ongoing process

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

Q12

Reports Finalise impact planning

TEAM ACTION &

REVIEWS

Q12

2011

survey

__Mi

d

year

revie

w

TEAM

ACTIO

N

2010 2010-2011

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept

Q12 Survey

2010

Aug - Sept

13




– The model


Scope’s journey




3 dilemmas

14

Our Journey to-date

Pre 2006

Awareness of the Q12 survey :

Educating employees and

managers

Building Participation levels :

Leveraging the

online tool

Institutionalizing

Leveraging the model

Linking engagement to performance

Early Phase 2006

2008

2010

Impact Planning : Focus on embedding as a key

People Manager job objective

Great Manager Programme : 4 module training for

Managers

A segmented

approach to

support Managers :

Interventions

customised based on

engagement level

category

Training HRRMs as

expert facilitators :

Gallup training on

State of Team

analysis

Great Manager

Awards :

Celebrating and

learning from Great

Managers

Engagement

scores linked

to individual

performance

Low scoring

managers are

placed on

development

plans

Metricised

objectives for

People

managers

15

Movement of Scope’s GrandMean and

Follow-Through scores

3.98 3.96

4.22

3.79 3.81

4.09

3.00

3.20

3.40

3.60

3.80

4.00

4.20

4.40

4.60

4.80

5.00

2008 2009 2010

Scope Int Pvt. Ltd. GrandMean

Scope Int Pvt. Ltd. Follow-Through


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

17

Segmenting support for managers

Bottom quartile

(under 25th %ile)

Second quartile

(25th – 50th %ile)

Third quartile

(50th – 75th %ile)

Top quartile

(over 75th %ile)

EVALUATE EDUCATE ENCOURAGE ESTEEM

HR support Coach managers in having

frequent, one to one discussions

on the basics of management

and engagement

Agree personal action plan to

build capability in the basics of

management

Review success in building

management capability

Build interaction with upper quartile

managers, e.g. Engagement

Coaches

Discuss outputs of engagement

planning discussions, and how to

refresh the action plan

Build linkage with business

performance goals and drivers

Coaching around „the basics of

management‟

State of the Team coaching

discussion

Coach on facilitating great discussions

to build engagement OR facilitate the

discussion

Coach on improving outputs of

engagement planning discussions,

and how to use feedback loops to

refresh the action plan

Build linkage with business

performance goals and drivers

State of the Team discussion

focusing on „Good to Great‟ and

identifying what makes them

successful

Coach around feedback loops

Facilitate engagement

discussions / „impact planning‟

Facilitate engagement reviews

throughout the year

Facilitate engagement discussions

/ „impact planning‟ – using

business priorities as why to have

the discussion

As needed As needed

Other

support

available

Conversations that Count

booklets

Know, Focus, Care, Inspire

awareness workshop

Attend relevant Great Manager

Programme workshops

Conversations that Count booklets

Know, Focus, Care, Inspire

awareness workshop


Programme workshops

Attend relevant transition

Management Development

Programmes as identified by

responsible Talent Manager

Manager Springboard Workshop –

From Surviving to Thriving

Build interaction with upper quartile

managers

Selected basic elements of the GMP

to address weaker areas, e.g.

workshops and Conversations that

Count booklets


Programme workshops

Attend relevant transition

Management Development

Programme as identified by

responsible Talent Manager

Become Engagement

Champions & e.g. chair best

practice sessions, review 2nd /

3rd quartile managers‟ actions

and progress

Reward and recognise as for

great business performance –

celebrate success

Mentoring by role model senior

leaders / managers

Recognise, systematically study

and publicise best practices


Programme workshops

Coach

Facilitate

18




– The model


Scope‟s journey




3 Hypotheses / Dilemmas

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

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

21

Performance Management

22

Key Features

Year round activity

Robust Processes for

fairness / objectivity

Strong Performance

Differentiation /

Linkage with reward

Well integrated with

HR processes

P3

(Performance,

Pay, Potential)

RewardsRewards

Employee

Engagement

Employee

Engagement

Talent

Management

and Career

Progression

Learning &

Development

Learning &

Development

23

Our performance and values rating scales

Performance

1 rating means the employee has

demonstrated consistently exceptional

performance


demonstrated very good performance

against stretching objectives


demonstrated good performance

against stretching objectives

4 rating means that improvement is

required


demonstrated unacceptable

performance

Values

A. rating means the employee role models

living the values

B. rating means the employee almost

always lives the values

C. rating means the employee generally

lives the values

D. rating means the employee sometimes

lives the values

E. rating means the employee fails to live

the values

Making rating decisions means…”what” and “how”

