Talent Management Framework For Managerial Employees ( Identification & Development )

Hindalco Industries Limited Renukoot

Index
Content Page Number

Process Flow For Identification of Talent Talent Management Framework Process Steps At Hindalco : Description Level wise Generic Competencies & Its Meaning Annexure I Performance - Potential Matrix Annexure II Investment / Engagement For Different Talent Types & Different Management Levels Annexure V Talent Assessment & Segmentation ( TAS ) Form - Annexure III Individual Development Plan ( IDP ) Annexure IV Level Wise Functional Competencies & Its Meaning Annexure VI

1 23 4 18 19 37 38 43 44 - 46

47 - 58 59 - 60 61 Onwards

I.

Process Flow for Identification of Talent Pool : Managing Self

Step - I

Career Stage Assessment

Managing Others Managing Managers 3 Potential Assessment 2 1 Performance Assessment

Perf. Pot. Matrix

Step - II

Talent Segmentation

C B A

1A 1B 1C

2A 2B 2C

3A 3B 3C

Step - III

Talent Pool Validation of Talent Pool by Outside Agency

Leadership Talent 3A Management Talent 2A,2B,3B Support Talent 1A,1B,1C,2C,3C

Step -IV

Step: V

Finalization of Talent Pool by Panel Talent Review Dialogue Individual Dev. Plan

Step: VI

Step: VII

Review of Talent Pool

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Talent Management Framework

What do we mean by talent? In the most general sense, talent is the sum of a persons abilities his or her intrinsic gifts, skills, knowledge, experience, intelligence, judgment, attitude, character, and drive. It also includes his or her ability to learn and grow. In present era of knowledge age, the importance of hard assets machines, factories & capital declined relative to the importance of intangible assets - proprietary networks, brands, intellectual capital, and talent.

Demand for high-calibre managerial talent is growing. The job of managers is becoming more challenging as globalisation, deregulation, and rapid advances in technology change. Companies today need managers who can respond to these challenges. They need risk takers, global entrepreneurs, and techno-savvy managers. They need leaders who can reconceive their business and inspire their people. Existing trends shows that , managerial talent pool needs to be more stronger now and majority of the corporate believe that they don have talented people to pursue most of their companies business opportunities.

GE, Enron, Amgen, Doubleclick, Synovus financials, Home depot, Arrow Electronics, Johnson & Johnson, Hewlett Packard, Allied Signals, P & G are few benchmarked companies who embrace talent mindset and manage their talent effectively. They are admired for the strength and depth of the managerial talent. They have built employee value proposition, rebuilt their recruiting strategies, and kept the learning curve steep and provided different kind of challenges & opportunities to their people.

Way Forward at Hindalco:

As you are aware, CHR has rolled out a uniform Talent Management Framework across the Aditya Birla Group Units. Accordingly, awareness sessions have been conducted for managerial employees in various plants / functions to understand the nature, scope, process & outcome of the initiative.

These sessions must have provided detailed orientation on talent management framework. Now, the most challenging task is to implement the framework and create talent pool as per the framework. However, for further clarity and understanding, we are reproducing in brief talent management typology suggested by CHR and also suggesting in detail the process to be followed in identification and development of talent at Hindalco.

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Our Talent Management process provides a holistic and systematic approach to acquire, develop and embed the competencies that are required to survive and achieve our aspirations. Framework is built on the work done so far on the people processes and is applicable to all managerial employees i.e. senior, middle & junior.

We have used various terminologies to describe talent management process, universal understanding of these terminologies would be very handy in understanding & implementing this framework. ! ! Talent : Talent has both aptitude and skill and is very critical to business success.

Potential : Potential is not merely a demonstration of the acquired intellectual & emotional assets but, also a demonstration of ability to acquire the assets needed for future situations. Not necessarily every talent represent a potential. A high talent does not necessarily imply high potential.

Leadership : Talent when coupled with potential, occupies certain positions that set the direction and drive the organization and teams towards an aspirational goal. High performance and high leadership potential is critical to the success of our business.

All employees have talent & potential that is important for the organization, however, some talent are crucial than others and organization would make differential investment in different talents. ! Manager Vs Leader: Leadership & Management are two distinctive & complementary system of action. Both are required and are very important to any organization success. Distinction between Manager & Leaders needs to be understood to cultivate environment in which both can flourish.

Manager ! ! ! ! Copes with complexity Plans, Budgets. Organize, Staffs Controls, Problem Solving

Leaders ! ! ! ! Copes with change Sets a direction Align People Motivates / Inspires.

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Process Steps at Hindalco

Step I : Career Path & Career Stage Assessment
The first step in the identification process is career stage assessment. Career stages relates to the distinct stages in the individual career. But, what exactly, we mean by career & career path? In simple terms, career is an assortment of experiences resulting into better development of an individual in a certain chosen field or occupation. The experiences are dynamic and interrelated. Whereas, career path is the path taken by the individual to have enriched career experience, which includes education, skills, personal values, goals etc. Career path sets a direction it comprises of a sequence of steps that prepares an individual with necessary education, aptitude, & training to perform successfully.

Broadly we have two types of career paths i.e.: ! ! General Management Functional Management

These career paths are evolutionary phases of working life and provide a useful structure to conceptualise career development. For both General & Functional Management career paths, we have following 6 career stages:

General Management Career Stages

Functional Management Career Stages

Grou p Fu nctio n He ad (* )
ead Function H any omp Business/C Fun ction Hea d - Un its

Bus ines s He ad

ad / SBU He Unit Head

Fun ctio nH ead

- Un its

gional/Zo (Dept./Re

anagers Manage M nal Manager)

Man a (Sec ge Othe tion r Hea s d) Manage Self (Ind. Contributor)

(Dept./Re

anagers Manage M nal Manager)

gional/Zo

Source : Walter Mahler

Man ag (Sec e Other tion H s ead) e Self Manag (Ind. Contributor)

Source : Walter Mahler

* BMCL Corporate Function Heads

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In order to ensure employees move through various career stages in an informed and systematic manner for their development we have defined these career stages along with competencies required to be successful at each career stages. !

Career Stage I : Manage Self (Individual Contributors)

They contribute by doing the work themselves within a given time frame to meet the role objective They do not have managerial responsibilities for other peoples performance. They are accountable for their own actions. Irrespective of the function and designation, their skill requirements are primarily technical and professional/functional. When people become skilled individual contributors who produce good results and demonstrate an ability to collaborate with others, and adhere to company values they usually receive additional responsibility.

Career Stage II : Manage Others ( e.g. Section Head )

First time manager & accountable for others actions. This stage requires a major transition the responsibility is for getting work done through others, in addition to their own. New managers recognize this intellectually and reject it psychologically. Typically they overpower their direct reports with their expertise. Giving up tasks and responsibilities that earned them a managers title in the first place is tremendously difficult aspect of this stage. Managerial activities like planning, organizing, delegating, monitoring, communicating, enabling, building relationships, etc come into focus.

Career Stage III : Manage Managers ( e.g. Department Head )

Important middle-management position for managing and developing support managers. False assumption that there is very little difference between the previous stage and this one. This stage calls in for different skill sets which include selecting and training first line managers, holding them accountable for managerial work, deploying/redeploying resources, etc. -5-

Managers, who fail to become proficient at this stage display poor performance management, fail to build a strong team, have difficulty in delegating, etc. This person is the management for the greatest number of people in the company who do hands on work

Career Stage IV : Functional Head Units

First step into Senior Management. Mental shift from being a functional member to a functional leader. Takes charge of the function and becomes a key member of management team. Transition from an operational orientation to a total business and strategic orientation. The requirement of leadership maturity makes development of empathy; timing, judgement and long-term thinking assume more importance. Contribution is expected to be remarkably different.

! !

Career Stage V : Unit Head / SBU Head or Functional Head Business / Company

Career Stage VI : Business Head or Group Function Heads ( BMCL )

Criteria for Identification of Career Stages at Hindalco :

Out of the above 6-career stages upto career stage III i.e. upto Manage Managers will be dealt at unit level where as remaining 3 stages would be handled corporate level. Accordingly, we have broadly tried to classify 3 career stages applicable for us as under:

Manage Self

Manage Others

Manage Managers

# Individual Contributor having no # Individual having 2- 3 # Individual having more direct reports direct reports / in non than 2 3 direct reports in Management Cadre

management # Reporting Above e.g. : Shift Engineers, Sales Officers, e.g. Territory Managers, Room Sectional Product

management cadre to GM & # Reporting to Plant /

Functional Head. Head, e.g. Department Head,

In- Regional

Heads, Product heads, etc.

charges, area in-charges, First Line Line In charges, Engineers etc. -6-

Step II : Talent Segmentation ( Performance & Potential Matrix )

The next important step is Talent Segmentation where each manager would be place in one of the boxes of performance potential matrix. Performance & Potential are the two most important element of Talent Segmentation. Correct assessment of performance & potential provides the building block to talent management process. Performance & Potential can be best understood as per the following:

Performance ! ! ! ! ! ! Linked to Present Job Is relative to others. Is measurable Consistent good / high performance is a pre-requisite to advancement. High performance is not a sure indicator of ! ability to move to next 1-2 career stages. Age, career stage, compensation, ! ! ! !

Potential Is capable of coming into being in future. Potential assessment examines if an

individual has what it takes to advance to position of greater management

/leadership/ technical skills. Potential rated low is not a write off case. Judgement of senior management in

assessing potential is the most critical tool for potential identification. High potential may represent the

upbringing, motivation, style of boss, culture at workplace etc impact performance.

organizations inventory of future leaders.

Performance & Potential Matrix:

There are several ways to review talent in the organization. Performance & Potential matrix is the most frequently used tool. It is simple to understand and apply. It helps in making a talent inventory for the organization. It is 3*3 matrix where each box has its own definition and developmental challenges. It is 9-box matrix. Each managerial employee would be reviewed on performance & potential and assigned to one of the nine boxes. On the X axis performance would be plotted using 3 point scale, 3 being high performance, 2 medium performance & 1 low performance. On the Y axis potential in the form of competency framework would be plotted using scale of C, B & A. C being competencies demonstrated in the current career stage & A & B would be the competencies demonstrated for the next 1-2 career stage.

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Performance & Potential Matrix:

High P A O T E N T B I A L C

1 1A High Potential / Low Performance

2 2A High Potential / Medium Performance

3 3A High Potential / High Performance

1B Medium Potential / Low Performance 1C Low Potential / Low Performance

2B Medium Potential / Medium Performance 2C Low Potential / Medium Performance

3B Medium Potential / High Performance 3C Low Potential / High Performance

Low

PERFORMANCE

High

Criteria for assessment of Performance & Potential at Hindalco:

Performance Assessment:

To assess performance of managerial employees, performance rating over the last 3 years would be considered. 3 point scale (3,2,1) would be used to assess performance. Based on following combinations of last 3 years performance ratings ( 01-02, 02-03, 03-04 ), performance of an individual would be assessed using 3 point scale. Rating Criteria Performance assessed as per the scale 3A/2A&1B 3B/1A&2B Any other combination of Performance rating with C but not with D & E 3 2 1

For e.g. If any managerial employee having 3 outstanding / exceptional achiever or 2 outstanding / exceptional achiever & 1 Very Good / High Achiever rating in last 3 years would get 3 on the performance scale. Like wise, if an individual is having combination of 1 Outstanding & 2 Very Good or 3 Very Good continuously in last 3 years, he would be assigned 2 on the performance scale. Similarly, if performance ratings of any individual in last 3 years is in the combination of 2 -8-

Very Good & 1 Good or 1 Very Good & 2 Good or 3 Good or 1 Outstanding & 2 Good or 1 Outstanding & 1 Very Good & 1 Good, he would be assigned 1 on the performance scale.

Individuals having performance ratings below Good in any of the last 3 years would not be considered for Talent Management.

Potential Assessment :
After identification of employee career stage i.e managing self, managing others, managing managers etc, competencies of each employee would be assessed by his respective plant / functional head. Following 3 Point scale would be used to assess potential of individuals at each level of the career stage:

Criteria

Scale

Exceeds: More than adequate for the job & is a good fit.

Adequate: Adequately equipped to meet / fit the requirements in the job

Inadequate: Individual is not equipped to meet minimum requirement in the job and substantial development is required to meet minimum requirement of the job.

Note : If any individual is inadequately equipped for his current / next 1-2 level of career stage his assessment stops at that particular level and he would be considered only for the immediate below level career stage where he has exceeded / adequately equipped for all the competencies mentioned for that career stage.

However, If any individual is inadequately equipped for his current level career stage he will not be considered for further potential assessment & talent pool segmentation.

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Potential Slotting:
Based on the above potential assessment for current & next 1 2 level of career stage, potential slotting will be done. For slotting, Please use following table & assign A / B / C rating as per the below mentioned criteria & explanation in Talent Segmentation Page 12 of Talent Assessment & Segmentation Form:

Rating Criteria A If individual is demonstrating the competencies required at his next 2 career stages i.e if individual is at career stage Manage Self and if he is demonstrating competencies required at Managing Others and Manage Managers he / she would be assigned A. B If individual is demonstrating the competencies required at his next career stages i.e if individual is at career stage Manage Self and if he is demonstrating competencies required at Manage Others he / she would be assigned B. C If individual is demonstrating the competencies required at his current career stage i.e if individual is at career stage Manage Self and if he is demonstrating competencies required at this career stage he / she would be assigned C. For E.g. : o If person X current career stage is Managing Self and his potential assessment profile shows his demonstration of the competencies are largely in the column Exceeds / Adequate he is fully qualified to be given C Rating. However, If person X potential assessment profile shows he is inadequately equipped for his current career stage, he would not form a part of talent pool. o Once person X qualifies his current level career stage he would be assessed for the next level career stage i.e. Managing Others. On Assessment, you found that, person X exceeds / adequately equipped for the next level competency he would be given B Rating. His position in the performance potential matrix would then depend on his performance over last 3 years. However, If person X is inadequately equipped for next level career stage, he would be located in any of the box of performance potential matrix having C rating based on his performance. o If person X exceeds / adequately equipped for the next 1 level careers stage, he qualifies to be assessed fro next 2 level career stage i.e. Managing Managers. On Assessment, you found that, person X exceeds / adequately equipped in the next 2 level competency also he would finally be given A Rating. His position in the matrix would then depend on his performance. If person X is inadequately equipped for this level career stage, he would be located in any of the box of performance potential matrix having B rating based on his performance.

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Note: Please do not assess potential of an individual below his current level of career stage for e.g. If any individuals current career stage is Managing Others then he / she should not be assessed for career stage below Managing others i.e. Managing Self.

Competencies for Potential Assessment:

Competencies for potential assessment is divided into two categories : ! ! Generic Level wise Competencies Functional Level wise Competencies.

Generic Competencies :
Following are the career stage wise generic competencies to be assessed for each managerial employee. Detail definition, meaning & behavioural indicators for each competency is enclosed as Annexure I.

You may find same competency in different career stages. But, if you see its meaning in competency booklet (annexure I) they are different. For eg. Learning ability is common across each career stages but its meaning, behavioural indicator; requirement etc is different for each career stage.

Generic Competencies are split into 3 clusters:

! ! ! Personal Effectiveness Cluster Inter-personal Influence Cluster. Strategic Cluster.

Manage Self ! ! ! ! ! ! !

Manage Others ! ! ! ! ! ! !

Manage Managers ! ! ! ! !

Functional Head ! Decision Making ! Empathy ! Flexibility ! Functional Expertise ! Integrity ! Learning Ability

Personal Effectiveness Cluster Achievement Orientation Adopting Professional Standards Align with Company Culture Communication Concern for quality Execution Initiative Delegation Integrity Conceptual Thinking Delegation

Learning Ability Measurement Monitoring Planning & Organising Problem Solving - 11 -

Integrity Learning Ability Organizational Awareness

! Integrity ! Learning Ability ! Reliability Inter Personal Influence Cluster ! Teamwork ! ! ! Building establishing relations Coaching Communication & ! ! ! Communication ! Communication

! Strategic Cluster

Holding People ! Customer Accountable Orientation Performance ! Leadership ( Management Providing direction, Motivating, Empowering, Attracting, Developing & retaining talent ) Team Leadership ! Performance Management ! Long perspective ! Business Perspective term

Assessors at the level of Plant / Functional heads are requested to refer the competency annexure before & at the time of assessing the individual potential.

Functional Competencies:
Functional competencies are the competencies specific to the functional requirement of the position / job. It is strenuous to identify and freeze functional competencies for each level & job as functional competencies are specific to the nature of the industry, technology, specific qualification requirement and hands on exposure in the particular area / job. Since Talent Identification & Segmentation will not be complete without assessment of potential on functional competencies, we have incorporated the same in our talent management framework.

As you are aware, some time back we had conducted competency identification & building survey in which we had asked you to identify level wise functional competency requirement. Based on the survey findings we have identified functional areas for majority of the functions. Like wise, Over the last couple of years we had also completed Job description exercise, this has helped us in assigning meaning to the identified functional area. Moreover, we have also taken assistance of few of the selected key & critical individuals drawn from various functions in fine tuning & designing functional competencies. Feedback obtained from these sources has been quite handy & useful in drafting functional competencies. Draft functional competencies then was discussed - 12 -

with plant / functional heads for validation. After validation, we have finalised level wise functional competencies for most of the functions except Sales & Marketing, Foil & Wheel Operations, Medical Services, Administration, Hospitality services, Power & Mines Operations etc.

Functional competencies along with its meaning for each career stage have been captured in the separate booklet as Annexure - VI. These functional competencies may please be assessed separately and its assessment should be appropriately be used for final talent segmentation and

should be attached along with Talent Assessment & Segmentation Form.

Functions of which Functional competencies have not been identified & finalized would be taken up simultaneously along with assessment of potential on Generic competencies.

Since this is our first experience in drafting functional competencies, there may exist a scope for further modification & improvement. In view of this, during the assessment process, wherever you feel the need of further fine-tuning these competencies, please incorporate the changes and inform the same to us for capturing the same in our functional competency booklet.

Scale to be used for assessment of functional competencies would be same as of generic competency, which is provided in Talent Assessment & Segmentation Form.

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Performance & Potential Matrix :

After finalization of individual performance in the scale (1,2 & 3) and his potential in the scale ( A, B & C ). Individuals would be plotted in the performance potential matrix:

P o t e n t i a l

1A

2A

3A Leadership Talent

1B

2B

3B

1C

2C

3C

Performance Support Talent Management Talent

Details regarding i.e. definition & meaning of each box of performance potential matrix are provided in the Annexure II titled Performance Potential Matrix.

Talent assessment & segmentation ( TAS ) Form :

A comprehensive Talent Assessment & Segmentation ( TAS ) form has been designed to systematically & seamlessly identify career stage identification, performance segmentation & potential segmentation leading to Talent Segmentation. Talent Assessment & Segmentation ( TAS ) Form is enclosed as Annexure III, which has to completed in all respect by respective plant / functional head at the time of recommending the segmentation (i.e individual plotting in the matrix).

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Step III: Talent Pool

Based on the performance potential matrix talent Pool would be created at the organizational level. Talent pool would be divided into 3 categories: !

Leadership Talent: Individuals identified / assessed as 3A in performance potential matrix.

Management Talent: Individuals identified / assessed as 2A, 2B, 3B in performance potential matrix.

Support Talent: Individuals identified / assessed as 1A, 1B, 1C, 2C, 3C in performance potential matrix.

Definition & meaning of leadership, management & support talent is provided in the Annexure - II Performance Potential matrix.

Step IV: Validation of Talent Pool by outside consultant

In order to have external perspective, expertise & further objectivity; an Independent external agency would be engaged to validate the talent pool identified by the plant / functional heads through Development Centre. External agency would provide additional data points on potential of an individual and prepare a detailed assessment report. To begin with, In Phase I, Individuals identified, as Leadership & Management talent would go through the development centre. Support talent would be taken up at the later stage. During assessment of individuals through external agency, training cum workshop on assessment & development center would also be conducted for few selected individuals to develop them as internal assessors whose service could be utilized as & when required.

Feedback obtained through external agency would be appropriately used by the Panel members while finalizing the talent pool list.

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Step V Finalization of Talent Pool Talent Review Dialogue

Talent review dialogue is a technique represents a way of improving the fairness & accuracy in predicting the estimated potential. It is based on the premise that previous behaviour and / or pattern of behaviour in specific situations are useful to predict future behaviours.

Talent review dialogue is the best opportunity to plant / functional head to describe how a particular individual behaved in a specific situation. In describing the opportunity or problem, the Functional Head is expected to describe its depth, breadth, and complexity. The Functional Head will have to describe the actions the employee took to resolve an issue or get over a difficult situation etc. It is important that all aspects of the story are verifiable. The experience described by the functional head would be work related and that which has occurred with in the last 2-3 years. It is important that functional heads would describe as fully as possible with out getting lost to unimportant detail. What the employee did, what the approach was, why the employee did what he did, what he achieved, how you feel about the experience, and what he could have done differently. Any contextual issues or factors that influenced should be described, to provide a better understanding. Questions possibly will be asked, by panel members present in the room, which facilitate the gathering of information relevant to key job requirements and the current career stage and demonstration of competencies of the current as well as the next 1-2 career stages.

