a Univar company

Talent Management Talent Management FrameworkFramework

April, 2010April, 2010

Innovative Model. Differentiated Culture.

Disruptive Technology.

2

Our Guiding Cultural Principles

◄ We are a team-based company of peers, who respect critical thinkers more than true believers.

◄ We value talent, innovation and resourcefulness over tenure or longevity.

◄ We communicate openly and honestly.◄ We place execution over perfection.◄ We support creativity and innovation, and are not

afraid to make mistakes.◄ We deal with challenges as opportunities, in a

direct, fair, respectful and energetic manner.◄ We understand that everything is a process, and

we continually seek and implement more productive approaches and methodologies to our work.

3

Talent Management Components

CompetencyModel

PersonalDevelopment

Plans

EmployeeData

Quarterly PerformanceReviews

Roles/Job Codes

Progression &Talent Tracking

Development& Advancement

Behavior-basedPerformance

4

Competency Model—Portfolio Structure

CompetencyModel

Behavior-basedCulture

Will Do Shows Up with Energy Adapts to Change Innovates Exhibits Leadership

There are VaryingTiers per Role Quadrant

Vision TEAM Mastery

Tactical TEAM Tactics

Analytical TEAM Efficiency

Leadership TEAM Acumen

5

Operations—Competency Portfolio

CompetencyModel

Will Do Shows Up with Energy Adapts to Change Innovates Exhibits Leadership

Service Specialist Organizes Work Orients to Customer Contributes to Team Success Coaches Others

Service Manager Develops and Guides Resources Builds Strategic Relationships Cultivates Organizational Alliances

Process Manager Leads Through Vision and Values

Service Analyst Anticipates and Organizes Builds Successful Teams Aligns Performance for Success

Process Analyst Builds Strategic Relationships

Process Specialist Exhibits Analytical Intelligence

Behavior-basedCulture

Vice President Empowers Others Inspires Trust Exhibits Visionary Thinking Demonstrates Financial Acumen

Operations Director tbd

Vision TEAM Mastery

Tactical TEAM Tactics

Analytical TEAM Efficiency

Leadership TEAM Acumen

6

Employee Data

◄ Established OurTeam and SuccessFactors integration

◄ Expanded OurTeam Model to include additional attributes

◄ Creating Performance History components

7

Competency Attributes—Build in Process

Competency

Coaches & DevelopsOthers

Key Behaviors Indicators Assessment Assistant

…….Offers feedback

Sets developmentalobjectives

Consistently provides feedback to include

contextually relevantexamples.

Could offer more feedback that includes

more contextually relevant

examples.

8

Quarterly Performance Reviews

◄ Process-based workflow

◄ Objectives are aligned with business goals, competencies, and cultural principles

◄ Bi-weekly discussions are held between coaches & contributors to establish consistent and open dialog

◄ Ratings encourage critical thinking and inspires 10x10 contribution

Can

-Do

Will-Do

9

Personal Development Planning

◄ Execution 1st: Orient to Performance and Business◄ Guided Self Initiated “What do I want to be?”

Planning◄ Provide Development Workflow to Assist in

Progression

Defined

career interes

t?

Target Dev Paths

New Interest?

Yes! Determine Approach

& Plan

Yes!

Not Yet

Define Specific

Dev Objectives

Yes!

New Interest?

Work Objectives & Training

Yes!

Promo or New Interest?

Mentoring (optional)

Plan Progress

10

Questions & Answers

“A good plan, violently executed now, is better than a perfect plan next week.”

-George S. Patton, Jr.