24


Management





25

Implementation Focus

Devolving accountability : role in performance

rating decisions

Empowering managers : access to market data

and role in reward decisions

Performance Management Training focussed on

managers and appraisees

Leveraging on technology

Transparency &

Communication

Extensive involvement and time commitment of

senior leadership through-out the process

- Communication

- Detailed 2 stage-levelling

- Case-by-case review of Hipos / Exceptions / Poor

performers

- Escalations and post P3 feedback

P3

P

R

O

C

E

S

S

1

Training

Empowering

Managers

2

3

Close

participation

of leadership

4

Creative year-round communication

Sharing of decisions and outcomes

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%

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

28

Tools Unlimited

28

e-learning

Presentation

Webinar

Checklists, FAQs, Podcasts…

a wide range of solutions to

suit varying needs

http://teamsiteshk.zone1.scb.net/sites/hr/LearningatSCB/ppa/hr/Documents/Performance/EP/player.html

https://scbenterprise.webex.com/scbenterprise/lsr.php?AT=pb&SP=TC&rID=59702287&rKey=3e25d6111ac53518&act=pb

http://teamsiteshk.zone1.scb.net/sites/hr/LearningatSCB/ppa/hr/Documents/Performance/GROW coaching (ee).pdf


http://teamsiteshk.zone1.scb.net/sites/hr/LearningatSCB/ppa/hr/Documents/Performance/GROW coaching (lm).pdf


http://iconnect.zone1.scb.net/hr/pr/Documents/Work life balance.docx

http://teamsiteshk.zone1.scb.net/sites/hr/LearningatSCB/ppa/hr/Documents/Performance/EP/player.html


29

Communication is used as a powerful tool to:

– Inform with transparency

– Bring alignment in understanding the key drivers

– Elicit feedback and

– Drive compliance

Transparency and Communication

30

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


31


Guidelines on Share point accessible to all

32


Creative Messaging

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

34


Management






35 35

Common Challenges

Creating Alignment

Differentiating performance and

reward Giving away the

power

Ensuring each

employee has an

engaging performance

conversation

Sustaining

credibility and trust

36 36 36

Creating Alignment

Aligning

• Business units

needs with

organizational

drivers

• Managers’

understanding /

wants

• Employee

expectations

• Constant dialoguing at all levels

Leadership / Managers / Employees

• Early engagement with stakeholders

• Driving consistency of principles but

providing room for genuine exceptions

• Encouraging compliance to process

through data based MIS

• Acceptance that this is a journey

rather than a destination

Challenges What has worked for us:

37 37 37

Creating Alignment

JO REVIEW

JO SURVEY

ASSESSMENT

OF JO FGD

JO

SCORE CARD

Coverage: 1122 (18%)

1. 2.

Coverage: 292 (5%)

P3 SURVEY3

Coverage: 754 (12%) Coverage: 3698 (58%)

Process

Adherence

Process

EffectivenessProcess

Quality

A continuous

improvement

initiative : Setting Job Objectives

/ I know what to do

Objective assessment of

the quality and

effectiveness of job

objectives setting. The

framework measures

compliance e.g.

adherence to timelines;

quality e.g. how smart

are the objectives; and

effectiveness e.g. do

employees know what is

expected of them at

work?

38 38 38

Trust in

• Authenticity

of process

• Market data

• Fairness in

decision

outcomes

• Strong independent governance by HR

• Robust check & balance mechanisms -

multiple raters, stakeholder feedback,

leveling, escalation process etc. produce

upward as well as downward adjustments

• Use of transparently shared and

consistently applied principles

• Creating a culture of Open / Honest /

Courageous conversations

• Training managers

• Taking and acting on feedback from all

levels


Sustaining Credibility and Trust

39 39 39

The Performance Conversation

Ensuring

• Each and

every employee

has a

performance

conversation

• Consistency

and good

quality of

performance

conversation

• Training managers

• Rigorous communication on the

importance of the performance

conversation

• Selective focus – Quantity then

quality ; select particular dimension for

focused training e.g. values /

compensation etc.


40 40 40

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%.

The Performance Conversation

41 41 41

Differentiating Performance & Reward

• Left skew of

distribution

• “Quotas”

• Differentiating

performance at

managerial and

senior levels

• Linking reward

decisions to

performance

• No “force fitting”. However rating

distribution is subjected to strong

review not only at an overall

organization level, but also

at unit and business level

across organization levels

separately for new joiners & tenured employees

• Performance linkage built into

reward guidelines

• HR ensures healthy challenge

through independent, data driven

reviews


42 42 42

Well differentiated Performance and

Reward

Scope Performance Distribution

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

GSSC 7.80% 34.30% 52.00% 5.60% 0.20%

1 2 3 4 5

Exceptional

Performance

Very Good

Performance

Good

Performance

Under

Performance

Salary Increase 1.75 1.42 1.00 0.00

Performance

Bonus1.70 1.40 1.00 0.30

43 43 43

Giving away the Power

• Will Managers

have the required

maturity to make

balanced

decisions?

• How will we

manage budgets?

• Will access to

sensitive market

data result in

disengagement?