After respective plant / functional head map each individual on potential performance matrix and identify him as leadership talent / management talent / support talent, Panel would re-visit the list and compare with the assessment of external agency. Cases where potential assessment by plant / functional head and external agency matches would be finalised instantly and may not be taken under talent review dialogue process.

Cases where potential assessment by plant / functional heads and external agency mis-matches/ varies would be referred to talent review dialogue process.

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Panel For Talent Pool Segmentation :

Panel consisting of the following would review the talent pool list finalised by the plant / functional heads:

Renukoot, Renusagar, Mines Chairman: ! ! ! ! COO

Silvassa & Marketing Chairman: ! Chief Marketing Officer

CFD Chairman: ! Group Exe. President & CFO !

Members: Exe. Pre. &

Members: Chief ! !

Sr. Vice President (Foil & Coordinator: Wheel). Product Head (any Jt. President (HR) one External Agency ! Representative external agency. of

Manufacturing Officer. Jt. Exe. President ( F & C ) Sr. Executive President ! ! of external

nominated) Coordinator: Jt. President ( HR )

(Renusagar) Coordinator: ! ! Jt. President ( HR )

External Agency Representative of external agency.

External Agency Representative agency.

After review, Talent Pool list would be proposed to Managing Director for his approval & finalization.

Talent Pool list would not be communicated to individual employee and would be used by Plant / Functional heads for developmental & career advancement purposes. Communication would be only on need to know basis.

Step VI : Individual Development Plan

Based on the position in talent pool, individual development plan would be prepared. Preceding to the preparation of IDP, external agency representative would give personal feedback to individual concerned on his strength, developmental areas, inputs for development etc in presence of respective plant / functional head and HR head.

After inputs on IDP from external agency, respective plant / functional heads with the help of unit HR would prepare IDP for each talent pool member. Format for Individual Development plan is enclosed as Annexure IV. - 17 -

IDP would be prepared for a period of 3 years. Developmental exposure would be based on talent segmentation and other emerging developmental needs. Copy of the IDP would be submitted to HR for monitoring & implement purposes. A suggestive investment / engagement inventory is enclosed for your perusal to be used for employees who have been identified under different segment as Annexure V.

Step VII: Review

Every year talent pool list would be reviewed at plant / functional head in consultation with unit HR. Individual who has been identified as leadership talent does not guarantee his position forever in that particular segment. He can be dropped from the list depending on his performance for consistently for two consecutive years, does not develop his subordinates, wreck organization in a bid to perform or not adhere to Aditya Birla Group values. Similarly, individual who demonstrate consistent performance, adhere group values, demonstrate potential for next 1-2 stages can be added to leadership talent.

Any change to be made in the talent pool list, thorough process starting from Step I to Step VI to be used.

General Guidelines
! ! ! ! Employees retiring in next 1-2 years would not be taken up under talent management process. Individuals having performance ratings in the combination of D or Average during last 3 years would not be considered for talent pool. Those who have not completed 3 performance cycle with the company / group would not be eligible and would be considered at the appropriate time. IDPs of Individual identified under Leadership & Management talent would be reviewed every quarter by plant / functional heads.

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Annexure AnnexureI Level Wise Generic Competencies & Its Meaning

THE CAREER STAGES AND GENERIC COMPETENCIES Career stages and the Competencies in the General Management Career Path
Manage Self Manage Others Manage Managers

Personal Effectiveness Cluster Personal Effectiveness Cluster Personal Effectiveness Cluster Achievement Orientation Delegation Conceptual Thinking Delegation Integrity Learning ability Organizational awareness Inter-personal Influence Cluster Communication

Adopting professional standards Integrity Align with Company Culture Communication Concern for Quality Execution Initiative Integrity Learning Ability Measurement Monitoring Planning & Organizing Problem Solving

Inter-personal Influence Cluster Holding people accountable Building and Establishing Performance management Team leadership

Learning ability Reliability

relations Coaching

Inter-personal Influence Cluster Communication Teamwork Functional Head (Unit) Unit Head / SBU Head Business Head

Personal Effectiveness Cluster Personal Effectiveness Cluster Personal Effectiveness Cluster Decision-making Empathy Flexibility Functional Expertise Integrity Learning ability Learning ability Models Integrity Learning Facilitation Models Integrity

Interpersonal Influence Cluster Interpersonal Influence Cluster Communication Conflict management Leadership Communication Coaching & Mentoring Leadership Strategic Cluster Environment Management Global Outlook Organization Renewal Strategic Perspective Visioning

Interpersonal Influence Cluster Managing Complexity Communication Customer Orientation Leadership Performance Management Strategic Cluster Business Perspective Long Term perspective Networking Strategic Cluster Change management Integration Strategic Orientation

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Career stages & the Competencies in the Functional Management Career Path
Functional Head (Business / Company) Personal Effectiveness Cluster Business Insight Functional Mastery Learning Facilitation Models Integrity Interpersonal Influence Cluster Communication Leadership Matrix management Networking Strategic Cluster Capability building Integration Strategic perspective Group Functional Head (BMCL Corporate Function Head) Personal Effectiveness Cluster Learning Facilitation Models Integrity Interpersonal Influence Cluster Communication Leadership Matrix Management Strategic Cluster Capability building External Focus Networking Standards of functional performance Strategic perspective Visioning

CAREER STAGES & COMPETENCIES DEFINITIONS

1. Career Stage Manage Self (Individual Contributors), Competencies required & Its Definitions

1.01 Achievement Orientation The person is motivated by success - for achieving more for its own sake rather than for material rewards. Is constantly looking for ways to improve performance and has a strong drive to do better than others and have unique accomplishments in life. Is willing to take risks, initiate change, experiment, make personal sacrifices and push hard to achieve exceptional outcomes.

1.02 Adopting professional standards Understands the concepts and their applications in the relevant functional area and does not take shortcuts to achieve work objectives. Applies appropriate rules, experiences, proficiencies, skills, process discipline and academic learning to address work related problems/situations.

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1.03 Align with Company Culture The orientation is in sync with organizational beliefs, values, practices, customs, systems and processes and is comfortable with it. Is at ease with the internal organizational work environment and is able to work ones way through by relating to it.

1.04 Communication Is able to write and speak clearly and get across the point of view. 1.05 Concern for Quality Works with attention to detail. Delivers as per requirement and as per the set standards. Avoids mistakes in the first place and hence, does not have to redo things. Does not allow poor quality work to go forward without corrections or improvement.

1.06 Execution Has the ability to break down the individual objectives into specific tasks, set timelines, follow through them in a disciplined way and accomplish them. Executes plans through appropriate action. Takes things to their conclusion and finality rather than leave half done. 1.07 Initiative Has a preference for taking action. Does more than is required or expected in the job; which enhances job results and avoids problems. Shows willingness and volunteers to undertake new tasks and additional responsibility on most occasions. Takes steps in anticipation.

1.08 Integrity Maintains high ethical standards both personally and professionally. 1.09 Learning ability Is both willing to learn and is capable of learning. Applies learning to the job. Is able to learn from hands-on job experiences and personal interactions. 1.10 Reliability Can be trusted with any people and technical tasks. Consistently meets expectations no matter what the complexity of the task or the hour. Generates confidence and credibility. Is conscious of the trust and faith reposed and strives to uphold the same. 1.11 Teamwork Is able to be a part of any team and play the role of team member. Can share ideas, information, responsibilities and credit with others. Does not hesitate to assist team members, if required. - 21 -

Teams interests are as important to him as his/her own. Does not think only of self-recognition, but of the entire teams success. Is able to stand occasional stress and conflict from other members of the team and deals with it with empathy and openness.

2.

Career Stage - Manage Others - (eg. Section Head), Competencies required & Its

definitions

2.01 Building/Establishing relations Is able to establish and maintain relationships with a diverse group of people, within the function and the unit. Builds trust and support with direct reports and is able to put them at ease. Promotes harmony and consensus through tactful handling of disagreements and potential conflicts. Establishes common purpose relationships with vendors/suppliers and internal customers, and uses these relationships to accomplish work objectives.

2.02 Coaching Facilitates the work efforts of the team members and follows through with constructive guidance and recommendations. Initiates steps to develop the skill sets and competencies of the team members. Is able to correct/re-direct the performance and attitude of the team. 2.03 Communication Is able to clearly articulate the expectations from each person of the team. Can write in a simple manner and speak clearly. Has the right discussion with the right people to understand expectations; this includes subordinates, boss, peers, customers and suppliers. Encourages open exchange of ideas and does not view questions as interruptions. 2.04 Delegation Is able to figure out the scope of work on hand and allocate appropriately the work/tasks to the team as per capability. Allows them to use their knowledge and initiative to accomplish it without compromising on timelines and quality. Is able to identify suitable people, give clear directions and organize resources to get the task(s) accomplished.

2.05 Integrity Maintains high ethical standards both personally and professionally. Is honest and fair in dealing with others. Serves as an example and role model of ethical standards. 2.06 Learning Ability Gains knowledge and in-depth understanding of new skills and unfamiliar managerial tasks, willingly. Is a constant learner and seeks to enhance skills and apply them to work. Is both willing - 22 -

to learn and capable of learning. Learns from collective experience of self and others. Is aware of his/her limitations in knowledge and skill. 2.07 Measurement Can establish measures and controls for the work/tasks assigned to determine standards of performance. Continually uses appropriate data to evolve work measures to keep an eye on work progress. Is able to adequately relate to both quantitative and qualitative measures. 2.08 Monitoring Is able to keep track of the tasks to be completed and the milestones to be achieved. Follows up regularly to determine the performance of the team against objectives and guides team members through blockages to delivery of results.

2.09 Planning & Organizing Is able to manage tasks by prioritizing, using all relevant resources, scheduling the work, anticipating and resolving problems, and working with a team to achieve the objectives. Is able to allocate and evenly spread the workload - over time and across the team. 2.10 Problem Solving Can diagnose, understand and solve problems and issues that arise in day-to-day work. Confronts obstacles/problems, differentiates critical ones from trivial ones and works out tangible alternatives to resolve or surmount them. Commits to actions based on resources available and organizational values. Seeks sustainable solutions rather than short-term ones. 3. Career Stage - Manage Managers (eg. Department Head/Regional/Zonal Manager), Competencies required & Its Definitions

3.01 Communication Is able to write and speak, clearly and fluently, in a one-to-one and in a one-to-many situation. Can positively impact audiences across levels and groups. Can present complex issues in a simple manner and with authority. Encourages open exchange of ideas with groups of managers. Seeks and provides regular feedback both positive and negative. 3.02 Conceptual thinking Is able to identify patterns or connections between situations that are not obviously related. Is able to identify the key or underlying issues in complex situations. It includes using creative or inductive/deductive reasoning.

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3.03 Delegation Is able to allocate and assign specific responsibilities to team members. Allows decision-making authority to the team without actually losing control. Can distribute work/work areas, define expectations & mutually acceptable time frames and get things done. Is able to trust the team with work. Maintains general overview to do mid-course correction, if any. 3.04 Holding people accountable Is able establish in others a commitment to achieve results and gets them to perform in accordance with stated expectations and goals. Gives credit for a job well done and expects people to take responsibility for slip-ups. Has a clear focus on attainment of outcomes and does not hesitate to pull up people, when objectives are not met. Applies standards of accountability equitably.

3.05 Integrity Sets ethical standards for work processes and personal behaviour. Holds self and team accountable to those standards. Maintains high ethical standards both personally and professionally. Shows honesty and fairness in dealing with others. Is conscious about others perceiving the decisions taken and his/her actions as fair and honest. 3.06 Learning ability Gains knowledge, acquires new skills, assimilates it and practices it on the job. Seeks to gain new knowledge/skills constantly to apply them to work situations and train others to do the same. Is both willing to learn and is capable of learning. Does not hesitate to learn from people across levels, functions and backgrounds. Is aware of the limitations and acknowledges it. 3.07 Organizational awareness Has a sound understanding of the roles played by key individuals in the organization. Recognizes the important issues, individuals and decision points that relate to his/her area of responsibility. Cultivates relationships with people and working groups throughout the organization that may facilitate the progress of projects/work. strategy. Understands the organizations history, culture and

3.08 Performance management Takes responsibility not just for the deliverables of the department/region (etc.) and its constituents but is also for enabling the success of the unit. Sets high standards of performance for self and others and provides a clear direction for the team to achieve objectives. Uses performance management tools and techniques to elicit superior performance. - 24 -

3.09 Team leadership Inspires, motivates, guides, directs and develops teams to be productive. Gets diverse groups of people to work together effectively to achieve a stated objective. Creates a supportive environment and helps teams to learn from their mistakes. Team members enjoy working with this person. Is sensitive to the use and abuse of power. Gives constructive feedback and recognizes best time(s) to give and seek feedback. Provides developmental opportunities to the team, inspires a positive attitude and a strong desire to succeed. Encourages all members to works more in teams as a whole and only incidentally as individuals. 4. Career Stage Function Head Units , Competencies required & Its Definitions

4.01 Business Perspective Perceives the function as an integral part of the business. Understands the role of each function in the unit, their interdependence and their contribution to the overall business results and their mutual impact. Uses the function as a lever to be able to provide competitive advantage to the unit and business. Understands unit/business strategy and balances current functional needs with future unit/business goals.

4.2 Communication Presents functional goals, action plans and ideas clearly and with conviction. Can present complex issues with clarity and credibility and positively enthuse buy-in and performance at all levels within the function. Can dialogue with people across levels and across locations, within and outside the organization. Encourages open exchange of ideas with managers within and outside the function. Is able to effectively use feedback for performance improvement. 4.03 Customer Orientation Has insight and appreciation of internal and external customers needs, preferences and what makes them tick. Anticipates customer requirements and can regulate internal (functional) processes to address changing customer needs. Takes every opportunity to engage directly with the customer (internal and/or external) to understand their expectations from the function. Periodically monitors the quality of service received by the customer. 4.04 Decision making Solicits ideas from customers, vendors, industry analysts and colleagues within the organization. Takes decisions based on all facts and ideas. It may include digging or pressing for information even from unfamiliar sources, unfamiliar functions and people by asking a series of questions, arriving at options and evaluating options impartially. Weighs the pros and cons in all situations,

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addresses the long-term and short-term goals of the function and the business drawing conclusions. Accepts the risk factor involved in judgment. Takes speedy but not hasty decisions. 4.05 Empathy Is genuinely concerned about the well being of others. Demonstrates an understanding of and identification with problems and pressures faced by people across levels. Is sensitive to needs of people and always has time for others despite busy schedules. Is non-Judgemental and approachable and tries to help in ways possible. Uses this insight to support people to achieve results rather than lower expectations from them. 4.06 Flexibility Adjusts rapidly and readily in new situations. Has an open mind. Does not hesitate to change opinions based on a better rationale. Adapts to and works effectively with a variety of situations and with various individuals / groups and functions. Co-operates on all fronts for implementing the organizations strategies. Is able to come down or move away from ones own position in response to others needs, ideas or expectations without feeling stressed or compromised. 4.07 Functional Expertise Is contemporary on technical, operational and professional changes in the functional area. Develops a complete in-depth, practical understanding of each and every aspect related to the function. Values all areas within the function and is able to leverage the knowledge for business success. Applies functional expertise innovatively to add value

4.08 Integrity Represents self and others, accurately and fairly, without bias or prejudice. Openly discusses issues of values and integrity to encourage others in the function to uphold the highest standards of integrity. Maintains high ethical standards both personally and professionally. Sets ethical standards for work processes and personal behaviour. Holds self and team accountable to those standards. Shows honesty and fairness in dealing with others. 4.09 Leadership Providing direction: Provides the team with a clear sense of direction. Clearly defines destination in terms of end-state to be experienced. Sets clear milestones along the way. Empowering: Delegates appropriately without losing control. Makes people at all levels accountable for their work. Gives them the latitude to exercise their own initiative and invests them with the power and authority to accomplish tasks successfully. Motivating others: Continuously encourages and dialogues with all direct reports and skip levels (level below direct reports) to translate objectives to meaningful actions. Inspires a positive - 26 -

attitude to work and makes all team excel. Is able to generate and mobilize cross-functional support to functional process improvements. Attracting, Developing and Retaining Talent: Recruits talented professionals into the function. Values opinions of others and fully utilizes their diversity and learning to achieve functional objectives. Develops teams by actively providing them with challenging knowing and performing opportunities, to improve their skills. Provides constructive feedback to the team. 4.10 Learning ability Is driven by an underlying curiosity and desire to know more about things, people and/or issues. Recognizes the new requirements of the role and demonstrates constant learning by seeking to gain knowledge of all areas within the function of other functions. Learns new skills and technologies and takes advantage of opportunities to implement them. Does not hesitate to learn from people across functions, levels and backgrounds and can learn through a variety of methods. 4.11 Long term Perspective Has the skills and foresight to think not only for the present but also the future. Can anticipate future trends, which could impact the organization and initiates policies and methods to meet these requirements. Anticipates issues and scenarios, and is able to prepare multiple options. 4.12 Performance Management Has grasp of key value drivers in the function. Takes full responsibility for the overall performance of the function. Establishes clear priorities for the deliverables and drives the team towards achieving it. Is able to balance the day-to-day performance with the developmental needs of the team. Initiates and develops effective and sustainable performance based relationships with vendors, channel partners, associates etc. to achieve the functional goals. 5. Career Stage Unit Head / SBU Head, Competencies required & Its definitions

5.01 Change management Creates a climate for change by developing trust in people. Makes personal changes before asking others to change. Places influencers in positions of guidance and encourages them to inspire and enthuse others informally and shows the people how the change will benefit them. Finally, gives the people ownership of the change. Understands why people resist change. Can determine who is unwilling to change or unable to change and takes appropriate remedial steps.

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5.02 Communication Presents complex ideas in an impactful manner and with conviction. Can positively influence audiences across levels, cultures - both - within the Unit and external groups. Can effectively represent the Unit as well as the business in internal / external forums. Seeks and provides regular feedback both positive and negative. Is able to use language and ideas that appeals to all functions and all sections of people and is able to carry along all people. Communicates regularly with all teams and leads cross-functional meetings decisively. 5.03 Conflict management Can resolve differences of opinion and interest and reconcile disagreements in a constructive and consistent manner. Is able to evaluate the impact of a friction and provide solutions for enhanced effectiveness of the organization. Does not get biased or carried away by emotional outbursts. Identifies & takes steps to prevent potential situations that could result in unpleasant confrontations. Is able to balance competing interests & multiple priorities along with maintaining relationships without compromising business interest. 5.04 Integration Understands the potential, strengths and weaknesses of every function and its members and their role in meeting overall goals. Is able to facilitate the amalgamation of all functional strategies to achieve the overall unit goals and the business strategy. Values all functions. Encourages crossfunctional workflow and collaborates the efforts of people from diverse functions having a variety of skills to achieve a common purpose. Seamlessly balances the business and unit initiatives and concerns. 5.05 Leadership Providing direction: Provides a clear sense of direction using a multidiscipline approach across the unit. Influences all Function Heads to share ownership of units goals. Organizes resources and steers all the teams towards successful goal/task accomplishment. Empowering: Understands the value of all functions in the unit. Entrusts responsibility to strong performing teams, gives them latitude to exercise their initiative and makes them accountable for the outcomes. Conveys a realistic confidence in the Function Heads and allows them to take appropriate actions in their functional areas. Motivating others: Inspires a positive attitude to work and is able to arouse a strong desire to succeed among team members. Inspires all teams in the unit by being approachable and providing guidance. Supports the team to accept stretch goals and take risks. Looks for signs of demotivation and addresses the same quickly. Attracting, Developing and Retaining talent: Is able to attract and recruit the best talent available in the market. Can segment all people in the unit according to their potential and is able - 28 -

to provide appropriate development opportunities to them. Is able to give feedback and coaching to direct reportees and looks for opportunities to build their competence. Takes such other steps in his/her unit so that talented people stay in the organization.

5.06 Learning Ability Has the curiosity and desire to constantly gain new knowledge/skills and apply them in relevant areas within the unit for continuous improvement. Is open to learning from various methods, sources and backgrounds. Understands how business issues, trends, processes and outcomes affect units strategic direction. Monitors competition and others in the industry, to seek best practices. 5.07 Managing complexity Is able to manage expectations from a diverse and complex set of stakeholders like customers, employees, vendors, business associates, unions, government, community etc. while focusing on the business and expected outcomes. Is able maintain balance of resources, relationships and responsibility in a dynamic environment. Is able to cut through complexities to identify core priorities. 5.08 Models Integrity Builds trust through demonstration of ethical behaviour and personal authenticity.

Sets ethical standards for work and holds people accountable. Openly supports efforts of the team if they are right, even if it means adopting an unpopular position.

5.09 Networking Establishes, maintains and utilizes a broad network of contacts (e.g. key customers, suppliers, trade unions, local administration, government authorities, statutory bodies, business forums, community, etc) in order to keep a pulse on internal and external issues to make informed decisions. Cultivates useful contacts with a range of people in a variety of strategic positions and other key influencers of the business. 5.10 Strategic Orientation Is able to successfully balance between short-term operating results and long-term business possibilities. Has the skill and mindset to address issues for sustaining competitive edge and provide the relevant organizational response. The issues addressed could cover a wide spectrum of areas including people, technology, products, market opportunities, competitive threats and customers. Understands rapidly changing environmental trends at a national and global level.

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6. Career Stage Business Head, Competencies required & Its definitions

6.01 Coaching & Mentoring Facilitates the work efforts of the Unit Heads and follows through with constructive guidance and recommendations. Initiates steps to develop the skill sets and competencies of the Unit Heads and Function Heads in the business units. Is able to inspire achievement, and build capability in Unit Heads to run their businesses effectively. Encourages them to think on broad business terms and provides honest feedback. Is able to create and provide an environment that promotes trust and openness. 6.02 Communication Is able to get across, influence and enthuse a large audience and elicit their commitment and support without actually being in direct touch with them on a hands-on basis. Is able to relate comfortably, internally and externally, with diverse people across levels, functions, skill sets / talents and cultures. Is able to vary communication style with ease to relate to different constituencies. 6.03 Environment Management Acknowledges various stakeholders for the Businesses and optimizes their interests and along with the interest of the organization. Is alert to the changing dynamics of the business

environment and works towards establishing and maintaining useful and supportive networks within and outside the industry. Can effectively deal with key drivers in the industry.

6.04 Global Outlook Constantly compares people capabilities, systems, processes and outputs with Global benchmarks. Can understand the dynamics and the interplay of various forces at that level and has the ability to frame and demand appropriate response from own businesses. Global standards are his/her base. Is able to effectively work and communicate across cultures. 6.05 Leadership Providing direction: Breaks up the broad strategy into clear goals for each unit and provides a sense of direction. Is able to understand the impediments on the path and proactively guide the units to overcome them. Steers the Unit Heads towards goal accomplishments even under challenging business/market conditions. Empowering: Invests power and authority in the Unit Heads to use their initiative to achieve business results. Allows Unit Heads and their direct reportees to lead and draws on mistakes as learning opportunity, trusts their judgement and shows respect. Holds people accountable to deliver against high standards and confronts them when their performance is not up to the - 30 -

standards set. Encourages Unit Heads to empower his/her Function Heads and enables creating an empowering culture in the business. Motivating others: Leads by example. Is able to enthuse and mobilize several teams to achieve business results. Promotes a clear sense of purpose, encourages people to seek challenges and inspires a positive attitude to work to bring out the best in people. Encourages and helps Unit Heads to build this skill in them. Uses personal and direct communication and recognition to draw out the best in people. Attracting, Developing and Retaining Talent: Is able to create an organization/business that attracts the best talent available in the market. Has a clear understanding of the talent and people with potential existing in the business. Effectively assesses their current skills and potential. Strives to find right opportunities for their development and invests time and other resources to develop people. Believes that developing people is essential for business success and that it takes time to do so. Encourages and enables Unit Heads to create systems that retain talent in the organization. 6.06 Learning Facilitation Is able to learn through various methods and sources, encourages and institutionalizes systems and processes that facilitate learning across the business units supervised. Regards successes and mistakes as equally enriching and encourages open sharing of experiences. Engages in critical reflection and promotes learning from collective experiences. 6.07 Models Integrity Demonstrates principles and values that are espoused by the group. Builds trust through demonstration of ethical behaviour and personal authenticity. Follows through with the business units regardless of the difficulty faced in upholding honesty. Selects and rewards managers who demonstrate integrity in the face of adversity. 6.08 Organization Renewal Is able to recognize the need for reorientation/change in a unit/business much before it becomes critical and repositions the unit/business to new realities. Is sensitive to the dynamics of revitalization, prepares ground and positions issues, and carries all constituents through the pleasures and pains of the process. Makes continuous attempts to regenerate all businesses by suggesting improvements in processes, behaviors and products to address markets and customers. 6.09 Strategic Perspective Applies multi-dimensional thinking to develop and define a strategy for the business that clearly creates and leverages synergy among various business units. Links each business unit to the - 31 -

overall business strategy. Can anticipate future business categories, new players and new areas of innovation. Has a broad and objective perspective on resource allocation between the businesses and the business units. Is able to think through strategic issues at macro and micro levels with focus on implementation.

6.10 Visioning Can see the big picture. Has a personal ownership for the business vision and is also able to create that ownership in others. Knows where the business is headed and is able to persuade others to follow. Understands what hinders vision. Is committed to the vision, yet periodically revisits it to check continuing relevance. 7. Career Stage - Function Head Business/Company, Definitions Competencies required & Its

7.01 Business Insight Has a thorough understanding of the business, its value drivers and the market place. Uses this broad understanding to leverage the functional strategies for business success. Has the ability to apply principles of business management to recognize opportunities, identify risks and to quantify potential gains and losses. 7.02 Capability building Is able to develop the function into a responsive business constituent that consists of people who are competent to deal with multiple business requirements. Focuses on identifying development needs, gaps and opportunities across the function, in the business units and puts systems and processes to institutionalize the building of required skill sets. Encourages people around to actively acquire and upgrade capability. 7.03 Communication Has ability to get across, influence and enthuse functional teams across units and elicit their commitment and support without actually being in direct touch with them on a day-to-day basis. Is able to relate comfortably, internally and externally, with diverse people across levels, functions, skill sets/talents and cultures. Is tolerant to different needs of the function at each unit and the resultant points of view and consciously builds a lateral communication channel for functional and business efficiency. 7.04 Functional mastery Has deep knowledge of all functional issues within the business and best practices of similar businesses across the globe. Has sufficient functional width and depth to understand each and - 32 -

every aspect of the function. Is also insightful of functional differentiation across businesses in the group. Is constantly in pursuit of assessing what is possible functionally, technically and professionally, for the business. Is confident about his/her mastery without being inflexible.

7.05 Integration Is able to integrate functional strategies of each of the business units with the business level strategy. Appreciates the diverse requirements of business units while aiming for functional cohesiveness. Draws up clear linkages between the authority, responsibility and deliverables of Function Head. Is able to drive critical group initiatives across all units. Integrates through expertise and influence and occasional usage of position power. While integrating, remains aware of the need to leave space for local innovation and initiative. 7.06 Leadership Providing direction: Provides Function Heads with a clear sense of direction to achieve their functional goals. Organizes resources and steers the team towards successful completion of tasks. Empowering: Entrusts responsibility to functional teams, gives them latitude to exercise their initiative and makes them accountable for the outcomes. Conveys a realistic confidence in the Function Heads and allows them to take appropriate actions in their units and their functional areas. Motivating others: Leads by example. Is able to enthuse and mobilize several teams to achieve functional and eventually business results. Promotes a clear sense of purpose and positive work values. Inspires functional teams to succeed. Attracting, developing & retaining talent: Reviews talent available in the market for the function and is able to attract and recruit the best talent available. Analyzes the talent available across the function in the business and works with the Function Heads to facilitate development. Identifies key roles in the function and actively works towards succession planning. Builds functional capability across the business and across levels. 7.07 Learning facilitation Has the curiosity and desire to constantly gain new knowledge/skills that are required in the business-wide role. Is able to learn from other functions and Organizations, the cutting edge practices and introduces them in appropriate units. Engages in regular critical reflection and learns from collective experiences of self and others. discussions in professional forums/bodies. Is able to engage in professional

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7.08 Matrix management Is able to effectively and simultaneously deal with multiple reporting and non-reporting relationships, assignments, resource demands and business requirements. Is able to capitalize on formal and informal relationships at multiple levels, beyond just the hierarchical relationships. Is acutely aware of the various audiences needs (Function Heads, Unit Heads, Business Head, Group Functional Manager, other Function Heads - Business/Company and key customers). Understands the inherent potential for conflict in the role and resolves differences of opinion and interests and reconciles disagreements in a constructive and consistent manner. 7.09 Models Integrity Sets ethical standards for work processes and personal behaviour. Builds trust through own behaviour. Holds self and team accountable to those standards. Represents self and others, accurately and fairly, without bias or prejudice. Maintains high ethical standards both personally and professionally. Shows honesty and fairness in dealing with others. 7.10 Networking Regularly interacts with experts in the field, peers local and global, academicians, government bodies, regulatory authorities and industry associations, people from within the organization and from external groups to widen network of contacts for the benefit of the organization. Cultivates useful contacts with a range of people in a variety of strategic positions. Gives colleagues the access to own network

7.11 Strategic perspective Applies multi-dimensional thinking to develop and refine strategies for various business units. Is able to link the overall business functional strategy to the functional strategy of each unit. Is able to anticipate future needs for the function, for each of the units and builds resources and capabilities to address it. Has a broad and objective perspective to resource allocation between the business units. Understands rapidly changing trends at a national and global level. Is capable of providing the Business Head with critiques of functional strategies at business level and for each unit.

8.

Career Stage - Group Function Head

(eg. BMCL Corporate Function Head),

Competencies required & Its Definitions

8.01 Capability Building Is able to develop the function into a responsive business constituent, consisting of people who are competent to deal with multiple business requirements. Encourages functional managers to value functional integration in business teams without compromising on functional deliverables. - 34 -

Focuses on identifying development needs, gaps and opportunities across the function and puts systems and processes to institutionalize the building of required skill sets. building as an integral element of functional vision and strategy. Uses capability

8.2 Communication Has ability to get across, influence and enthuse a large audience and elicit their commitment and support without actually being in direct touch with them. Is able to relate comfortably, internally and externally, with diverse people across levels, functions, skill sets/talents industries and cultures. Uses multiple communication tools and approaches to drive change, align all employees and steer employee engagement. Is able to make authoritative presentations to functional bodies on his/her views as an expert. 8.03 External Focus Is constantly on the look out, at the national and global level, to understand and implement how the function can provide the competitive edge to the group or to a business. Is up-to-date and well read on changes taking place not only in the functional area but also in the businesses scenario at a national and global level. Is sensitive to how his/her actions can impact the image of the organization positively or adversely. Is quick to grasp the implications of external development for the function. Stays in touch with key external players relevant to the function and builds strong relations. 8.04 Leadership Providing direction: Breaks up the group functional strategy into clear goals for each Function Head Business/Company / Function Head - Units and provides them with a sense of direction. Proactively anticipates issues that would confront the Business Function Heads/Function Heads in their roles and guides/steers them towards goal accomplishment. Works with peers to develop the future plans for the group. Empowering: Provides support to operational/functional teams and allows the Function Heads to prioritize and use their initiative to reach the functional and business goals. Desists control and command approach but establishes an empowering culture across the group. Trusts and respects the judgement of Business Function Heads/Function Heads. Motivating others: Promotes a clear sense of purpose and sets high standards of performance for self and the team and enthuses the team to achieve it. Inspires a positive work culture and conveys confidence in the teams to deliver functional and business oriented results. Attracting, developing and retaining Talent: Recruits the best talent available in the industry and provides challenging and meaningful assignments. Has an eye to spot and reward talent. Develops a talent identification and development system and a succession plan for each of the critical players and for key roles within the function, for the entire group. Values people and is - 35 -

committed to their development. Works with Business Head/Unit Head/Business Function Head and Function Head to create conducive atmosphere to retain talent. 8.05 Learning Facilitation Is able to learn through various methods and sources, encourages and institutionalizes systems and processes that facilitate learning across the units / businesses. Engages in critical reflection. Is able to learn from functional reportees and from national and international trends, business/personal experiences of self and others etc. Accepts non-conventional ideas that may provide functional differentiation at group level. Reads actively and is in touch with the most recent trends. 8.06 Matrix Management Is able to effectively and simultaneously deal with multiple reporting and non-reporting relationships, assignments, resource demands and functional and group requirements. It is the ability to capitalize on formal and informal relationships at multiple levels, beyond just the hierarchical relationships. It is the ability to positively influence across the all dimensions of the organizational structure, for the benefit of the entire group. 8.07 Models Integrity Creates a culture that fosters high standards of personal and professional ethics. Demonstrates principles and values that model those of the group. Builds trust through demonstration of ethical behaviour and personal authenticity. Follows through with the function regardless of the difficulty faced in upholding honesty. Selects and rewards managers who demonstrate integrity in the face of adversity. 8.08 Networking Regularly interacts with experts in the field, peers local and global, academicians, government bodies, regulatory authorities and industry associations, people from within the organization and from external groups to widen network of contacts for the benefit of the organization. Cultivates useful contacts with a range of people in a variety of strategic positions. Can identify who to involve as well as when and how to involve them in order to accomplish objectives and minimize obstacles. 8.09 Standards of Functional Performance Establishes adequate measurement of functions performance across the group. Defines the performance standards for the function in different businesses and for the group as a whole. Institutionalizes systems and policies to adhere to these standards. Internalizes and articulates the values of the group to drive the function. - 36 -

8.10 Strategic perspective Has the ability to set a clear agenda for the function at the group level and align it tightly with the corporate strategy. Anticipates future requirements for the group and is able to develop systems and influence decisions to meet current and future business requirements may even reshape the role of the function to meet current and future business needs. Is able to positively enhance the contribution of the function for each business without being hands-on. 8.11 Visioning Is able to create a vision for the function and align it with the Group vision. Can see the big picture. Apart from owning the functional vision, he/she is able to create this ownership across the function.

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Annexure AnnexureII Performance - Potential Matrix

Performance Potential Matrix ( Detailed description / implications /

Interpretation of Performance Potential Matrix ): High P o A t e n t B i a l C 1 2 2A High Potential / Medium Performance 2B
Medium Potential / Medium Performance

3 3A High Potential / High Performance 3B Medium Potential / High Performance 3C Low Potential / High Performance High Management Talent Leadership Talent

1A High Potential / Low Performance 1B Medium Potential / Low Performance 1C Low Potential / Low Performance

Low Support Talent

2C Low Potential / Medium Performance Performance

High Potential / Low Performance ( 1 A ) :

Could be recently promoted to the job / career stage. Requires some time, experience, coaching to improve performance. In time they should be good enough for the current and maybe, the next level. Should not have too many people in this box.

What to do with this cases ?

Retain them in this job for some time. They will require some more time in the present job. May require some specific inputs. Coaching. If not recently promoted, then there is a serious flaw in performance. Analyze in detail, may be in wrong job.

Medium Potential / Low Performance ( 1 B ) :

They have ability to add skills but are not applying something is wrong some discretion. Capacity to take on bigger job, if they can deliver. Focus on improving performance.

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What to do with this cases ?

Tight performance management is crucial. Help applying energy appropriately. Help manage time effectively. Ask reviewer / HR to intervene. May be the work environment or the job is not right fit analyze.

Low Potential / Low Performance ( 1 C ) :

May have reached their peak potential. Focus on enhancing performance. May be working at the wrong level. If over promoted, may demotivate others clog the pipeline.

What to do with this cases ?

Skill training or coaching to deliver consistent performance. Consider re-assignment / job lower than existing level ( if possible ). Do additional analysis. Examine performance and confronts the person directly. Find if organization factors are inhibiting performance.

Low Potential / Medium Performance ( 2 C ) :

May be valuable in the current role. Could become a better performer. Could become a marginal performer. If he is young, could drift to 1C if motivation is a problem.

What to do with this cases ?

Provide sufficient coaching or developmental opportunities. If performance improves significantly, could take up lateral assignments. Frank discussions would be useful. Communicate that complacency is risky. Find another function / business where person can excel.

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Low Potential / High Performance ( 3 C ) :

Could be a seasoned professional / specialist. A very valuable contributor. May not be too keen to move on. Development of technical skills may not be very relevant, beyond a point. Can withhold performance at some point.

What to do with this cases ?

Dont take this person for granted. Build around the person. Involve them in training others. Put them on study teams for new products / process or programmes. Continue to develop skills in current job to maintain performance. Needs to be well recognized.

High Potential / Medium Performance ( 2 A ) :

Will be valuable in future as they are now. Focus on performance improvement. Could belong to box 2B or 3 B.

What to do with this cases ?

Focus on help them improve performance. Keep them in the same level until there is a significant improvement. Give stretch goals. Ask more from him than peers. Encourage innovation. If stretch is achieved, then recognize as great potential

Medium Potential / Medium Performance ( 2 B ) :

Performance improvement is the key here. Lot of box 2C or 1B may get assigned here if managers dont want to take tough calls. Do not load this box with too many people.

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What to do with this cases ?

Leave in current job / role & develop skills to improve performance. Give stretch goals. If they achieve they may jump to box 3B. Consider for bigger assignment in the same level if they can deliver results.

Medium Potential / High Performance ( 3 B ) :

Valuable contributor. Needs to be appreciated. Looks for opportunities to display leadership in current role.

What to do with this cases ?

Stretch assignment in addition to existing. Help acquire new skills and build the breadth in assignments. Member of cross-functional projects. Challenges from boss desks provides good tests. Have meaningful discussions.

High Potential / High Performance ( 3 A ) :

Matured in the position, perhaps anticipating movement. Ready for assignment at the higher complexity / leadership level. Prime targets for poaching. Look at adequate reward other than just compensation.

What to do with this cases ?

Consider movement to another assignment / function / business. Give assignment / position with lot of room to grow and prepare them for a larger role. Reward commensurately. Dont overstretch or overdo with titles. Keep them learning and growing.

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Talent Pool Description: Leadership Talent:

Consistent exceptional performer in the current role / career stage and demonstrated potential to grown in to Leadership role. Key characteristic are : o o Person is committed to make quantum leaps. Questions status quo situations, assumptions, the way things are done & leverages the situation through innovative ideas and solutions. o Redefines the role today and tomorrow regardless of circumstances; goes beyond expectations. o Builds enduring greatness through a paradoxical combination of personal humility and professional will

Management Talent:
Consistent high performer in the current role / career stage with adequate / reasonable demonstrated potential to grow to next career stage. Key characteristic are : o Consistently delivers high performance by optimal usage of all resources, to deliver required output o Organizes people and resources towards effective and efficient pursuit of predetermined objectives o o o Very dependable Leverages strengths of self and of others, in a judicious manner May not be able to cope with complex/stretch assignments.

Support Talent
Good / acceptable performance in the current role / career stage but with limited potential to move to next career stage. Key characteristic are : o o o o o o Delivers output as directed through standardized methods & systems. Is motivated to perform well on the current job. Contributes to achievements of group objectives by working effectively with others. Keep current skills sharp. Demonstrates little efforts to build skills for next career stage. May confine themselves to requirements and hence, occasionally assigned stretched targets.

- 42 -

Differentiators in Leadership, Management & Support Talent

Leadership Talent Performance on Current Job Consistently exceeds operating, technical, and professional output requirement. Management Talent Consistently meets / exceeds operating, technical and professional output requirement. Has attained reasonable degree of proficiency in most competencies required in present job / role. Demonstrates competencies required at the next career stage. Support Talent Meets requirement. May need intervention / support / help at times. Has demonstrated some / all competencies required in the current career stage Sufficient scope for improvement. Clearly needs to stretch to acquire competencies required for next career stage. Has limited ability and / or desire to look beyond own functional specialization or the current role. To set direction and motivates others is a stretch.

Skills & Competencies

Has mastered most competencies required in the present job / role. Demonstrates competencies required in the next 2 career stages.

Depth Width

&

Leadership

Has in-depth understanding of 2-3 other functions and is able to / capable of supervising other functions effectively Demonstrates excellent leadership ability, including establishing & communicating strategic direction and enabling staff to perform at the highest standards. Is passionate about work. Exhibits ability and attitude to learn new things with speed, takes formal & informal feedback. Positively work on self initiated personal development plan. Makes a continuous planned attempt to develop successors.

Attitudes Behaviour

Has basic understanding of 12 other functions. Needs exposure to develop ability to supervise them. Demonstrates effectiveness in the leadership roles. Enables other to follow strategic direction set and perform at high standards Enjoys the work but professionally exhibits ability and attitude to learn new things but speed could be an issue. Accepts formal feedback and work on it. Initiates self development plan but would need some help. Is aware that he should prepare successors. Makes some efforts.

May have to be constantly inspired. Low desire or ability to learn new things. Takes a long time to learn new things. May take feedback personally. May not make or follow a personal development plan. Is a hesitant developer of people.

- 43 -

Annexure - V Investment / Engagement For Different Talent Types & Different Management Levels

Portfolio of Developmental Experiences / Exposure in Hindalco

Experiences Likely Impact Imparts concepts, skill building, sharing knowledge and experience, referent 1. Training Gyanodaya, Internal. External, International on Soft Skills + Functional / Technical 2. Project Task forces Internal ( Unit / Business / Inter Business / Group Level ) OHS, M&A, CVA, Job Evaluation etc. Customer interaction exposures /

learning, analysis etc. Broadens horizons , new understanding, new skill acquisition. Impacts and influence skills, networking and other new skills and competencies.

customer satisfaction surveys. External Industry Federations. Projects, Academic institutions, New Product Launches. Key business / community initiatives. Understand and assimilate Thinking and Doing jobs. 4. Cross functional rotation. Synergy, building general management perspective, new skills. 5. Secondments fixed term rotation to unit abroad. 6. Fix it / turn around assignments. value adding Cross cultural management, international exposure. Strategy, problem solving, emotional

3. Line to staff switch.

intelligence, grit and determination. 7. Job Enlargement / enrichment Increased scope and complexity leading to honing competencies. 8. Becoming a coach / mentor. 9. Involvement in specific People skills. Pride in representing the company, PR skills, enhanced understanding of the group and the business. Challenging situations, customers market, business perspective. 11. Job overload Stretch Handling investment. 12. Difficult / demanding boss Adaptation, rising upto challenge, honing people skills. 13. Membership of international / national professional bodies. - 44 New knowledge, concepts, network. pressure, time and energy manager skills, external

activities like recruitment, job analysis, PPT, Guest Faculty etc. 10. Developing new businesses / products or new initiatives

Different Talent Types and Different Management Levels Middle Management :

Leadership Talent Leadership Initiatives Management Talent Support Talent Leading critical change Membership initiatives level Developmental experiences / exposures at of Membership of the task

Business significant task forces force at the functional at business / unit level. level Move to jobs that are cross functional / same function within the unit ( significant roles ). Secondment within the Indian units. Sponsor for good training programmes nationally and selected programmes at Gyanodaya. Focus on developing skills & competencies needed for today & tomorrow. Lead programmes in the unit training programmes and internal faculty. Become a coach / mentor to junior management leadership / Management talent Difficult job / assignment from the bosses desk. Assignment in developing new system & processes.