• Change managed gradually over a

period of time

• Intensive and continuing awareness

building and training

• Managers are empowered and also

held accountable for engagement

within their teams

• Clear communication / setting of

expectations at each cycle


44

Growing and Retaining Top Talent


Talent Management framework

What worked for us

Talent Scorecard

73% 38% % of hipos in special projects

68% 32% % of hipos featuring in succession plan with

immediate readiness

3% 28% % of hipos in same role for more than two years

58 32 Number of cross border moves

95% 91% Hipo retention %

8.8 6.5 % of hipos over eligible population

Year

2010-11

Year

2009-10

Deliver superior

financial

performance

Continuously

improve the

way we work

Massively

multiply our

leadership

capability

Strengthen our

right partner

relationship with

regulators and

communities

Reinforce the

brand

The world’s best international bank:

Leading the way in Asia, Africa and the Middle East Our vision

The Context

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.

Our

priorities

Peter Sands

Driving Performance through

Productivity, Leadership & Engagement

47

Critical Resources (CR)

Develop for broader assignments to

increase their potential or for

outstanding performance

Core Contributor (CC)

Develop skills to “mastery” /

leverage them into a role at a

similar level

Under Performance

(UP)

Focus their

development towards a

more suitable role, or

manage out

Under Achiever

(UA)

Provide targeted

development

support to improve

performance

Hig

h

Med

ium

L

ow

P

O

T

E

N

T

I

A

L

Unacceptable Good Exceptional

P E R F O R M A N C E

High Potential Coach / Support

outstanding

performance and align

development plan with

aspirations and goals

for potential new roles

Talent Classification

48

Ind

ivid

ual

Co

ntr

ibu

tors

(H

4)

People Criteria Technical Criteria

What this means at junior level?

Future

Focus

Drive to

Lead

Leading

People

Deliverin

g Results Sen

ior

Lead

ers

Learning Agility

Leadership Potential

Commercial Acumen

Business

Professionalism

SCB Leadership Model

Talent Identification Criteria

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

Managing Talent - Key Priorities

Outcome

and Review

Transparency

Orientation of

managers

Equipping

talent to

make career

&

developmen

t plan

Support in

classifying

talent

Retention

Risk

assessment

Engagement

& Visibility

with

Leadership

Hipo validation tool

H4

validation

tool

Key features of the tool

• Objective assessment

• Compare the potential

• Consistency

• Reference point for development

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


Outcome

and Review

Transparency &

Orientation of

managers Equipping

talent to

make career

&

developmen

t plan

Support in

classifying

talent

Retention

Risk

assessment

Engagement

& Visibility

with

Leadership

Critical lever to positively increase

performance and engagement levels

Improved, and more effective / targeted

development planning

Greater visibility for the „right‟ people

Greater understanding of peoples

career aspirations, and long term

career goals

Improved retention of talent pool

members

Critical Benefits

Poorly managed transparency

discussions with hipos, and non-

hipos

Concern of not having clear

development proposition in place

Lack of / ineffective guidance and

formal support for line managers on

the goals, and components of the

development offering for hipos

Unclear hipo expectations, in terms

of what their mutual obligations are

to the organization

Possible Risks

Why transparency?

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

Line Managers as Talent Champions

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

http://teamsiteshk.zone1.scb.net/sites/gto/gssc/HR/Lists/Talent Survey/NewForm.aspx


Outcome

and Review

Transparency Equipping

talent to

make career

&

development

plan

Support in

classifying

talent

Retention

Risk

assessment

Engagement

& Visibility

with

Leadership

Focus on Your Future


Outcome

and Review

Transparency

Equipping

talent to

make career

&

developmen

t plan

Support in

classifying

talent

Retention

Risk

assessment

Engagement

& Visibility

with

Leadership

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

Talent Retention – Risk Assessment

Risk Assessment Areas

Development Opportunities

Recognition

Career Growth/ Promotion

Compensation

Role Challenge

Work Life Balance

Role Clarity

Personal

Relationship with Manager

Low Medium High

R

I

S

K

A

R

E

A

S

R

I

S

K

A

R

E

A

S

RISK INDICATOR RISK INDICATORS

Risk Assessment tool

Job Related Factors Develo

pment

Opport

unities

Recog

nition

Career

Growth

/

Promot

ion

Compen

sation

Perso

nal

Relation

ship

with

the

manage

r

Role

clarity

Role

Challenge

Worklife

Balance

Hipo

1 M L L L L M H L M

Hipo

2 L L L M M L L H L

Hipo

3 M M L L L L M L L

Hipo

4 L H L H L L L M L

Hipo

5 L L M L H H L L H

Risk Assessment – Mitigation Plan

High Risk

Areas Why is it a risk area

Recommended

actions Responsibility

Target

date


Outcome

and Review

Transparency

Equipping

talent to

make career

&

developmen

t plan

Support in

classifying

talent

Retention

Risk

assessment Engagement

& Visibility

with

Leadership

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

Engagement with Senior Leadership

• 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

“Power of Leadership” and “Power of Perspectives”


Outcome

and Review

Transparency

Equipping

talent to

make career

&

developmen

t plan

Support in

classifying

talent

Retention

Risk

assessment Engagement

& Visibility

with

Leadership

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 69 69

THANK YOU