Move to jobs that are cross functional, across the businesses ( critical roles ). Secondments - Fixed term exposure to unit abroad. Sponsor for best training programmes internationally / nationally/ Gyanodaya. Focus on developing skills and competencies needed for today, tomorrow and day after tomorrow. Lead important for the middle / junior management as programme manager in Gyanodya + Internal faculty. Become a coach / mentor to junior management leadership talent. Fix it / turn around assignment in the business under BH Assignment in developing new product / system / processes & ideas. - 45 -

Moves to different roles in the same function.

Secondment within the unit / business for specific skills improvement. Sponsor for training programmes in the respective units.

Focus on needed today.

skills

Lead on the job / functional programme in the unit.

Involve in training activities at the unit level / on the job training exercises. Difficult jobs / assignment within the function. Involvement in planning & execution systems and processes.

Leadership Talent Involvement in the specific value adding activities in the Group. Intensive involvement at the business level in recruitment, OHS etc. Membership Appropriate international national bodies. / JE,

Management Talent Selective involvement at unit level activities.

Support Talent Selective involvement functional activities initiatives. in level /

State national

level

Local professional bodies.

level

professional bodies.

- 46 -

Annexure - V Investment / Engagement For Different Talent Types & Different Management Levels

TALENT ASSESSMENT & SEGMENTATION ( TAS )

Year: 2004 - 2005 Demographic Details Level: M1 M5

Name____________________________ Department ______________________________ E Code________ Designation_______________ Grade______ Qualification ____________ Date of Birth_____________ Date of Joining___________ Date of Last Promotion ______ Appraiser's: Name _________________________ Designation _____________________ Plant / Functional Head : Name ________________________Designation_____________ Work Experience (Total experience including Other companies & in AB Group Units Starting from beginning):
Name of the company Period & Designation Key areas of responsibility

Key Training Courses/Seminars attended since 2001 (if available)

Year Internal (Programme) External (programme)

Special Assignments & Skills Acquired ( Attach separate sheet if needed ):

Has the employee been given special assignments ( for e.g. ERP, Rocket 2K, Due Diligence, OHS, P & B, CVA etc ) in the last 2-3 years (since April 2000)? Special assignments would mean; Project implementation, leading a new initiative, troubleshooting, mergers & acquisitions, divestments, turnaround situations, etc. List of Special Assignments / Specialized Skills Assignment Period Achievements

Signature of Plant / Functional Head - 47 -

CAREER STAGE ASSESSMENT:

(Plant / Functional Head to identify career stage of the individual concerned based on the following criteria)

Criteria : Manage Self

! Individual Contributor having no direct reports

Manage Others
! ! Individual having 2- 3 direct reports in management / non management cadre Reporting to GMs & Above

Manage Managers
Individual having more than 3 4 direct reports in Management Cadre ! Reporting to Plant / Functional Head. e.g. Department Head, Product heads, etc. !

e.g. : Shift Engineers, Sales Officers, Territory Managers, Room In-charges, area in-charges, First Line Engineers etc.

e.g. Sectional Head, Regional Product Heads, Line In charges,

Based on the above criteria, please tick the suitable career stage:
Manage Self Manage Others Manage Managers

PERFORMANCE ASSESSMENT:
(Plant / Functional Head to identify performance of the individual concerned as per the combination of performance ratings of the last 3 years)

Performance Rating ( Please fill last 3 years performance ratings ) : 2001-2002 2002-2003 2003-2004

Slotting to be based on 3 years rating: Criteria 3A/2A&1B 3B/1A&2B Any other combination of Performance Rating with C but not with D & E.

Scale (Please tick suitable box ) 3 2 1

POTENTIAL ASSESSMENT
(Based on the individual career stage, plant /functional head would assess the competencies for the current career stage & potential for the next 1-2 career stage based on the following scale)

Identified Career stage Potential Assessment Scale:

(Please use following 3 Point scale to assess potential of individuals for current & next 1-2 level of the career stage):

Criteria Exceeds: More than adequate for the job & is a Good Fit. Adequate: Adequately equipped to meet / fit the requirements in the job Inadequate: Individual is not equipped to meet minimum requirement in the job.

Scale 3 2 1

Note : If any individual is inadequately equipped for his current / next 1-2 level of career stage his assessment stops at that particular level and he would be considered only for the immediate below level career stage where he has exceeded / adequately equipped for all the competencies mentioned for that career stage. However, If any individual is inadequately equipped for his current level career stage he will not be considered for further potential assessment & talent pool segmentation.
- 48 -

Potential Assessment for Generic Competencies:

(Please use following generic competencies for potential assessment of an individual start from his current level of career stage & assess upto next 1-2 level of career stage. Please mention critical incidence in support of assessment against each competency. Critical incidences are the achievements, innovative work done, initiatives taken, new product developed, cost reduced, difficult jobs executed, improve quality of work, systems developed, training imparted, constraints overcome, subordinates developed etc.)

Career Stage: Manage Self

Competency

Assessment Exceeds Adequate

Critical Evidence Inadequate

Personal Effectiveness Cluster

Achievement Orientation:
! ! ! Person is motivated by success for achieving more for its own sake rather than for material rewards. Constantly looking for ways to improve performance. Has strong drive to do better than others & have unique accomplishment in life. Willing to take risks, initiate change, experiment, make personal sacrifices and push hard to achieve exceptional outcomes. Understand the concepts and their applications in the relevant functional area and does not take shortcuts to achieve work objectives. Applies appropriate rules, experiences, proficiencies, skills, process discipline & academic learning to address work related problems / situations. Orientation is in sync with organizational beliefs, values, practices, customs, systems and processes. He is at ease with internal organizational work environment. He is able to work in line with organizational work environment. Work with attention to detail. Delivers as per requirement and as per standards. Avoids mistake in the first place and hence, does not have to redo things. Does not allow poor quality work to go forward without correction or improvement. Is able to write and speak clearly and get across the point of view. Has the ability to break down the individual objectives into specific tasks. Set timelines, follow through them in a disciplined way and accomplished them. Execute plans through appropriate action. Takes things to their conclusion and finality rather than leave half done.

!
! !

Adopting Professional Standards:

Align with Company Culture:

! ! ! ! ! ! !

Concern for Quality:

Communication:
!
! ! !

Execution:

Initiative:
! ! ! ! Has preference for taking action. Does more than is required or expected in the job, which enhances job results and avoids problems. Show willingness and volunteers to undertake new tasks and additional responsibility on most occasions. Takes steps in anticipation

Integrity: ! Maintains high ethical standards both personally and professionally. Learning Ability:
! ! ! ! ! Willing to learn and is capable of learning. Applies learning to the job. Able to learn from hands-on job experiences and personal interactions

Reliability:
Can be trusted with any people and technical tasks. Consistently meets expectations no matter what the complexity of the task or the hour. ! Generates confidence and credibility. Conscious of trust and faith reposed and strives to uphold the same.

Inter-personal Influence Cluster

Teamwork:
! ! ! ! ! Is able to be a part of any team and play the role of team member. Share ideas, informations, responsibilities and credit with others. Doesnt hesitate to assist team members, if required. Teams interests are as important as his own. Does not think only of self-recognition, but of the entire teams success. Able to stand occasional stress and conflict from other members of the team and deals with it with empathy and openness

- 49 -

Potential Assessment for Generic Competencies:

Career Stage: Manage Others
Competency Assessment Exceeds Adequate Critical Evidence Inadequate

Personal Effectiveness Cluster

Delegation:
! ! ! Able to figure out the scope of work on hand and allocate appropriately the work / tasks to the team as per capability. Allows team to use their knowledge & initiative to accomplish it without compromising on timeliness and quality. Able to identify suitable people, give clear direction & organize resources to get the task accomplished.

Integrity:
! ! ! Maintains high ethical standards both personally & professionally. Is honest and fair in dealing with others. Serves as example of role model of ethical standards.

Measurement:
! ! ! Can establish measures and controls for the works/tasks assigned to determine standards of performance. Continually uses appropriate data to evolve work measures to keep an eye on work progress. Able to adequately relate to both quantitative & qualitative measures.

Monitoring:
! ! Able to keep track of the tasks to be completed and the milestones to be achieved. Follows up regularly to determine the performance of the tram against objectives and guides team members through blockages to delivery of results.

Planning & Organizing:

! ! Able to manage tasks by prioritizing, using all relevant resources, scheduling the work, anticipating and resolving problems, and working with a team to achieve the objectives. Able to allocate and evenly spread the workload overtime across the tram.

Problem Solving :
! ! ! Can diagnose, understand and solve problems and issues that arise in day to day work. Confronts obstacles/problems, differentiates critical ones from trivial ones and works out tangible alternatives to resolve or surmount them. Commits to actions based on resources available and organizational values. Seeks sustainable solutions rather than short term ones.

!
! ! ! ! ! .

Learning Ability:
Gains knowledge and in-depth understanding of new skills and unfair managerial tasks, willingly. Constant learner and seeks to enhance skills and apply them to work. Willing to learn and capable of learning. Learns from collective experience of self & others. Aware of his limitations in knowledge & skills.

Inter-personal Influence Cluster

Building / Establishing Relations:

! ! ! ! Able to establish and maintain relationship with a diverse group of people, within the function & unit. Build trust and support with direct reports and is able to put them at ease. Promotes harmony and consensus through tactful handling of disagreements and potential conflicts. Establish common purpose relationship with vendors / suppliers and customers, and uses these relationships to accomplish work objectives.

Coaching:
! ! ! Facilitates the work efforts of the team members and follows through with constructive guidance and recommendations. Initiates steps to develop the skill sets and competencies of the team members. Able to correct / re-direct the performance and attitude of the team

Communication:
! ! ! Able to clearly articulate the expectations from each person of the team. Can write in a simple manner and speak clearly. Has the right with the right people to understand expectations of colleagues, superiors, and customers. Encourages open exchange of ideas and does not view questions as interruptions.

- 50 -

Potential Assessment for Generic Competencies:

Career Stage: Manage Managers
Competency Exceeds Assessment Adequate Critical Evidence Inadequate

Personal Effectiveness Cluster

Delegation:
! ! ! ! ! ! ! ! ! ! Able to allocate and assign specific responsibilities to team members. Allow decision making authority to the team without actually loosing control. Distribute work / work areas, define expectations & mutually acceptable time frames and get things done. Able to trust the team with work. Maintains general overview to do mid-course correction, if any. Sets ethical standards for work processes and personal behavior. Hold self and team accountable to those standards. Maintains high ethical standards both personally & professionally. Shows honesty and fairness in dealing with others. Conscious about others perceiving the decisions taken and his actions as fair and honest. Has sound understanding of the roles played by key individuals in the organization. Recognizes the important issues, individuals and decision points that relate to his area of responsibility. Cultivates relationships with people and working groups throughout the organization that may facilitates the progress of projects / work. Understand organizations history, culture & strategy. Gains knowledge, acquires new skills, assimilates it and practices it on the job. Seeks to gain new knowledge / skills constantly to apply them to work situations and train others to do the same. Willing to learn and is capable of learning. Does not hesitate to learn from people across levels, functions and backgrounds. Aware of the limitations and acknowledges it. Able to identify patterns or connections between situations that are not obviously related. Able to identify the key or underlying issues in complex situations. Use creative or inductive / deductive reasoning

Integrity:

Organizational Awareness :
! ! ! ! ! ! ! ! ! ! ! !

Learning Ability:

Conceptual Thinking:

Inter-personal Influence Cluster

Communication:
! ! ! ! ! ! ! ! ! ! ! ! Able to write & speak, clearly and fluently, in a one-to-one and in a one-tomany situations. Can positively impact audiences across levels & groups. Can present complex issues in a simple manner and with authority. Encourage open exchange of ideas with groups of managers. Seeks & provides regular feedback both positive & negative. Able to establish in others a commitment to achieve results and get them to perform in accordance with stated expectations & goals. Gives credit for a job well done and expects people to take responsibility for slip-ups. Has a clear focus on attainment of outcomes and does not hesitate to pull up people, when objectives are not met. Applies standards of accountability equitably. Takes responsibility not just for the deliverables of the department and enabling the success of the unit. Sets high standards of performance for self and others and provides a clear direction for the team to achieve objectives. Uses performance management tools and techniques to elicit superior performance. Inspires, motivates, guides, directs and develops teams to be productive. Gets divers groups of people to work together effectively to achieve a stated objective. Creates a supportive environment and helps teams to learn from their mistakes. Team members enjoys working with this person. Sensitive to the use and abuse of power. Gives constructive feedback and recognizes best time to give and seek feedback. Provides developmental opportunities to the team, inspires a positive attitude and strong desire to succeed. Encourages all members to work more in teams as a whole and only incidentally as individuals.

Holding People Accountable :

Performance Management :

Team Leadership :
! ! ! ! ! ! ! !

- 51 -

Potential Assessment for Generic Competencies :

Career Stage: Functional Head ( Unit )
Competency Exceeds Assessment Adequate Critical Evidence Inadequate

Personal Effectiveness Cluster

Decision Making:
! ! ! ! ! ! ! ! ! ! ! Solicits ideas from customers, vendors, industry analysts & colleagues within the organization. Takes decisions based on all facts & ideas. Digging / Pressing for information even from unfamiliar sources, unfamiliar functions & people by asking a series of questions, arriving at options and evaluating options impartially. Weighs the pros & cons in all situations, addresses the long term & short term goals of the function & the business drawing conclusions. Accepts the risk factor involved in judgement. Takes speedy but not hasty decisions. Demonstrates an understanding of and identification with problems and pressures faced by people across levels. Hold self and team accountable to those standards. Is sensitive to needs of people and always has time for others despite busy schedules. Is non-Judgemental and approachable and tries to help in ways possible. Uses this insight to support people to achieve results rather than lower expectations from others. Adjusts rapidly & readily in new situations. Has an open mind. Does not hesitate to change opinions based on a better rationale. Adapts to and works effectively with a variety of situations & with various individuals / groups and functions. Cooperates on all fronts for implementing the organizational strategies. Is able to come down or move away from ones own position in response to others need, ideas or expectations without feeling stressed or compromised Is contemporary on technical, operational & professional changes in the functional area. Develops a complete in-depth, practical understanding of each & every aspect related to the function. Values all areas within the function and is able to leverage the knowledge for business success. Applies functional expertise innovatively to add value. Represent self & others, accurately & fairly without bias & prejudice. Openly discusses issues of values & integrity to encourage others to uphold standards of integrity. Maintain high ethical standards both personally & professionally Driven by underlying curiosity to know more about things, people & issues. Recognizes new requirements of the role & demonstrates constant learning by seeking to gain knowledge of all areas within the function or other function. Learn new skills & technologies and takes advantage of opportunities to implement them. Does not hesitate to learn from people across functions, levels & backgrounds.

Empathy:

Flexibility:
! ! ! ! ! !

Functional Expertise:
! ! ! ! ! ! ! ! ! !

Integrity:

Learning Ability

! Inter-personal Influence Cluster

Communication:
! ! ! ! ! ! ! ! ! ! ! ! ! !

Present functional goals, action plans & ideas clearly with conviction. Can present complex issues with clarity & credibility & positively enthuse buyin and performance at all levels within the function. Can dialogue with people across levels & across locations, within & outside the organization. Encourages open exchange of ideas with managers within and outside the function. Effectively use feedback for performance improvement. Has insight & appreciation of internal & external customer needs, preferences and what makes them tick Appreciates customer requirements and can regulate internal processes to address changing customer needs. Takes every opportunity to engage directly with the customer ( internal / external ) to understand their expectations from the function. Periodically monitors the quality of service received by the customer. Has grasp of key value drivers in the function. Takes full responsibility of the overall performance of the function. Establishes clear priorities for the deliverables & drives the team towards achieving it. Is able to balance day to day performance with the developmental needs of the team. Initiates and develops effective and sustainable performance based relationships with vendors, channel partners, associates etc. to achieve functional goals.

Customer Orientation:

Performance Management:

- 52 -

Career Stage: Functional Head ( Unit )

Competency Leadership:
! ! Providing direction : Provides the team with a clear sense of direction. Clearly defines destination in terms of end-state to be experienced. Sets clear milestones along the way. Empowering : Delegates appropriately without loosing control. Makes people at all levels accountable for their work. Gives them latitude to exercise their own initiative & invests them with the power and authority to accomplish tasks successfully. Motivating Others : Continuously encourages and dialogues with all direct reports and skip levels ( level below direct reports ) to translate objectives to meaningful actions. Inspires a positive attitude to work and makes all team excel. Is able to generate and mobilize cross functional support to functional process improvement. Attracting, Developing & Retaining Talent: Recruits talented professionals into the function. Values opinions of others and fully utilizes their diversity and learning to achieve functional objectives. Develops teams by actively providing them with challenging knowledge & performing opportunities, to improve their skills. Provides constructive feedback to the team.

Exceeds

Assessment Adequate

Critical Evidence Inadequate

Strategic Cluster
Business Perspective
! ! ! ! Perceives the function as an integral part of the business. Understands the role of each function in the unit, their interdependence and their contribution to the overall business results and their mutual impact. Uses the function as a lever to be able to provide competitive advantage to the unit and business. Understand unit / business strategy and balances current functional needs with future unit / business goals. Has the skills and foresight to think not only for the present but also for the future. Can anticipate future trends, which could impact the organization and initiates policies and methods to meet these requirements. Anticipates issues and scenarios, and is bale to prepare multiple options.

Long Term Perspective

! !

Career Stage: Unit Head / SBU Head

Competency

Assessment Exceeds Adequate

Critical Evidence Inadequate

Personal Effectiveness Cluster

Learning Ability:
! ! ! ! ! ! Has the curiosity and desire to constantly gain new knowledge/skills and apply them in relevant areas within the unit for continuous improvement. Is open to learning from various methods, sources and backgrounds. Understands how business issues, trends, processes and outcomes affect units strategic direction. Monitors competition and others in the industry, to seek best practices. Builds trust through demonstration of ethical behaviour and personal authenticity. Sets ethical standards for work and holds people accountable. Openly supports efforts of the team if they are right, even if it means adopting an unpopular position.

Models of Integrity:

Inter Personal Influence Cluster

Communication:
! ! ! ! ! ! Presents complex ideas in an impactful manner and with conviction. Can positively influence audiences across levels, cultures - both - within the Unit and external groups. Can effectively represent the Unit as well as the business in various forums Seeks and provides regular feedback both positive and negative. Is able to use language and ideas that appeals to all functions and all sections of people and is able to carry along all people. Communicates regularly with teams and leads cross-functional meetings decisively. Can resolve differences of opinion and interest and reconcile disagreements in a constructive and consistent manner. Is able to evaluate the impact of a friction and provide solutions for enhanced effectiveness of the organization. Does not get biased or carried away by emotional outbursts. Identifies & takes steps to prevent potential situations that could result in unpleasant confrontations. Is able to balance competing interests & multiple priorities along with maintaining relationships without compromising business interest. Establishes, maintains and utilizes a broad network of contacts (e.g. key customers, suppliers, trade unions, local administration, government authorities, statutory bodies, business forums, community, etc) in order to keep a pulse on internal and external issues to make informed decisions. Cultivates useful contacts with a range of people in a variety of strategic positions and other key influencers of the business. Learn new skills & technologies and takes advantage of opportunities to implement them.

Conflict Management:
! ! ! !

Networking:
!

- 53 -

Career Stage: Unit Head / SBU Head

Competency Exceeds

Assessment Adequate

Critical Evidence Inadequate

Inter Personal Influence Cluster

Leadership:
! Providing direction: Provides a clear sense of direction using a multidiscipline approach across the unit. Influences all Function Heads to share ownership of units goals. Organizes resources and steers teams towards successful goal/task accomplishment. Empowering: Understands the value of all functions in the unit. Entrusts responsibility to strong performing teams, gives them latitude to exercise their initiative and makes them accountable for the outcomes. Conveys a realistic confidence in the Function Heads and allows them to take appropriate actions. Motivating others: Inspires a positive attitude to work and is able to arouse a strong desire to succeed among team members. Inspires all teams in the unit by being approachable and providing guidance. Attracting, Developing and Retaining talent: Is able to attract and recruit the best talent available in the market. Can segment all people in the unit according to their potential and is able to provide appropriate development opportunities to them. Is able to give feedback and coaching to direct reportees and looks for opportunities to build their competence. Is able to manage expectations from a diverse and complex set of stakeholders like customers, employees, vendors, unions, community etc. while focusing on the business and expected outcomes. Is able maintain balance of resources, relationships and responsibility in a dynamic environment. Is able to cut through complexities to identify core priorities.

! !

Managing Complexity:
! !

Strategic Cluster
Change Management:
! ! ! ! ! Creates a climate for change by developing trust in people. Makes personal changes before asking others to change. Places influencers in positions of guidance and encourages them to inspire and enthuse others informally and shows the people how the change will benefit them. Finally, gives the people ownership of the change. Can determine who is unwilling to change or unable to change and takes appropriate remedial steps Understands the potential, strengths and weaknesses of every function and its members and their role in meeting overall goals Is able to facilitate the amalgamation of all functional strategies to achieve the overall unit goals and the business strategy. Values all functions. Encourages cross-functional workflow and collaborates the efforts of people from diverse functions to achieve a common purpose. Seamlessly balances the business and unit initiatives and concerns. Is able to successfully balance between short-term operating results and longterm business possibilities. Has the skill and mindset to address issues for sustaining competitive edge and provide the relevant organizational response. The issues addressed could cover a wide spectrum of areas including people, technology, products, market opportunities, competitive threats and customers. Understands rapidly changing trends at a national and global level. Is able to balance day to day performance with the developmental needs of the team.

Integration:
! ! ! ! ! ! ! !

Strategic Orientation:

Career Stage: Functional Head ( Business )

Competency Exceeds

Assessment Adequate

Critical Evidence Inadequate

Personal Effectiveness Cluster

Business Insight:
! ! ! Has a thorough understanding of the business, its value drivers and the market place. Uses this broad understanding to leverage the functional strategies for business success. Has the ability to apply principles of business management to recognize opportunities, identify risks and to quantify potential gains and losses. Has deep knowledge of all functional issues within the business and best practices of similar businesses across the globe. Has sufficient functional width and depth to understand each and every aspect of the function. Is also insightful of functional differentiation across businesses in the group. Is constantly in pursuit of assessing what is possible functionally, technically and professionally, for the business. Is confident about his/her mastery without being inflexible. Has the curiosity and desire to constantly gain new knowledge/skills that are required in the business-wide role. Is able to learn from other functions and Organizations, the cutting edge practices and introduces them in appropriate units. Engages in regular critical reflection and learns from collective experiences. Is able to engage in professional discussions in professional forums/bodies.

Functional Mastry:
! ! !

Learning Facilitation:
! ! ! !

- 54 -

Career Stage: Functional Head (Business)

Competency Exceeds

Assessment Adequate

Critical Evidence Inadequate

Personal Effectiveness Cluster

Functional Expertise:
! ! ! ! ! ! ! ! Is contemporary on technical & professional changes in the functional area. Develops a complete in-depth, practical understanding of each & every aspect related to the function. Values all areas within the function and is able to leverage the knowledge for business success. Applies functional expertise innovatively to add value. Sets ethical standards for work processes and personal behaviour. Builds trust through own behaviour. Holds self and team accountable to those standards. Maintains high ethical standards both personally and professionally. Shows honesty and fairness in dealing with others.

Models Integrity:

Inter-personal Influence Cluster

Communication:
! ! ! Has ability to get across, influence and enthuse functional teams across units and elicit their commitment and support without actually being in direct touch with them on a day-to-day basis. Is able to relate comfortably, internally and externally, with diverse people across levels, functions, skill sets/talents and cultures. Is tolerant to different needs of the function at each unit and the resultant points of view and consciously builds a communication channel for functional and business efficiency. Providing direction: Provides Function Heads with a clear sense of direction to achieve their functional goals. Organizes resources and steers the team towards successful completion of tasks. Empowering: Entrusts responsibility to functional teams, gives them latitude to exercise their initiative and makes them accountable for the outcomes. Conveys a realistic confidence in the Function Heads and allows them to take appropriate actions in their units and their functional areas. Motivating others: Leads by example. Is able to enthuse and mobilize several teams to achieve functional and eventually business results. Attracting, developing & retaining talent: Reviews talent available in the market for the function and is able to attract and recruit the best talent. Analyzes the talent available across the function and works with the Function Heads to facilitate development. Identifies key roles in the function and actively works towards succession planning. Is able to effectively and simultaneously deal with multiple reporting and nonreporting relationships, assignments, resource demands and business requirements. Is able to capitalize on formal and informal relationships at multiple levels, beyond just the hierarchical relationships. Is acutely aware of the various audiences needs (Function Heads, Unit Heads, Business Head, other Function Heads and key customers). Understands the inherent potential for conflict in the role and resolves differences of opinions and reconciles them in a constructive manner. Regularly interacts with experts in the field, peers local and global, academicians, authorities and industry associations, people from within & outside to widen network of contacts for the benefit of the organization. Cultivates contacts with a range of people in a variety of strategic positions. Gives colleagues the access to own network.

Leadership:
! !

! !

Matrix Management:
! ! ! !

Networking:
! !

Strategic Cluster
Capability Building:
! ! Is able to develop the function into a responsive business constituent that consists of people who are competent to deal with multiple business requirements. Focuses on identifying development needs, gaps and opportunities across the function, in the business units and puts systems and processes to institutionalize the building of required skill sets. Encourages people around to actively acquire and upgrade capability. Is able to integrate functional strategies of each of the business units with the business level strategy. Appreciates the diverse requirements of business units while aiming for functional cohesiveness. Draws up clear linkages between the authority, responsibility and deliverables of Function Head. Is able to drive critical group initiatives across units. Integrates through expertise and influence and occasional usage of position power. While integrating, ensures the need to leave space for local innovation & initiative. Applies multi-dimensional thinking to develop and refine strategies for various business units. Is able to link the overall business functional strategy to the functional strategy of each unit. Is able to anticipate future needs for the function, for each of the units and builds resources and capabilities to address it. Has a broad and objective perspective to resource allocation between the business units. Is capable of providing the Business Head with critiques of functional strategies at business level and for each unit

! Integration:
! ! !

Strategic Perspective:
! ! !

- 55 -

FUNCTIONAL COMPETENCIES
(Please refer Annexure VI for Functional Competencies. Please use separate sheets using the following format & attach the same along with this after assessment.)

Function Name : Career Stage: Manage Self

Competency ! Please refer Annexure Competencies VI for functional Assessment Exceeds Adequate Critical Evidence Inadequate

Function Name : Career Stage: Manage Others

Competency ! Please refer Annexure Competencies Exceeds VI for functional Assessment Adequate Critical Evidence Inadequate

Function Name : Career Stage: Manage Manager

Competency ! Please refer Annexure Competencies Exceeds VI for functional Assessment Adequate Critical Evidence Inadequate

Function Name : Career Stage: Functional Head

Competency ! Please refer Annexure Competencies Exceeds VI for functional Assessment Adequate Critical Evidence Inadequate

- 56 -

Potential Slotting:
Based on the above potential assessment for current & next 1 2 level of career stage, potential slotting will be done. For slotting, Please use following table & assign A / B / C rating as per the below mentioned criteria & explanation in Talent Segmentation Page 12: Rating A Criteria If individual is demonstrating the competencies required at his next 2 career stages i.e if individual is at career stage Manage Self and if he is demonstrating competencies required at Managing Others and Manage Managers he / she would be assigned A. If individual is demonstrating the competencies required at his next career stages i.e if individual is at career stage Manage Self and if he is demonstrating competencies required at Manage Others he / she would be assigned B. If individual is demonstrating the competencies required at his current career stage i.e if individual is at career stage Manage Self and if he is demonstrating competencies required at this career stage he / she would be assigned C.

For E.g. : o If person X current career stage is Managing Self and his potential assessment profile shows his demonstration of the competencies are largely in the column Exceeds / Adequate he is fully qualified to be given C Rating. However, If person X potential assessment profile shows he is inadequately equipped for his current career stage, he would not form a part of talent pool.

o Once person X qualifies his current level career stage he would be assessed for the next level career stage i.e. Managing Others. On Assessment, you found that, person X exceeds / adequately equipped for the next level competency he would be given B Rating. His position in the performance potential matrix would then depend on his performance over last 3 years. However, If person X is inadequately equipped for next level career stage, he would be located in any of the box of performance potential matrix having C rating based on his performance.

o If person X exceeds / adequately equipped for the next 1 level careers stage, he qualifies to be assessed fro next 2 level career stage i.e. Managing Managers. On Assessment, you found that, person X exceeds / adequately equipped in the next 2 level competency also he would finally be given A Rating. His position in the matrix would then depend on his performance. If person X is inadequately equipped for this level career stage, he would be located in any of the box of performance potential matrix having B rating based on his performance.

Note : Please do not assess potential of an individual below his current level of career stage for e.g. If any individuals current career stage is Managing Others then he / she should not be assessed for career stage below Managing others i.e. Managing Self.
- 57 -

TALENT SEGMENTATION
(Based on performance assessment & potential assessment, talent segmentation would be mapped as per the talent segmentation performance potential matrix, given below )
P o t e n t i a l

1A 1B 1C

2A 2B 2C

3A 3B 3C

Leadership Talent

Performance
Support Talent Management Talent

Potential Performance Assessed by Plant / Functional Heads

Performance Assessed as per criteria ( 3 / 2 / 1 ) Potential Assessed as per criteria ( A / B / C ) Position in the talent segmentation matrix (1A / 1B / 1C / 2 C / 3 C / 2 A/2B/3B/3A) Talent Pool Identified (Leadership / Management / Support Talent)

Scale

Assessor ( at the level of plant / functional head ) ! ASSESSMENT BY EXTERNAL AGENCY:

(External agency would assess and validate the assessment of plant / functional head and would recommend their assessment to panel )

Talent Segmentation as per external agency: Potential Performance Assessed

Performance Assessed as per criteria ( 3 / 2/ 1) Potential Assessed as per criteria ( A / B / C ) Position in the talent segmentation matrix ( 1A / 1B / 1C / 2 C /3C/2A/2B/3B/3A) Talent Pool Identified (Leadership / Management / Support Talent )

Scale

FINAL REOMMENDATION OF PANEL:

(Panel would finally approve the position of individual based on the recommendation of respective plant / functional head and external agency)

Final Position in the Talent Segmentation Matrix

Signature Unit HR Head

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Signature Unit Head

Annexure AnnexureIV Individual Development Plan ( IDP )

Hindalco Industries Limited INDIVIDUAL DEVELOPMENT PLAN

NAME: AGE: IN TALENT POOL YEAR: PREVIOUS EXPERIENCE IN ADITYA BIRLA GROUP DOJ: DESIGNATION: UNIT: BUSINESS: FUNCTIONAL SPECIALIZATION: BEFORE:

STRENGTHS : PERFORMANCE APPRAISAL EXTERNAL ASSESSMENT ( OBL, MAP, 360 degree ETC. ) AREAS OF IMPROVEMENT : PERFORMANCE APPRAISAL 1. 4. EXTERNAL ASSESSMENT ( OBL, MAP, 360 degree ETC. ) SPECIALIST SKILLS : INDIVIDUALS CAREER ASPIRATIONS : 1. 4. 2. 5. 2. 5. 3. 6. 3. 6. 1. 4. 1. 4. 2. 5. 2. 5. 3. 6. 3. 6.

59

NAME : ANALYSIS & RECOMMENDATIONS: PROPOSED CAREER PATH GENERAL MGT. FUNCTIONAL MGT. SPECIALIST

NEXT 2 POSSIBLE ROLES ( TALENT RATING + CAREER PATH ) TIME FRAME 1. 2. COMPETENCIES IN CURRENT ROLE ( BASED ON GENERIC COMPETENCY FRAMEWORK ) PROFICIENT NEED IMPROVEMENT 1. 1. 2. 2. 3. 3.

COKPETENCIES TO BE DEVELOPED FOR THE NEXT ROLE / LEVEL 1. 4. 2. 5. 3. 6.

RECOMMENDED EXPOSURE / EXPERIENCE : PRESENT ROLE NEXT POSSIBLE ROLE HIS COACH : COMMENTS : 1. 1. 2. 2. COACH TO : 3. 3.

SIGNATURE PLANT / FUNCTIONAL HEAD

SIGNATURE UNIT HR

SIGNATURE UNIT HEAD 60

Annexure - VI Level wise Functional Competencies & Its Meaning

Functional Competency - Alumina Operation

Career Stage Competency Area Manage Self Definition Manager of Others Definition Managing Manager Definition Functional Head Definition

Technical & Process know how

To understand the technological aspects of To understand the technological aspects of the Is able to review and assess the recommendations To understand the technical aspects of the for improvement plans and providing direction to entire refinery circuit, interdependencies with operations and detailed process flow circuts for the entire circuit, flow diagrams and other areas and recommending improvments. incorporate innovative pactices. criticalty to ensure smooth operations acheiving target production in respective area.

Knwoledge of key Operating and Process Parameters

To understand the operating and process Monitors and reviews all operating activities Monitors and reviews all operating activities, its Is able to review and assess all the gaps and parameters, its impact on production and recommendations for improvement plans and to achieve the target Operating and interdependencies with other areas and productivity and operational measures to achieve process parameters. providing conducive work environment for recommend improvements inorder to achieve the target in the assigned area. the target Operating and process parameters. encouraging initiatitves and innovation

Standard Operating Practices (SOP) & SHE Issues

To understand the SOPs of all assigned areas including stoppage and startup of the related plant areas. Adheres to defined norms and practices as regards safety and environment.

Monitors and reviews all SOPs for the Is able to ensure the effective implementation of Monitors and reviews all SOPs its SOPs, revisions, recommendations meeting safety effective implementation and revision as per interdependecies with other areas for the hygine and environmental practices. needs, is able to ensure the implementation effective implementation and recommends revisions as per needs across the refinery of practices related to Safety and circuts. Also ensuring that adequate training is environment imparted for improving awareness with regards, practices related to Safety and environment Monitors and reviews the criticality of equipment, and sees to it that the bottleneck equipment are attended by maintenance as per defined schedule through predictive maintenance. Monitors and reviews the criticality of Is able to explore the possiblities of replacement equipment across refinery circut, recommends and inclusion of state of the art equipment. revision and reviews its interdependencies with other areas affecting the overall production productivity and its cost structure

Criticality of Equipment

To understand the criticality of euipment, its capacities, specifications and identify the critical equipment which affects the process flow circuit and overall production during its breakdown.

Cost Control

Understands all the operating and process parameters alongwithj input consumption pattern and target in assigned area to control the cost through process optimisation and effecient equipment running.

Throughly understands the cost drivers, its interdependendcies with overall cost structure and monitors the input norms,process effeciencies and efficient utilisation of resources.

Is able to analyse and review all the cost drivers, implementation of related improvement plans and assess the impact on overall cost structure and savings. Ensures efficient utilisation of resources and recommends revision for input consumption pattern based on trends, sustainable and quality of inputs.

Understands the cost drivers, its criticality and impact on overall cost of the product and its relationship with the cost of downstream production. Reviews the implementation of cost saving schemes.Provides direction for innovative measures for cost control. Is able to promote culture of cost consciousness.

Functional Competency - Alumina Maintenance

Career Stage Competency Area Manage Self Definition Manager of Others Definition Managing Manager Definition Functional Head Definition

To understand the technial aspects of Technical & Proces know maintenance understanding of engineering drawings, its criticality in achieveing the target how production.

To understand the technological aspects of To understand the technological aspects of the Is able to review and assess the recommendations the entire circuit, flow diagrams and entire refinery circuit, interdependencies with for improvement plans and providing direction to criticalty to ensure smooth operations other areas and recommending improvments. incorporate innovative pactices.

Resource Management

Is able to choose the right material/equipment for Is able to apply planning, JIT and project the right purpose. Interprets the various management techniques to allocate maintenance plans drawn up, allocates the requources (man, material and tools). appropriate time to the appropriate work (routine/shutdown etc.), in coordination with production. Is able to establish and maintain relationships with production and other related departments/sections. Is able to establish and maintain relationships with production and other related departments/sections.

Knowledge of materials used their procurement lead times, vendors, stocks, spares, specifications, alternate materials, their quality & compatibility, cost etc. Apply project management techniques to implement large projects. Is able to establish and maintain relationships with production and other related departments/sections and the relevant inspectors etc.

Knowledge of SCM principles. Is able to work with existing/new/alternate vendors to ensure JIT supply of appropriate material. Is able to deploy men, materials and machines/tools appropriately.

Networking

Is able to establish and maintain relationships with all internal departments/sections, the govt. bodies, statutory agencies/authorities etc.

Cost Control

Ensure maximum utilization of resources in a particular Shift by proper planning , increasing the life cycle of the equipments and by minimising the wasteages.

To check the various cost factorst w.r.t. to To analse various cost factors related to PARTA and implement remedial measures. budget, encourage devlopment of alternate and indegenious spares for cost reduction and also monitor the quality of the jobs undertaken by the Contractors.

Standard Operating Practices (SOP) & SHE Issues

To understand the SOPs of all assigned areas Adheres to defined norms and practices as regards safety and environment.

Monitors and reviews all SOPs for the effective implementation and revision as per needs, is able to ensure the implementation of practices related to Safety and environment

Monitors and reviews all SOPs its interdependecies with other areas for the effective implementation and recommends revisions as per needs across the refinery circuts. Also ensuring that adequate training is imparted for improving awareness with regards, practices related to Safety and environment

Understands the cost drivers, its criticality and impact on overall cost of the product and its relationship with the cost of downstream production. Reviews the implementation of cost saving schemes.Provides direction for innovative measures for cost control. Is able to promote culture of cost consciousness. Is able to ensure the effective implementation of SOPs, revisions, recommendations meeting safety hygine and environmental practices.

Functional Competency - Alumina Technical

Career Stage Competency Area Manage Self Definition Manager of Others Definition Managing Manager Definition
Ability to understand gaps in process capabilities, identyfing techonological needs for improvement and accordingly making recommendations.

Functional Head Definition

Ability to review the recommendations and provide need based inputs based on latest techonological advancements in the industry for facilitating innovatie improvements.

Technical and Process know how

To understand process flow diagrams across the Ability to assess the process capabilities of refinery chian and techonological aspects of all entire production chain including the processes.Understands process the models techonogical needs . Is able to implement and review process control systems and related modelings. Knowledge of Key Operating & process parameters, their criticality and its impact on Production, Product Quality and raw material consumption mainly related to assigned area. Ability to monitor and analyse the Key Operating & process parameters, their interdependencies with respect to other sections of the production chain.

Knowledge of Key Operating & Process Parameters and Process efficiencies

Ability to review and analyse the gaps, criticalty Is Contemporary on benchmark Operating & of the operating & process parameter norms Process parameters.Reviews the recommendations and analysing the impact of variations on for effective implementation in the plant. process effeciencies and making recommendations accordingly.

Cost Control

Understands all cost drivers, its relationship with Throughly understands the cost drivers, its key operations, compare with fixed targets and interdependendcies with overall cost structure and areas of improvement with scope of improvement of assigned area. respect to entire operations of the assigned area.

Is able to analyse and review all the cost drivers, implementation of related improvement plans and assess the impact on overall cost structure and savings.

Understands the cost drivers, its criticality and impact on overall cost of the product and its relationship with the cost of downstream production. Reviews the implementation of cost saving schemes.Provides direction for innovative measures for cost control Is able to review all the improvement plans and recommendations related to resource optimisation and provides direction for strategic and innovative measures.

Resource Optimisation

MIS Generation

To be aware of the various input parameters and review its consumption pattern fo the assigned Ability to analyse the various input area. Deploys the parameters and consumption pattern based manpower effectively. on quality of the inputs.Understands the impact of input quality variation on production and productivity. Plans the proper allocation of manpower. To understand the latest data transportation, Is able to review and analyse the data for generation and compliation system to prepare finding gaps as regards targeted values. MIS records of related area on excel spreadsheets

Suggests measure for process upgradation for maximizing throughput and minimizing specific input consumption. Recommends for revision to consumption norms based on input qulity and process results.

Is able to review and analyse the data for finding gaps as regards targeted values.

Is able to review and analyse the data for finding gaps as regards targeted values.

Functional Competency - Reduction Operations

Career Stage Competency Area Manage Self Definition Manager of Others Definition Managing Manager Definition Functional Head Definition

In-depth theoritical knowledge of the function Knowledge about contemporary technology , equipments and the working process & its possible uses for process improvement

Is contemporary on the developments in the relevant field of engineering & Through knowledge about all aspects its practical application in the of working function Ability to explore alternative technology Ability to manufacture at reduced cost, and maintain consistency in quality

Technical Knowhow

In-depth knowledge of Metallurgical & chemical engineering concepts Thorough knowledge of all Standard Operating Practices (SOP) & production & process parameters. Ability of Job Planning & its effective execution following the Standard Operating Procedure Minimising variations in day-to-day operational parameters to achieve consistancy Identify abnormalities & timely correction

Ability & skill to analyze data Knowledge of eqipments in related area of working in the entire Plant. Knowledge of their typical behaviour, history , trouble shooting and riska involved. Ability to evaluate the effect of changes in process & parameters in totality Develop systems & ensure dependability of process improvements Monitoring , supervision & guidance to ensure timely completion of tasks at hand Ensure follow-up of Standard Operating Practices

Ability to outsourse & explore alternative technologies

Ability to incorporate best Estabish Standard Operating manufacturing practices in the Practices. Improve existing practices organisation. Customer Focus to ensure customer delight Ability to ensure higher productivity & reduce wastage

Operations Management Cost consciousness

Ability to use supply chain Suggest Plant Head on improvement management principles and practices Plans to meet market demand Planning & Budgeting for the Section Ability to set up processes for setting up in line with the departmental EVA standards for products & services given targets to external & internal customers Ability to de-bottleneck Ability to recast business process using Information Technology Establishes the quality requirements and measurements for the deliverables of the function. Ability to capture managerial experiences & knowledge on the job

Focus on cost implications

Identify scope for improvement and cost reduction Implement Small Group Activities TPM, WCM, QC, Kaizen etc. Ability & vision for change implementation. Effective use of Small Group Activities to attain excellence in operations Clear focus on cost implications in each area of activity Ensure maintaining relavant database Ability to apply measurements in all areas of working to quantify output & performance

Ability to coach and guide

Suggest & implement process improvements

Syatematic documentation of work instructions and key incidents Strong customer orientation - internal & external

Ability to de-bottleneck capacities

Inquisitiveness and willingness to learn and implement new things Systems Management To ensure adherence to statutory requirements relate to all aspects of plant activities.

Ability to focus on measurement

Ensure Problem solving & trouble-shooting

Ability to manage working capital effectively

Problem analysis and solving skills

Ability to identify impact of market forces on company finances

Career Stage Competency Area

Manage Self Definition

Manager of Others Definition

Managing Manager Definition

Functional Head Definition

Ability to service commitments made to customers

Knowledge of all safety norms, policies, guidelines and other statutory requirements. Safety Health & Environment

Develop safe working practices & Ensure safe working practices & adherence to procedures. Proactively Plan for statutory requirements emergencies. Eye on impact on environment Root cause analysis fo occurances Knowledge of adverse impact of our processes on the environment & taking steps to minimize Knowledge of materials used their, procurement lead times, vendors, stocks, spares, specifications, alternate materials, their quality & compatibility, cost etc. Root cause analysis of major hazardous occurances. Knowledge of OHSAS standards, Emergency handling

Awareness of statutory norms and system applications and able to evolve a strategy and a plan for the improvement of performance.

Ensure follow-up of safe working practices and use of PPE Take proactive steps to avoid dangerous occurances

Ability to optimally utilise all resources at Hand

Technical Negotiation Skills & expertise to handle Projects

Knowledge of Project Management. Maintenance Management. Inventory Management, Asset management and Production Management. Knowledge of SCM principles. Is able to work with existing/new/alternate vendors to ensure JIT supply of appropriate material. Is able to deploy men, material & machines/tools appropriately.

Resource Management

Good networking skills

Ability to negotiate technically on the equipments used

Manage Vulnerabilities

Establish rapport & network with related departments in order to timely execute tasks

Is able to establish and maintain relationships with all internal Provide resources for efficient working departments/sections, the govt. bodies, statutory agencies/ authorities etc.

Allocation of Jobs & effective handling of Manpower Managing Human Resources

Set targets and goals

Review role and responsibilities of staff & executives Maintain an amicable working environment where individuals feel like contributing Guide, coach and develop subordinates

Ensure coordial & harmonious Industrial Relations Review the organisation structure, role and responsilities. Plan for succession at key positions Effectively implement HR policies & practices in letter & spirit

Monitor & reduce overtime & absenteeism

Maintain discipline

Effectively network with related departments in order to time execute tasks

Take proactive steps to reduce OT & absenteeism

Format for Functional Competency - Reduction Maintenance

Career Stage Competency Area Manage Self Definition
In-depth theoritical knowledge of the function , equipments and the working process In-depth knowledge of Mechanical/ Electrical/ Instrument Engineering concepts Thorough knowledge of all Standard Operating Practices (SOP) & production & process parameters.

Manager of Others Definition

Knowledge about contemporary technology & its possible uses for process improvement

Managing Manager Definition

Is contemporary on the developments in the relevant field of engineering & its practical application in the function

Functional Head Definition

Through knowledge about all aspects of working Ability to maintain equipments at reduced cost, and maintain consistency in quality

Technical Knowhow

Ability & skill to analyze data Knowledge of eqipments in related area of working in the entire Plant. Knowledge of their typical behaviour, history , trouble shooting and riska involved.

Ability to explore alternative technology

Applications knowledge of modern Ability to outsourse & explore alternative delivery tools - MTTR, MTBF, Just-in-time technologies etc. Develop safe working practices & procedures. Proactively Plan for emergencies. Eye on impact on environment Root cause analysis of major hazardous occurances. Awareness of statutory norms and system applications and able to evolve a strategy and a plan for the improvement of performance.

Knowledge of all safety norms, policies, guidelines and other statutory requirements. Safety Health & Environment Ensure follow-up of safe working practices and use of PPE Take proactive steps to avoid dangerous occurances Implement Small Group Activities TPM, WCM, QC, Kaizen etc. Suggest & implement process improvements Inquisitiveness and willingness to learn and implement new things Systems Management To ensure adherence to statutory requirements relate to all aspects of maintenance

Ensure safe working practices & adherence to statutory requirements

Root cause analysis fo occurances

Knowledge of adverse impact of our Knowledge of OHSAS standards, processes on the environment & taking steps Emergency handling to minimize Ability to coach and guide on existing & new methods of maintenance Syatematic documentation of work instructions and key incidents Strong customer orientation - internal & external Ability & vision for change implementation. Ability to capture managerial experiences & knowledge on the job

Effective use of Small Group Activities to Ability to de-bottleneck capacities attain excellence in operations Clear focus on cost implications in each area of activity Ensure maintaining relavant database and past maintenance history for critical equipments Ability to apply measurements in all areas of working to quantify output & performance

Ability to focus on measurement

Ensure timely Problem solving & troubleshooting

Ability to manage working capital effectively

Problem analysis and solving skills

Ability to identify impact of market forces on company finances

Ability to service commitments made to customers

Career Stage Competency Area

Manage Self Definition

Ability of Job Planning & its effective execution following the Standard Operating Procedure Ability to efectively various maintenance management tools - PM analysis, FMEA, Planned Maintenance, NDT, Shut Down, MP design etc. Identify abnormalities & timely correction

Manager of Others Definition

Ability to analyse failures & take corrective steps

Managing Manager Definition

Estabish Standard Operating Practices & Improve existing practices Customer Focus to ensure customer delight through effctive modern maintenance methods Suggest Plant Head on improvement Plans Planning & Budgeting for the Section in line with the departmental EVA targets

Functional Head Definition

Ability to incorporate best maintenance practices in the organisation.

Develop systems & ensure dependability of improvements carried out

Ability to ensure higher productivity & reduce wastage Ability to use supply chain management principles and practices to meet market demand Ability to set up processes for setting up standards for products & services given to external & internal customers Ability to recast business process using Information Technology Establishes the quality requirements and measurements for the deliverables of the function.

Monitoring , supervision & guidance to ensure timely completion of tasks at hand Ensure follow-up of Standard Operating Practices Focus on cost implications - manpower productivity, energy conservation, spares consumption & inventory Ability to plan and Monitor various delivery mechanisms - reducing MTTR (Mean Time To Repair), increase MTBF (Mean Time Betweem Failures) & improving OEE (Overall Equipment Efficiency) Knowledge of materials used their, procurement lead times, vendors, stocks, spares, specifications, alternate materials, their quality & compatibility, cost etc.

Maintenance Management

Cost consciousness and use of alternate work around methods effectively

Suggest & guide operations on ways to improve their equipment efficiencies

Identify scope for improvement and cost reduction

Ability to optimally utilise all resources at Hand

Technical Negotiation Skills & expertise to handle Projects

Knowledge of Project Management. Maintenance Management. Inventory Management, Asset management and Production Management. Knowledge of SCM principles. Is able to work with existing/new/alternate vendors to ensure JIT supply of appropriate material. Is able to deploy men, material & machines/tools appropriately. Is able to establish and maintain relationships with all internal departments/sections, the govt. bodies, statutory agencies/ authorities etc.

Resource Management Good networking skills

Ability to negotiate technically on the equipments used

Manage Vulnerabilities

Establish rapport & network with related departments in order to timely execute tasks Allocation of Jobs & effective handling of Manpower Managing Human Resources

Provide resources for efficient working

Set targets and goals

Review role and responsibilities of staff & Ensure coordial & harmonious Industrial executives Relations Maintain an amicable working environment where individuals feel like contributing Guide, coach and develop subordinates Review the organisation structure, role and responsilities. Plan for succession at key positions Effectively implement HR policies & practices in letter & spirit

Monitor & reduce overtime & absenteeism Effectively network with concerned departments in order to timely execute tasks

Maintain discipline

Take proactive steps to reduce OT & absenteeism

Functional Competency - Reduction Technical

Career Stage Competency Area Manage Self Definition
In-depth theoritical knowledge of the function , equipments, working process & SOPs Technical Knowhow In-depth knowledge of Metallurgical & Chemical engineering concepts Thorough knowledge of statistical tools for data alalysis & process control Ability of Job Planning & its effective execution following the Standard Operating Procedure

Manager of Others Definition

Knowledge about contemporary technology & its possible uses for process improvement Ability & skill to analyze data Knowledge of eqipments in related area of working in the entire Plant. Knowledge of their typical behaviour, history , trouble shooting and riska involved.

Managing Manager Definition

Is contemporary on the developments in the relevant field of engineering & its practical application in the function Ability to explore alternative technology

Functional Head Definition

Through knowledge about all aspects of working Ability to manufacture at reduced cost, and maintain consistency in quality Ability to outsourse & explore alternative technologies

Ability to evaluate the effect of changes in Estabish Standard Operating Practices. process & parameters in totality Improve existing practices

Ability to incorporate best process improvement practices in the organisation.

Ability to keep checks on day-to-day Develop systems & ensure dependability of Customer Focus to ensure customer operational parameters & suggest ways to process improvements delight achieve consistancy Identify abnormalities & timely correction Monitoring , supervision & guidance to ensure timely completion of tasks at hand Ensure follow-up of Standard Operating Practices Focus on cost implications Ability to provide functional guidance to Plant Head and other sectional incharges Planning & Budgeting for the Section in line with the departmental EVA targets Ability to de-bottleneck

Ability to ensure higher productivity & reduce wastage Ability to use supply chain management principles and practices to meet market demand Ability to set up processes for setting up standards for products & services given to external & internal customers Ability to recast business process using Information Technology Establishes the quality requirements and measurements for the deliverables of the function. Ability to capture managerial experiences & knowledge on the job

Operations Management

Cost consciousness

Implement Small Group Activities TPM, WCM, QC, Kaizen etc. Suggest & implement process improvements Inquisitiveness and willingness to learn and implement new things Systems Management

Ability to assess the quality of Raw Material Identify scope for improvement and cost and ensure its correctness for operational reduction use Ability & vision for change Ability to coach and guide implementation. Syatematic documentation of work Effective use of Small Group Activities to Ability to de-bottleneck capacities instructions and key incidents attain excellence in operations Strong customer orientation - internal & external Clear focus on cost implications in each area of activity Ability to focus on measurement

To ensure adherence to statutory Ensure maintaining relavant database on Ability to manage working capital requirements relate to all aspects of plant Ensure Problem solving & trouble-shooting process parameters and critical effectively activities. equipments Strong Problem analysis and solving skills Ensure right quality of raw materials and finished products Ability to apply measurements in all areas of working to quantify output & performance Ability to identify impact of market forces on company finances Ability to service commitments made to

Career Stage Competency Area

Manage Self Definition

Manager of Others Definition

Managing Manager Definition

Safety Health & Environment

Knowledge of all safety norms, policies, Ensure safe working practices & adherence guidelines and other statutory to statutory requirements requirements. Ensure follow-up of safe working practices Root cause analysis fo occurances Take proactive steps to avoid dangerous occurances Knowledge of adverse impact of our processes on the environment & taking steps to minimize

Develop safe working practices & procedures. Proactively Plan for emergencies. Eye on impact on environment Root cause analysis of major hazardous Knowledge of OHSAS standards, Emergency handling

Functional Head Definition

Awareness of statutory norms and system applications and able to evolve a strategy and a plan for the improvement of

Knowledge of materials used their, Ability to optimally utilise all resources at procurement lead times, vendors, stocks, Hand spares, specifications, alternate materials, their quality & compatibility, cost etc. Resource Management Good networking skills

Technical Negotiation Skills & expertise to handle Projects

Knowledge of Project Management. Maintenance Management. Inventory Management, Asset management and Production Management. Knowledge of SCM principles. Is able to work with existing/new/alternate vendors to ensure JIT supply of appropriate material. Is able to deploy men, material & machines/tools appropriately. Is able to establish and maintain relationships with all internal departments/sections, the govt. bodies,

Ability to negotiate technically on the equipments used Establish rapport & network with related departments in order to timely execute tasks

Manage Vulnerabilities

Provide resources for efficient working

Allocation of Jobs & effective handling of Set targets and goals Manpower

Review role and responsibilities of staff & Ensure coordial & harmonious Industrial executives Relations Maintain an amicable working environment where individuals feel like contributing Review the organisation structure, role and responsilities. Plan for succession at key positions

Managing Human Resources

Monitor & reduce overtime & absenteeism Maintain discipline

Effectively network with related departments in order to time execute tasks

Take proactive steps to reduce OT & absenteeism

Guide, coach and develop subordinates

Effectively implement HR policies & practices in letter & spirit

Functional Competencies :Fabrication Operation Career Stage Competency Area

Depth and Width of Functional Knowledge

Managing Self Definition

Managing Others Definition

As area-heads and section-heads, broader knowledge of Principles of Metallurgy involved in Rolling Mill : Scalping and Soaking Process, Hot & Cold Rolling of Aluminium, Continuous Casting Operation, Annealing and Finishing of Rolled Product; Extrusion: Aluminium extrusion , Diedesigning and manufacturing Operation, Annealing, Quenching and Aging of Extruded Product; Remelt Shop: Aluminium Melting, Casting and Rolling on Properzi Mills Ability to forecast all activities to be carried out during the month for Rolling Mills, Extrusion Presses and Properzi Mills; prioritize and formulate guidelines for various activities; orient activities towards target attainment and carry out review & mid-course correction accordingly, communicate SOPs to all personnel, document relevant information in the described format; execute plans for making value-added products .

Managing Manager Definition

Over-all knowledge of Principles of Metallurgy involved in Rolling Mill : Scalping and Soaking Process, Hot & Cold Rolling of Aluminium, Continuous Casting Operation, Annealing and Finishing of Rolled Product; Extrusion: Aluminium extrusion , Die-designing and manufacturing Operation, Annealing, Quenching and Aging of Extruded Product; Remelt Shop: Aluminium Melting, Casting and Rolling on Properzi Mills Ability to set production targets for Rolling Mills, Extrusion Presses and Properzi Mills based on Total Annual Target for Rolled Products, Extruded Products and Wire Rods and ensure efficient execution of the production schedule to obtain productivity enhancement through optimum NRT and recovery; monitor and control setup time and idle time for Constraint Equipment; prepare plans for making value-added products Ability to translate strategic plans into operational plans and provide resources for implementing such plans;

Functional Head Definition

Holistic knowledge about operations in Rolling Mill/ Extrusion/ Remelt Shop in totality and ability to synthesise knowledge from diverse sources into a coherent whole and cascade this knowledge down the line in focussed manner

As equipment owners, specific knowledge of Principles of Metallurgy involved in Rolling Mill : Scalping and Soaking Process, Hot & Cold Rolling of Aluminium, Continuous Casting Operation, Annealing and Finishing of Rolled Product; Extrusion: Aluminium extrusion , Die-designing and manufacturing Operation, Annealing, Quenching and Aging of Extruded Product; Remelt Shop: Aluminium Melting, Casting and Rolling on Properzi Mills Production Management Ability to ensure execution of material in Rolling Mills, Extrusion Presses and Properzi Mills as per schedule with optimization of capacities, monitor process control parameters and SOPs, review daily performance and take necessary corrective actions for on-time and proper handling of material; implement prepare plans for making value-added products Operational Planning

Ability to keep abreast with the latest developments in the technology of Aluminium Rolling, Extrusion and Casting and effectively integrate technically feasible options at the shop-floor level through improvement initiatives such as Maarsman and OPM software modules

Ability to carry out routine planning for day-to-day shop-floor Ability to monitor execution of shop-floor planning exercise, of management short term and long term nature, at the level of area and section Value Driver Management Ability to use consumables as per standards( quality and Ability to monitor consumption levels for Rolling Mills, quantity) and prepare MIS on cost parameters for Extrusion Presses and Properzi Mills in coordination with Management review Area In-charges with respect to budgeted norms of performance parameters such as inventory, stores, power, fuel, cycle time etc Projects Management Ability to generate MIS on the progress in implementation of Ability to prioritize various activities for time-bound projects and status of utilisation of resources implementation of projetcs and highlight deviations for review by higher management Customer Orientation and Ability to work in close coordination with counter-parts of Ability to establish rapport & network with related departments networking skills Technical and Maintenance department in order to timely execution of customer requirement Safety, Occupational Health & Working Environment Management Human Resource Management

Ability to carry out strategic planning exercise to build and institutionalise systems of long term value;Ability to assess impact of the strategy chosen Ability to prepare operational and CAPEX plan and budget for Review and monitor key cost drivers through mechanisms such as management sanction; Periodically review and monitor Monthly Performance Review Meting and Bench-mark Key implementation of CAPEX and other improvement plans and Performance parameters and cost drivers and plan for initiate corrective action in case of deviation improvements in product-wise profitability targets keeping in view EBIDTA and EVA norms. Ability to conceptualise improvement/ modification projects, co- Ability to explore options for major business process reordinate with other functions and periodically review the engineering and capacity expansion projects in Rolling Mill/ progress of completion of projects, Extrusion/ Remelt Shop Abilty to anticipate the needs of customers and ensure, along Ability to maintain effective liaison with external & internal with technical department, execution of changes identified for customers for effective CRM meeting the customer requirement, Ability to ensure follow-up of safe working practices, OHSAS Ability to take proactive steps to avoid dangerous occurances Ability to develop safe working practices & procedures. Ability Ability to create an environment where safe and environmentguidelines and use of PPE on the shop-floor of Rolling Mill/ through Root cause analysis of occurances to prepare contingency planning for handling emergencies friendly work-pratices are followed and prepare contingency Extrusion/ Remelt Shop departments with an eye on environmental impact guidelines for disaster-managemnt in shop-floor of Rolling Mill/ Extrusion/ Remelt Shop Ability to maintain harmonious employee relations Ability to allocate jobs & effectively supervise Ability to ensure effective utilisation of human resources, Ability to create an enabling environment for on the shop-floor and serve as effective link of manpower to reduce OT & absenteeism, ability to continuously upgrade their skills and knowledge to develop maximising contribution from available human communication between operators and redress shop-floor issues and grievances through high performance work culture, ability to set performance resources; ability to establish channels for two-way supervisors down below on one hand and higher effective inter-personal skills; Ability to provide on- targets and provide structured feedback about performance communication with employees; ability to coach and management on the other hand the-job training against targets at periodic intervals; ability to facilitate the provide mentoring to the team of Rolling Mill/ implementation of OD interventions on the shop-floor with a Extrusion/ Remelt Shop view to retain talent

Functional Competencies : Fabrication Maintenance Career Stage Competency Area Manage Self Definition Manager of Others Definition Manager of Managers Definition
Broad Knowledge of the relevant fields of Mechanical/Electrical/ Instrument Engineering as applied to Rolling Mills/ Exrusion Presses/ Properzi Mills; Knowledge of working with computers; Knowledge about rationale and logic of Standard Maintenance Practices (SMP); Able to understand the concepts of Preventive Maintenance, Predictive Maintenance, Break-down Maintenance and Opportune Maintenance; Knowledge of all relevant Maintenance tools such as LCC, OEE, RCM, MTTR, MTBF, NDT etc. Knowledge of all machinery/tools w.r.t. area of working, in the entire plant. Knowledge of their typical behaviour, history and the relevant trouble-shooting & risks involved. Is able to develop systems to capture this knowledge and guide the team to use it

Function Head Definition

Detailed Knowledge of the relevant fields of Mechanical/Electrical/ Instrument Engineering as applied to Detailed Knowledge of the relevant fields of Rolling Mills/ Exrusion Presses/ Properzi Mills; Knowledge of Mechanical/Electrical/ Instrument Engineering as applied to working with computers; Thorough knowledge of Standard Rolling Mills/ Exrusion Presses/ Properzi Mills; Knowledge of Maintenance Practices; Able to understand the concepts of working with computers; Knowledge of Standard Maintenance Preventive Maintenance, Predictive Maintenance, Break-down Practices(SMP) and applications ; Able to understand the Maintenance and Opportune Maintenance; Knowledge of all concepts of Preventive Maintenance, Predictive Maintenance, Depth and Width of relevant Maintenance tools such as LCC, OEE, RCM, MTTR and Break-down Maintenance and Opportune Maintenance; Ability to Functional knowledge MTBF; Ability to read and make engineering drawings w.r.t. the read and make engineering drawings w.r.t. the work area work area and incorporate changes as and when required, in the drawings. Knowledge of the usage of the equipments that are relevant to Knowledge of the specifications of various machines deployed in perform the Maintenance job in Rolling Mill/ Extrusion/ Remelt the process. Knowledge of their typical behaviour, history and the Shop and knowldge about the installation/replacement of relevant trouble-shooting techniques. Is able to schedule the assemblies and/or sub-assemblies atc. Basic knowledge of maintenance activities in cases of production emergency MOCs of equipment used in the process. Ability to monitor compliance w.r.t.PM check-sheets, Condition Ability to ensure compliance w.r.t.PM check-sheets, Condition monitoring schedule, Overhauling schedule and Quality monitoring schedule, Overhauling schedule and Quality workmanship; Ability to monitor reduction in maintenance time workmanship; Ability to ensure reduction in maintenance time through proper planning and monitoring of maintenance activities through proper planning and monitoring of maintenance (use of PERT); Ability to monitor availability of rotable spares are activities (use of PERT);Ability of identification of chronic Maintenance Management available complete in all respect;Ability to Identify sporadic problems of Maintenance on the equipment in Rolling Mills/ problems on the equipment in Rolling Mills/ Extrusion Extrusion Presses/Remelt Shop and making action plans for Presses/Remelt Shop and make action plans for their elimination; their elimination; Updation of check-sheets to incorporate Ability to update check-sheets to incorporate learning lessons of learning lessons of breakdowns; Ability to carry out jobs for breakdowns; Ability to monitor planning of jobs for opportune opportune maintenance. maintenance. Ability to monitor execution of shop-floor maintenance planning Ability to carry out routine maintenance planning for day-to-day Maintenance Planning exercise, of short term as well as long term nature, at the level of shop-floor management area and section

Ability to keep updated with latest innovations in Maintenance Practices of equipment in Rolling Mill/ Extrusion/ Remelt Shop and ability to explore their applications at shop-floor level by effective knowledgeintegration with Maintenance team;

Ability to classify and interpret the various data regarding time, cost, production loss, downtime etc. Ability to develop Ability to plan, monitor and control the over-all Maintenance various maintenance programs such as Standard management process to ensure high equipment availability Maintenance Practices and keep them updated to match and maximise equipment reliability in alignment with the expansion/ modification/ revamping of equipment in Rolling production planning schedules , keeping the philosophy of Mill/ Extrusion/ Remelt Shop. Ability to ensure analysis of TPM in view break-downs and unusual occurances;

Ability to translate strategic plans into maintenance plans and provide resources for implementing such plans;

Ability to strategise Maintenance Planning to institutionalise systems and policies of long term value;

Ability to carry out Planning & Budgeting for the Ability to effectively utilise natural resources such as air,water, Ability to continuously identify scope for reduction in Maintenance Department, periodically review consumption of resources Value Drivers Management oil etc.with respect to norms laid down in budget of Maintenance cost, formulate action plans and get the same implemented at against budgets and initiate corrective action wherever function various work centres needed

Materials Management

Customer Orientation and networking skills

Ability to formulate broad frame work for Planning & Budgeting for the Department in line with the departmental EVA targets; Ability to prepare CAPEX proposals for management sanction Ability to apply the knowledge of principles of SCM and Ability to use the knowledge of materials used, their Ability to choose, on the shop-floor on short-term basis, the Value Engineering for residual life enhancement. Ability to procurement lead times, vendors, stocks, spares, right material/equipment for the right purpose and interpret the work with existing/new/alternate vendors to ensure JIT Ability to apply planning, JIT and project management techniques specifications, alternate materials, their quality & various maintenance plans drawn up; ability to allocate the supply of appropriate material. Ability to deploy men, to allocate requources (man, material and tools) on the shop-floor compatibility, cost etc. Ability to apply project management appropriate time to the appropriate work (routine/shutdown etc.), materials and machines/tools appropriately; Ablity to on long-term basis. techniques to implement large projects; Ability to carry out in coordination with Operation of Rolling Mills/ Extrusion strategise and plan for the procurement/retrofitting of residual life assessment; Ability to apply ABC, XYZ & VED Presses/Remelt Shop equipment in the Fabrication Plant and dovetail it with the analysis to achieve reduction in invrntory of spares production plan. Abilty to visualise the needs of internal customers, viz. Ability to work in close coordination with counter-parts of Ability to establish rapport & network with related departments in Ability to maintain effective liaison with external & internal Operation and Technical and ensure execution of actionOperations department order to timely execution of internal customer requirement customers for effective CRM plans made for meeting the customer requirement, Ability to take proactive steps to avoid dangerous occurances through Root cause analysis of occurances Ability to develop safe working practices & procedures. Ability to prepare contingency planning for handling emergencies with an eye on environmental impact Ability to ensure effective utilisation of human resources, continuously upgrade their skills and knowledge to develop high performance work culture, ability to set performance targets and provide structured feedback about performance against targets at periodic intervals; ability to facilitate the implementation of OD interventions on the shop-floor with a view to retain talent Ability to create an environment where safe and environment-friendly work-pratices are followed and prepare contingency guidelines for disaster-managemnt in shop-floor of Rolling Mill/ Extrusion/ Remelt Shop Ability to create an enabling environment for maximising contribution from available human resources; ability to establish channels for twoway communication with employees; ability to coach and provide mentoring to the team of Rolling Mill/ Extrusion/ Remelt Shop

Safety, Occupational Health Ability to ensure follow-up of safe working practices, OHSAS & Working Environment guidelines and use of PPE on the shop-floor of Rolling Mill/ Management Extrusion/ Remelt Shop departments

Human Resource Management

Ability to maintain harmonious employee relations on the shop-floor and serve as effective link of communication between operators and supervisors down below on one hand and higher management on the other hand

Ability to allocate jobs & effectively supervise manpower to reduce OT & absenteeism, ability to redress shop-floor issues and grievances through effective inter-personal skills

Functional Competencies : Fabrication Technical Career Stage Competency Area Managing Self Definition Managing Others Definition Managing Managers Definition Functional Head Definition

Depth and Width of Functional Knowledge

As area-heads and section-heads, broader knowledge Over-all knowledge of Principles of Metallurgy involved in As equipment owners, specific knowledge of Principles of of Principles of Metallurgy involved in Rolling Mill : Rolling Mill : Scalping and Soaking Process, Hot & Cold Metallurgy involved in Rolling Mill : Scalping and Soaking Scalping and Soaking Process, Hot & Cold Rolling of Holistic knowledge about operations in Rolling Mill/ Process, Hot & Cold Rolling of Aluminium, Continuous Rolling of Aluminium, Continuous Casting Operation, Aluminium, Continuous Casting Operation, Annealing Extrusion/ Remelt Shop in totality and ability to Casting Operation, Annealing and Finishing of Rolled Annealing and Finishing of Rolled Product; Extrusion: and Finishing of Rolled Product; Extrusion: synthesise knowledge from diverse sources into a Aluminium extrusion , Die-designing and manufacturing Product; Extrusion: Aluminium extrusion , Die-designing Aluminium extrusion , Die-designing and manufacturing coherent whole and cascade this knowledge down the Operation, Annealing, Quenching and Aging of Extruded and manufacturing Operation, Annealing, Quenching and Operation, Annealing, Quenching and Aging of line in focussed manner Product; Remelt Shop: Aluminium Melting, Casting and Aging of Extruded Product; Remelt Shop: Aluminium Extruded Product; Remelt Shop: Aluminium Melting, Melting, Casting and Rolling on Properzi Mills Rolling on Properzi Mills Casting and Rolling on Properzi Mills Ability to observe the process parameters during Rolling/ Extrusion/Casting of Aluminium and study relevant mechanical and metallurgical properties; Ability to design Ability to monitor SOP implementation at shopfloor; the check sheets based on FMEA and then float it at Ability to monitor the product quality and critical shopfloor for data capturing; Ability to review and update process parameters of each machine center on the SOPs of critical / major products; Ability to shift wise sampling basis; Ability to ensure immediate corrective monitor the follow-up of SOPs at shop floor and the coolant actions and inform the nonconformity to all concerned filtration system and guide the operator, whenever required, in case of any abnormality. for its smooth functioning; Ability to document the observations in quality logbook and generate nonconformity reports on daily basis; Ability to identify, analyze and recommend improvements and solutions to the product quality; Ability to precise quality deviation report of the previous day for all 3 shifts Ability to identify the customer need through on daily basis; Ability to identify quality defects & plan marketing department and prepare standard preventive actions based on the monthly recovery reports operating procedure (SOP) and update the same from ; Ability to take cognizance of Feed back from the time to time as per market needs of quality; Ability to marketing personnel on the customer complaints and strategise for long term value-creation and policy ensure customer visit, complaint investigation and formulation in Technical function incorporation of the preventive actions in the S O Ps; Ability to verify of test results against the standards given in I S O-9002 manual / customer requirements.

Quality Assurance

Ability to identify new areas for exploring value added product on the basis of interaction with customers and Ability to develop SOP for new product ; Ability to follow other sources of feedback; ability to develop potential Ability to adhere to SOP for new product development the Quality Road Map; Ability to conceptualise Six Sigma for replacing other material like plastics, composites in the category of Rolled Products/ Extruded Products/ Projects and provide resources required for execution of etc. with Aluminium; Ability to prepare trial lot & Ability to adhere to SOP for new product development in Process Innovation and EC & Alloy Wire Rods/ Conform feed stock; Ability to such projects; Ability to continuously analyse the process regularize the production of new product after the category of Rolled Products/ Extruded Products/ EC & New Product Development execute projects for process improvement with flow with respect to finding the scope for improvement in repeated trials and errors; Ability to lay down Quality Alloy Wire Rods/ Conform feed stock; emphasis on enhancing fuel efficiency and improving equipment efficiency and process efficiency and modify Road-map with emphasis on CTQ & CTP norms of specific energy consumption the SOP's accordingly; identification and ability to adopt Six Sigma philosophy as a means of continuous process innovation Ability to formulate guidelines for Planning & Ability to effectively utilise natural resources such as water, Ability to identify scope for cost reduction and get the Ability to carry out Planning & Budgeting for the Resource Utilisation Budgeting for the Department in line with the oil etc.with respect to norms laid down in budget same implemented at various work centres Department in line with the departmental EVA targets departmental EVA targets Abilty to anticipate the needs of customers and ensure, Ability to maintain effective liaison with external Ability to establish rapport & network with related along with Technical team, execution of changes customers such as Central Teachnical Cell/ Corporate Customer Orientation and Ability to interface with internal customer viz. Operations departments in order to timely execution of requirement Networking skills and Packing to fulfil their requirement; identified for meeting the requirement of customer : both Strategic cell as well as internal customers for of internal customer viz. Operations and Packing; internal as well as external, effective CRM Ability to create an environment where safe and Ability to ensure follow-up of safe working practices, Ability to develop safe working practices & procedures. environment-friendly work-pratices are followed and Safety, Occupational Ability to take proactive steps to avoid dangerous Health & Working Ability to prepare contingency planning for handling prepare contingency guidelines for disasterOHSAS guidelines and use of PPE on the shop-floor of occurances through Root cause analysis of occurances Environment Management Rolling Mill/ Extrusion/ Remelt Shop departments emergencies with an eye on environmental impact managemnt in shop-floor of Rolling Mill/ Extrusion/ Remelt Shop Ability to ensure effective utilisation of human resources, Ability to create an enabling environment for continuously upgrade their skills and knowledge to maximising contribution from available human Ability to allocate jobs & effectively supervise develop high performance work culture, ability to set Ability to maintain harmonious employee relations resources; ability to establish channels for twomanpower to reduce OT & absenteeism, ability performance targets and provide structured feedback way communication with employees; ability to on the shop-floor about performance against targets at periodic intervals; to redress shop-floor issues and grievances coach and provide mentoring to the team of ability to facilitate the implementation of OD interventions Rolling Mill/ Extrusion/ Remelt Shop on the shop-floor with a view to retain talent

Human Resource Management

Functional Competency - Boiler Cogenration Operation

Career Stage Manage Self Manager of Others Definition Managing Manager Definition Functional Head Definition
Is able to review and assess the recommendations for improvement plans and providing direction to incorporate innovative pactices. Is able to review and assess all the gaps and recommendations for improvement plans and providing conducive work environment for encouraging initiatitves and innovation Is able to ensure the effective implementation of SOPs, revisions, recommendations meeting safety hygine and environmental practices.

Competency Area Definition

Technical & Proces know how

To understand the technical aspects of Ability to assess the process capabilities of To understand the technological aspects of the the operations , detailed process flow of Boilers, Turbines, DM Plant, Ash Plant & Coal entire co-generation plant its, interdependencies Boilers, Turbines, DM Plant, Ash Plant & Plant including techonogical needs . Is able to with other areas and recommending improvments. Coal Plant circuts for acheiving target implement and review process control systems production inrespective area. and related modelings.

To understand the operating and process Monitors and reviews all operating activities to Monitors and reviews all operating activities, its Knwoledge of key parameters, its impact on production and achieve the target Operating and process interdependencies with other areas and recommend Operating and Process productivity and operational measures to parameters. improvements inorder to achieve the target Parameters achieve the target in the assigned area. Operating and process parameters. To understand the SOPs of all assigned areas including stoppage and startup of Standard Operating the related plant areas. Adheres to defined Practices (SOP) & SHE norms and practices as regards IBR, ISO Issues Safety and Environment. Monitors and reviews all SOPs for the effective Monitors and reviews all SOPs its interdependecies implementation and revision as per needs, is with other areas for the effective implementation able to ensure the implementation of practices and recommends revisions as per needs across the related toIBR, ISO, Safety and Environment co-generation plant. Also ensuring that adequate training is imparted for improving awareness with regards, practices related to Safety and environment

Criticality of Equipment

Is able to explore the possiblities of To understand the criticality of euipment, Monitors and reviews the criticality of Monitors and reviews the criticality of equipment its capacities, specifications and identify equipment, and sees to it that the bottleneck across the cogeneration plant, recommends revision replacement and inclusion of state of the art the critical equipment which affects the equipment are attended by maintenance as per and reviews its interdependencies with other areas equipment. process flow circuit and overall production defined schedule through predictive affecting the overall production productivity and its cost structure during its breakdown. maintenance. Understands all the operating and process parameters alongwith input consumption pattern and target in assigned area to control the cost through process optimisation and effecient equipment running. Throughly understands the cost drivers, its Is able to analyse and review all the cost drivers, interdependendcies with overall cost structure implementation of related improvement plans and and monitors the input norms, process assess the impact on overall cost structure and effeciencies and efficient utilisation of savings. Ensures efficient utilisation of resources resources. and recommends revision for input consumption pattern based on trends, sustainable and quality of inputs. Understands the cost drivers, its criticality and impact on overall cost of the product and its relationship with the cost of downstream production. Reviews the implementation of cost saving schemes.Provides direction for innovative measures for cost control. Is able to promote culture of cost consciousness.

Cost Control

Functional Competency - Boiler Cogenration Maintenance

Career Stage Competency Area Manage Self Definition Manager of Others Definition Managing Manager Definition Functional Head Definition

Is able to review and assess the recommendations To understand the technical aspects of the Ability to assess the process capabilities of To understand the technological aspects of the for improvement plans and providing direction to Maintenance , detailed process flow of Boilers, Boilers, Turbines, DM Plant, Ash Plant & Coal entire co-generation plant its, interdependencies Technical & Turbines, DM Plant, Ash Plant & Coal Plant Plant including techonogical needs . Is able to with other areas and recommending improvments. incorporate innovative pactices. Proces know how circuts for acheiving target production by implement and review process control systems and related modelings. minimising downtime. Is able to choose the right material/equipment for Is able to apply planning, JIT and project Knowledge of materials used, their procurement the right purpose. Interprets the various management techniques to allocate resources lead times, vendors, stocks, spares, specifications, maintenance plans drawn up, allocates the (man, material and tools). alternate materials, their quality & compatibility, appropriate time to the appropriate work cost etc. Apply project management techniques to implement large projects. (routine/shutdown etc.), in coordination with production. Knowledge of SCM principles. Is able to work with existing/new/alternate vendors to ensure JIT supply of appropriate material. Is able to deploy men, materials and machines/tools appropriately.

Resource Management

Networking

Is able to establish and maintain relationships with Is able to establish and maintain relationships Is able to establish and maintain relationships with Is able to establish and maintain relationships with production and other related production and other related departments/sections all internal departments/sections, the govt. bodies, production and other related departments / with statutory agencies/authorities etc. and the relevant inspectors etc. departments/sections. sections.

Cost Control

Ensure maximum utilization of resources by To check the various cost factorst w.r.t. to To analse various cost factors related to budget, proper planning, increasing the life cycle of the Target and implement remedial measures. encourage development of alternate and equipments and by minimising the wasteages. indegenious spares for cost reduction and also monitor the quality of the jobs undertaken by the Contractors.

Understands the cost drivers, its criticality and impact on overall cost of the product and its relationship with the cost of downstream production. Reviews the implementation of cost saving schemes.Provides direction for innovative measures for cost control. Is able to promote culture of cost consciousness.

Standard Operating Practices (SOP) & SHE Issues

To understand the SOPs of all assigned areas Monitors and reviews all SOPs for the effective Adheres to defined norms and practices as implementation and revision as per needs, is regards IBR, ISO, Safety and Environment. able to ensure the implementation of practices related to IBR, ISO, Safety and Environment

Is able to ensure the effective implementation of Monitors and reviews all SOPs its interdependecies with other areas for the effective SOPs, revisions, recommendations meeting safety implementation and recommends revisions as per hygine and environmental practices. needs across the co-generation plant. Also ensuring that adequate training is imparted for improving awareness with regards, practices related to Safety and environment

Functional Competency - Projects Career Stage Competency Area Managing Self Definition
Sound theoretical knowledge in the concerned field. Use of various softwares and AutoCad. TECHNICAL KNOWLEDGE

Managing Others Definition

Ability to guide and cross check the designs. Ability to think alternatives

Managing Manager Definition

Knowledge of various statutory requirements and procedures for obtaining clearances. Conceptualization of the project in totality

Functional Head Definition

Ensuring timely initiation of action for various statutory clearances and their compliance. Ability to visualize the project in totality and initiate actions accordingly. Knowledge of various alternatives and advising wherever necessary. Advising various cost control techniques. Risk analysis of the project. Expertise in evaluation of various technologies available and making suitable choices

Knowledge of various codes used for design or Continuous updation of various developments in Knowledge of multiple alternatives. construction. concerned field. Latest developments in the field of engineering, material Quantity estimation and quality norms Use of various softwares. sciences and design tools and techniques.

Detailed knowledge of various Project Management Tools like Primavera, PS-8, etc. Resource planning and its effective utilisation

Expertise in use of various resources. Monitoring of progress and anticipating constraints.

Ability to provide guidance / solutions in case of unforeseen events Budgetory control. Data analysis from progress reports and identifying the weak areas. Organizing additional resources for overcoming the constraints. Monitoring of cost and time Providing guidance in prioritization of various activities. Ensuring operatability, maintainability, reliability and aesthetics of the system. Providing necessary resources for implementation of safety measures. Ensuring implementation of various WCM techniques. Information about various agencies carrying out similar jobs Cross checking of technical evaluation.

Organizing resources to take care of unforeseen events. Indepth knowledge of project financing and ensuring value addition for shareholders. Anticipate constraints and delays from progress reports and initiate actions in advance. Cost and time monitoring and ability to introduce cost reduction methods. Scrutinizing and advising in change of priorities Strategic planning

PROJECT MANAGEMENT

Detailed knowledge of modes of measurement Review of material planning, their timely as per IS or other applicable standards. availability and control on inventory. Co-ordination with other disciplines. Sequencing and time estimation Materials Management Progress monitoring and reporting Cost estimation and Cost control techniques. Co-ordination with other functions. Prioritizing of various activities Visualizing and ensuring operatability, maintainability and reliability of the system Implementation of various safety measures. Providing guidance for implementation of various techniques of WCM Preparation of contracts document, specifications and negotiating skills

SAFETY

Knowledge of various safety hazards & mplementation of safe practices. Implementation of various techniques of WCM

Providing necessary guidance and resources for compliance of safety, environment and hygiene. Ensuring implementation of various WCM techniques.

WCM / TPM

A very high degree of negotiation skills.

CONTRACTS MANAGEMENT

Technical evaluation of various vendors.

Functional Competency - Services / Utilities Career Stage Competency Area Managing Self Definition
In depth technical knowledge of the function, equipment's working process & SOP's. In depth knowledge of Electrical for ERS, Ceramic & Civil for refractory. - Mechanical for other areas. Basic knowledge of Industrial Engineering with Exposure to Macro process of Plant & Value Drivers. Thorough knowledge of statistical tools for data analysis.

Managing Others Definition

Knowledge about contemporary technology & its possible uses for improvements. Knowledge of all equipment's in related area of working of the section. Knowledge of their typical behavior, history, trouble shooting & risks involved. Ability & skill to analyse data.

Managing Manager Definition

Aware about the latest development in the relevant field of engg. Practical application of latest development in cost effective manner. Ability to Manage Diverse functions & Projects covering all Utilities & Services. Ability to set Process & Technical Benchmarks, Identification of Area & opportunity for improvement in already established processes.

Functional Head Definition

Technical know how

Exposure to Plants Technical Processes.

Is able to communicate (Write & speak) clearly and get across his point of view. Willingly volunteers to undertake new tasks & additional responsibility. Anticipates & takes appropriate actions. Keeps Team success & interest above personal interest.

Thorough knowledge of statistical tools with competency of certified Quality Engineers, Six Sigma Black Belt. Competencies of certified Energy Managers for Energy Conservation. Clearly articulates the expectations from each Presents complex issues in a simple manner & person of the team. Encourages open exchanges with authority. Seeks & provides regular of ideas. feedback, both positive & negative.

Administrative Capability.

Establish & maintain relationship with diverse group of people. Establish common purpose relationship and use these relationships to accomplish work objectives.

Provides developmental opportunities to the team. Inspires, motivates, guides, directs & develops team to be productive & have positive attitude & strong desire to succeed.

Functional Competency - R & D, Labs

Career Stage Competency Area Technical competency in General Laboratory and Quality Control Practices Manage Self Definition Manager of Others Definition Managing Manager Definition Functional Head Definition

Should be conversent with sample collection and Conversent with different standards and preparation methods. Should have capability to Should be proficient in General Should be proficient in metallurgical techniques for sample collection and monitor and review sample preparation methods Laboratrory practices and techniques of process plant operations preparation related to Laboratory and quality and validating the techniques to attain continuous a multi-functional large scale industry. control analysis improvement Conversent with standard laboratory procedures and practices for day-to-day working in a non-ferrous metallurgical industry Should be conversent with general Laboratory procedures and practices and capable of monitoring and auditing a non-ferrous metallurigical Labroatory Should be capable of envisaging the analytical requirements related to plant operation and establishing and adapting new test methods on continuous basis towards improvement Should be capable to organise the Laboratory activities and related workforce to continuously support a large scale metallurgical process plant.

Capacity to organise and classify the laboratory activities

Should be capable to co-ordinate, organise and guide multifunctional activities

Should possess excellent skills for analysis Proficiency in of different raw materials used in inorganic, Laboratory equipments mineral processing and metallurgical and instruments processing industries Proficiency in instrumental techniques and operation of advanced instruments

Should be capable to design, organise and Should be capable to organise laboratory implement Research and Developmental scale experiments to improve and scale projects. Should have hands on up plant operations experience in handling such projects Should have fair knowledge on advanced instrumental techniques followed in Should be conversent with plant technology metallurgical process industries. Should and operations and should have indepth be able to explore and imbibe the state of knowledge of process control the art technology and equipments for functional improvement Should have fair knowledge and working experince with ISO systems of quality, environment, safety, and social responsibility related to Laboratory and plant functioning. Should have exposure and working skills on NABL accreditation and implementation procedures.

Conversent with the operation and Should be capable of study and evaluate the test maintenance of modern analytical methods and should be able to replace them with instruments. Competent to follow advanced effective and appropriate automated techniques instrumental methods for analysis

Proficiency in plant process control mechanisms and process criticalities

Conversent with chemical and mineralogical processes and should have fair Should be capable of transcribe and relate understanding on process control laboratory analysis data into plant operational mechanism. Should be able to work hand-in- parameters hand with plant process control mechanism

Should have hands on experience in process development, waste utilisation and new product development in metallurgical industries

Proficiency and exposure to quality systems and developmental activities Proficiency in electronic data storage, handling and presentation

Should have flair to undertake and lead Should have excellent technical competency to Research and Development activities for Conversent with quality systems and their formulate, undertake and organise developmental plant process alteration, upgradation, implementation in day to day analytical work jobs related to plant functional improvements capacity utilisation, methods development and product development Should have excellent skills for analytical data Should possess excellent computer skills for presentation. Should be capable to the data handling, report generation and experimental results and draw inferences from statistical evaluation of results the data for supporting the plant mechanism Should be capable to understand the cost drivers, criticality of the cost of analysis and its imapact on the over all plant functioning.

Should be capable to monitor the ISO systems, their implementation and coordinating with different statutory organisations for approvals Shuld be able to provide innovative directions for plant operations and cost control activities and continuous improvement of plant operations and product quality

Functional Competencies : IT Career Stage Competency Area

Product Understanding (A) Infrastructure( Networking, WAN, DBA, H/W) (B) Functional(Module)

Manage Self Definition

Product Knowledge about PC's, Printers, Scanner, Servers, N/W devices such as Media(cables),Switches, Hubs, Media Converters, Routers, Modems, VSAT Equipment's (TES, Redynes & Antennas) Product Knowledge about Oracle 11i & Oracle Database. Knowledge about the complete cycle of various modules. e.g. Finance, OPM, Purchase, Inventory, Order management.

Manage Others / Manage Managers Definition

Overall Product Knowledge about Hardware, Network & Software's.

Functional Head Definition

Overall knowledge about the product along with detailed system knowledge.

(C) Technical (Developers) Knowledge of AP, AR, OM, Purchase, Inventory Module. Technical Understanding (A) Infrastructure

Detail knowledge of Finance, sales & marketing, Purchase, Inventory, Order management and their interrelationship. Detailed knowledge about various modules, module interrelationship, interfaces, workflow Basic Knowledge of Hardware, Network devices & Software's Strategic Planning of Resources, Direction in terms of implementation of technique, Cost Benefit Analysis, Coordination with external agencies.

Installation , Configuration & monitoring H/W & N/W devices. Installation, configuration, monitoring & troubleshooting of Network Operating System (Windows 2000,NT,Novell,Linux & AIX) and Desktop Operating systems like Windows 98,2000 Pro., XP etc. Installation, configuration & troubleshooting of LOTUS Domino mail Server Installation, configuration & troubleshooting of Oracle 11i application & Oracle Database Knowledge about security policies and its implementation (N/W & Data) Knowledge Data Backup & Recovery Procedures Fair knowledge of SQL and ability to prepare functional design, Data loader . SQL/PL SQL, Reports/Forms development, Triggers/Functions/Procedures, Performance tuning, Coding Standards.

Performance monitoring & tuning of Oracle application & Oracle Database Verification of security policies and its implementation Assurance of Data backup & auditing. In-depth knowledge of various types of transactions, Interfaces. In-depth knowledge of various Tables/Views, Interfaces, API, Complete Apps Architecture

(B) Functional (C) Technical

Process Understanding (A) Infrastructure (B) Functional (C) Technical Project Management (A) Infrastructure (B) Functional

Business Process Mapping, AS IS / TO BE process understanding. Knowledge about IT Policy.

-Knowledge about business process & systems -Detailed Knowledge about IT Policy

Detailed Proficiency in business process and systems and implementation of company policy.

Resource Management

(C) Technical

Help in Study, design, development, testing and implementation. Preparation of test data, Unit/Integration testing, Data Migration

Issues & Solutions, Project analysis Ability to guide in various stages of SDLC. Good written and verbal communication. Conflict resolution. Knowledge of System Configuration Ability to execute various stages of SDLC. Good written and verbal communication. Conflict resolution.

Overall project management to meet the goal in time, conflict resolution and cost control.

Support Management (A) Infrastructure

(B) Functional (C) Technical

Providing Technical support on running Hardware, Network devices, and Applications including Renusagar, Silvassa, Zonal Offices & Godowns. - Assignment of Hardware calls to AMC Vendors Coordination with the user, Identification of end user's training and arrange their training, Ensure quality and accurate MIS report. Coordination with the user, Bug Fixing, Ensure quality and accurate MIS report.

Ability to provide solutions with aid of correct system analysis & design Monitoring of pending calls & reasons. Ability to understand the Risk and prioritizing the activities.

Identification of areas of improvement and initiation of new projects.

Functional Competency - Finance & Accounts Career Stage Competency Area COMMAN TO ALL Technical Know how Manage Self Definition Manage Others Definition Manage Managers Definition Functional Head Definition Overall Proficiency in understanding the systems and procedures of finance and commercial

Basic knowledge in overall work related Proficiency of corporate Accounting Practice Knowledge of working areas like finance, / Standard Auditing Practices along with the accounts taxation commercial and Internal areas in accounts /Auditing standards expertise in budget analysis and identification control Procedures of variance

WCOM Business and company Know how

TPM / WCM concepts related to finance TPM / WCM concepts related to finance / accounts function / accounts function Knowledge about the competitors Knowledge about Business Dynamics and basics of the Industry depth knowledge of Monitory policy, EXIM Policy,WTO provisions

TPM / WCM concepts related to finance / accounts function Knowledge about Business Dynamics,In depth knowledge of Monitory policy,EXIM Policy, WTO provisions Knowledge about Business Dynamics, Monitory policy Should continuously look for new avenues of cost reduction through innovative ideas

TPM / WCM concepts related to finance / accounts function 'Economic Affairs Knowledge and its impact on Business - Monitory policy - Relevant WTO Matters - EXIM Policy

Cost Consciousness Should have a culture for Cost Consciousness Internal Customer satisfaction MIS Planning & Budgeting

Guide the full team through example to achieve high standards of cost reduction Should always serve customers first Cater to customers and follow on complain at Cater to customers and follow on complain at Always keeps the Customer satisfaction as the first priority regular intervals. regular intervals with focus on changing/ reviewing the process based on complains Proficiency in preparation and Monitoring of Business Plan Analytical findings, impact of improvement initiatives supervising guiding in preparing business plan

Should follow high standards of cost consciousness

Preparation of profitability & balance Monitoring of CVA/ EVA sheet statements along with coordination with other departments for getting inputs and 'Understanding of revenue cost and investment drivers In depth Working Knowledge of cost Depth knowledge of cost accounting and Management technique and ability to Accounting/Management technique integrate things

Management Accounting

Proficiency in cost accounting & management techniques Business overview in depth knowledge/undersatnding of value based management - Proficiency in various project evaluation techniques e.g. Capital budgeting - Cash flow / funds flow analysis - What if, analysis

Management Accounting & Cost Control Techniques Proficiency in cost accounting & management techniques Ability to link business goal to different activities. Project Evaluation - Proficiency in various project evaluation techniques e.g. Capital budgeting - Cash flow / funds flow analysis - What if, analysis

Projects- Capital Budgeting

Basic knowledge about the '- Capital - In depth knowledge about:- capital budgeting budgeting - Cash flow / funds flow analysis - Cash flow / funds flow analysis

Career Stage Competency Area Fianc Functions

Manage Self Definition Idea about the normal workings of Banks, Finance Instruments etc.

Manage Others Definition Full fledged idea about Working capital Management Technique e.g. Credit Monitoring & Control, Receivable management, Inventory Management, Fund management etc.

Manage Managers Definition Proficiency in corporate finance - Proficiency in Working capital Management Technique e.g. Credit Monitoring & Control, Receivable management, Inventory Management, Fund management etc. In depth knowledge of Corporate Governance practices

Functional Head Definition Update in latest corporate finance practices in depth knowledge of corporate Governance practices and working Capital management & technique

MIS including SBUwise profitability Taxation

Basic understanding of MIS and data Compilation of the data from various sources Analyzing and interpretation collection

Taking Business decisions based on the same

Statutory Provisions / Knowledge of statutory provision with In depth knowledge of provision applicable to respect to the Tax management & tax the organization with regard to Tax Planning, Taxation Assessments,Awareness of the latest planning Procedural formalities development of legislative changes

- Proficiency in statutory provision applicable to the organization - Tax Planning - Assessments / appeals, etc. - Awareness of the latest development of legislative changes

Legal & Statutory compliance (e.g. Direct & Indirect Taxes, Companies Act etc) - Proficiency in statutory provision applicable to the organization , Tax Planning, awareness of the latest development of legislative changes

Functional Competency - Raw Materials

Career Stage Competency Area

Manage Self Definition

Detailed knowledge about materials specifications and its use.

Manage Others Definition

Product knowledge, its use in plant, specifications which are critical to internal customers

Managing Manager Definition

Functional Head Definition

Technical Know How

Product knowledge, its use in plant, Product knowledge, its use in plant, specifications specifications which are critical to internal which are critical to internal customers and are able customers and recommend improvements along to recommend improvements with the direction to use innovative approach.

Commercial systems

To ensure receipt of material by road rail and daily issue, timely passing of suppliers bills including railway freight payments, availing full CENVAT benefit, maintaining all proper accounting records and preparation of monthly/quarterly/half-yearly/ annual accounts Detailed knowledge about rules of railways, distance calculation, classification of products

To monitor Accounts & Commercial sections for timely and accurate payment of bills/fulfillment of statutory requirement and preparing the monthly statements

Timely payments, checking, targets statement annual monthly payments, advances and authorization

Logistics Management

To plan and monitor logistics via liaison, settling various types of claims

To review and monitor compliance with all Railway regulations for maintenance and operation of our Resolving issues/difficulties relating logistics captive sidings. Review and monitor critical matters in regard to Ensure adequate availability of Raw Materials for receipt/issues on daily and fortnightly basis along smooth running of production within budgeted with planning and budging, maintaining the should cost parameters. be level, along with the check on stock out. Strategic future planning of procurement policy to ensure adequate RM availability, increased cost economy, better quality and increase in efficiency of procurement Strategic future planning of procurement policy to ensure adequate RM availability, increased cost economy, better quality and increase in efficiency of procurement

Inventory Management

Receiving, storing and on time delivery

Planning monthly/quarterly/half yearly procurement targets based on business plan To review receipt consumption inventory and in case any fluctuation in consumption then planning of the the timely availability of RMMonth wise procurement planning

Planning of Procurement

Monitoring in-time procurement actions along with the preparation of procurement calendar

Knowledge of statutory compliance related to To ensure that all statutory requirements for railway Statutory Compliance various forms such as Form- 31/ Form-C /Form works are regularly complied with in proper time. 3 Kha CENVAT and TDS certificates.

To ensure all activities relating RM consumption as Proficiency in statutory provision and regular per statutory rules and regulations monitoring on the compliance's Reviewing the procedures and systems for quality surveillance and establishing the quality policy for entire function and regularly evaluates the relevance and applicability of quality parameters.

Quality Compliance

To ensure the quality is as per the laid norms and their application to the process.

Formulating procedures and systems for quality To support our suppliers to test RM as per laid norms surveillance along with the bonus and penalty along with the feedback on quality to suppliers and clause and and giving guidance to others on regular interaction with the plant. corrective actions.

Supplier relation

To ensure the payment is made timely as per the terms of Purchase Order

Prompt reply of the messages of suppliers & settle the issues at the earliest.

To analyze various cost factors related to To settle the dispute, if any, at the earliest budget, encourage development of alternate. amicably Formulate procedures and systems for Monitor the quality of jobs ,reviews the feedback to suppliers. implementation of cost saving scheme and able to promote cost conciousness. Formulate/ update buying procedures to make them more transparent to boost suppliers' confidence To develop benchmark rates to extent possible for RM and encourage competition among suppliers and reduce the procurement cost of RM.

Cost management

Ensure maximum utilization of resourses to provide a competitive edge to the company in RM and logistics cost

Monthly review of costs and expenditure of procurement/material handling.

Functional Competencies : Purchase Career Stage Competency Area Manage Self Definition
Basic concept of process flow of purchasing Floating Enquiry JOB & PROCESS KNOWLEDGE Bid Tabulation Order generation, Followup for timely delivery Decision making based on the available input. Basic knowledge about sourcing suitable vendor MARKET AWARENESS General awareness of price trend of items & MARKET affecting economy I.e. Steel, Petrolium RESEARCH/EXPLORAT products as there is direct impcat on these ION items. Price analysis of market trend to have a better base for cost effective negotiations. Monitoring the outstation PR/deliveries Ensuring a certain degree of awareness in colleagues by way of Knowledge sharing Facilitating subordinates on enquiry to suitable/correct vendor. Monitoring purchasing activities in line with purchase policy.

Manage Others Definition

Clear concept of total process from PR generation to payment cycle to have proper monitoring of the activities.

Manage Managers Definition

In depth knowledge of Material Management function.

Functional Head Definition

Develop/ explore authentic source for better pricing/quality.

Indigenous Vs. Imports decision based on inputs on International price trend.

Indigenous Vs. Imports decision based on inputs on International price trend. Identification of items where alternate source is required. Taking final decision for registering the new Help in identifying new vendors and evaluating them on the vendor. Arrange visit to vendors site when basis of details in the vendor registration form. ever required Take decision on awarding/not awarding business to any vendor based on the performance data. Facilitating in getting the data required from the group companies.Sharing information for better purchasing by group units whenever required.

VENDOR SELECTION AND THEIR PERFORMANCE EVALUATION

Put/use vendor performance data as a base of Analysis of bid based on the cost as well as performance evaluating vendors in Bid Sheet data of bid sheet.

Getting feedback on life data analysis from plant/user.

Interacting with group units for regular updates on the common purchase items.

NEGOTIATION & BENCHMARKING

Update comparative with all related data/informations of the previous purchase.

Using informations/data so collected in an effective manner to have a cost effective negotiation. Getting feedback on live data analysis whenever applicable Commercial acumen Crisis management

Conducting the negotiation in a professional way by using various negotiating tools to get optimum results. Commercial acumen Crisis and conflict management To monitor the '4R' parameters of procurement i.e. Right Quality at Right price, from Right source in Right time.Circulate the data on a regular basisfor outstanding deliveries/PRs To ensure that proper planning for ordering is maintained to have optimum value for money.Decide the quantam of order to be placed viz for three months or a month.

Negotiate as per authority

QUALITY CONCIOUSNESS

To ensure placement of order as per specifications of the PR.

To ensure that the differential quality(if procured) is in line with our requirement or better in quality.

ORDER PLANNING

To use basic knowledge of material and market pattern to plan the procurment activity to have best pricing.

Functional Competency - Stores Career Stage Competency Area Manage Self Definition Manager of Others Definition Managing Manager Definition Functional Head Definition

Stores receipt and issuance

Understanding of basic information /aspects in the document and carrying out the day to day activities/ processes

Organizing and monitoring the day to day activity

Planning and creating norms for Overseeing and monitoring and implementation approval of plans Planning and budging, maintaining the should be level, Ensure adequate availability for smooth running of production within along with the planning for containing overstock understock budgeted cost parameters. critical min max item. Should ensure proper compliance of the company's policies and adherence to the systems adopted Periodic review to ensure compliance and to keep track of changing status interpretative and communicate down the line Periodic review of accuracies of Accounting

Inventory Management

Review and monitor critical matters in Receiving, storing and on time delivery regard to receipt/issues on daily and along with Planning monthly/quarterly/half fortnightly basis along with the yearly procurement targets consumption pattern.

Statutory Compliance

To institute checks so as to ensure Compliance's like Bill passing TDS sales compliance's like Bill passing TDS tax excise cenvat sales tax excise cenvat

Commercial systems

Day to day commercial related activities, checking accuracy of system generated Modify practices in order to such as stores accounting reports prior to transfer to GL ensure accuracy of accounting Ensure optimum utilisation of available resources Identify Suffiencies/Insuffiencies of available resources

Resource Management

Ensures that all the material Periodic review of adding/deleting required for the plant operations resources are available.

Functional Competencies : Legal Carrier stage Competency area

Technical know how

Manage self Definition

Manage others Definition

Departmental Head Definition

Job knowledge about the related field such as civil, Sound job knowledge about the law including subordinate Proficiency in the field with the in-depth statutory criminal, land, mining taxation etc. including legislative legislation, rules and regulations knowledge, interpretation, application and analytical enactment, rules and regulations. skills Continuous upgradation of the knowledge. Continuous upgradation of the knowledge. Continuous upgradation of the knowledge. Skills for collection of data, facts and case law and their Research, supporting the data, facts of the case law Analysis and presentation of the issues involved with correlating to institute/defend the case or form opinion. relevant for the purpose of case or subject matter of solutions. opinion. Presentation skills for briefing Counsel/ Planning of research and analysis of the material for Finalisation of pleadings and documents making full proof case. Manager alongwith supporting material. Vetting of pleadings and documents Practice and procedure applicable to various High Courts and Supreme Court. Drafting of documents including complaints, petitions, Practice and procedure applicable to different judicial Interpretation of Constitutional provisions and their replies. forms. implications on the business. Practice and procedure applicable to different judicial forms. Public relations techniques to keep Liaison with staff set Interactive capabilities to keep harmonious relationship High degree of PR management to nurture up at the Courts. with Presiding officers and supporting staff and Judicial harmonious relationship with regulatory and judicial forums. authorities. Capability to collect and validate material/facts required for Capability to examine, analysis and validate the data Validating and providing solutions to the issues by decision making on a given subject. available to find out a solution to the issues. critically examining various options Business perspective thinking, briefing, analysis and planning of cases. Sound knowledge of the statutory provisions by making Interactive and investigating skills to oversee the conduct Skills for presentation on audit reports for ensuring statutory check lists applicable and knowledge of auditing of legal audit to ascertain the extent of compliance. removal of NCR by suggesting corrective action. skills to ascertain the compliance. Such as labour laws, SSADA, excise, weight and measurement etc

Advocacy

Administrative capabilities

Support management

Statutory compliance