Elevate Your Strategy with WNS Denali's Supplier Management Consulting

1. Identify. Integrate. Involve. Invest. Invigorate your procurement talent strategy to fit the future of work © Copyright 2021 WNS (Holdings) Ltd. All rights reserved 0 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

2. People are the heart of your procurement operations. Your success depends on your ability to have the right people – with the right skillsets – in the right roles. For many of us, that’s easier said than done. And thanks to the disruptions from 2020 and the Great Resignation of 2021, we know those challenges will continue to increase. As someone who helps our clients with training, team development, and strategic planning, I see the following trends in talent management right now: A note from the author Companies are struggling to fill open positions. Ask most any CPO today and they will tell you they have holes on their team leading to over-extended employees and the threat of burnout. Employees are leaving their current jobs in high numbers leading some to dub this trend “The Great Resignation.” The Labor Department reported more than 4.5 million people voluntarily left their jobs in November 2021, the most in two decades. And more people are willing to quit their job without another one lined up, according to research from Mckinsey & Company. Talent gaps are widening within procurement as the competencies required quickly evolve to meet the demands of the business and the dynamic environment of digital transformations. The recent labor force upheaval resulting from the Covid pandemic accelerated changes already in progress and exposed lurking challenges. These changes forced people to reconfigure how, where, and when they work. Now that things are inching back to “normal” in many parts of the world, both employers and employees are saying not so fast. Leaning on what we learned during the past two years about the need for flexibility, resilience and creative solutions, perhaps this is a great time to stop and reflect on what the future of work should – and could – look like in the evolving world of procurement. This handbook will help you reflect on your current procurement talent management strategy and then create new ways to improve your strategy in 2022 and beyond. Lynn Rideout Director, Procurement Services 1 1 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

3. Identify How to identify the right talent for your procurement strategy Identify. Involve. Integrate. Invest. 2 2 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

4. To craft a successful procurement talent strategy, remember that procurement is about PEOPLE! Contrary to generalized stereotypes, procurement is not all about numbers, technology, and pushing paper. In the rapidly evolving world of procurement where the function is increasingly relied upon for its strategic impact, procurement is about people! To truly achieve procurement’s value proposition, you must identify people who can: Build strong relationships with internal and external stakeholders Develop a keen understanding of market and supply chain influencers Deploy a problem-solving mindset based on empathy for end-users Of course, strong analytical ability and a facility with numbers will always be essential, but the talent needs of procurement teams now and into the future are evolving. CPOs are tasked with looking ahead as they build the right procurement talent ecosystem to future-proof their resources and evolve their procurement talent strategies. 3 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

5. Identifying promising candidates that address today’s procurement needs can be a challenge. A recent ISG survey found that lack of skilled employees was among the top 3 challenges that organization's face for successful Transformation.* Identify. Talent gaps are a growing problem in the world of procurement. The “old” tactic of hiring experienced procurement practitioners or candidates from top-notch accounting programs and expecting that they have the requisite skills to get the job done no longer guarantees success. CPOs today must craft a new talent profile to ensure the just-right combination of analytical and soft skills necessary to meet the evolving demands of the business. 63% of CPOs at large organizations agree “we need to do more” to build talent and capabilities.** **Source: WNS Denali Procurement Pulse Check: Top Priorities for 2021 survey. But what are those skills and where should you look for candidates to fill openings on your team? *ISG Insights, "RPA Deployment & Capability Study", 2019 4 4 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

6. Procurement’s new talent profile requires core skills along with advanced functional and human skills. Today’s procurement professionals must be creative, agile, flexible and resilient. They must be able to think critically, digest and integrate diverse inputs, and innovate solutions for maximum strategic results. These are often called “soft skills” but leaders like Simon Sinek have coined these as human skills – we all need them to be successful when working with others. Identify. In today’s world, the bar for success is no longer how many projects someone can execute or how quickly. With the digital revolution automating many of the transactional tasks typically associated with the field, procurement professionals today are increasingly expected to be change agents who proactively bring insightful ideas and solutions to the table. 5 5 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

7. New age procurement professionals need a combination of core procurement skills with advanced functional and soft skills Develops agile ways of working and identifies new performance improvement areas Possesses understanding of business drivers and process excellence Develops and understands business continuity and crisis management Anticipates market evolution to create sourcing strategies Demonstrates ability to establish & manage internal & external stakeholder relationships Capable of analytical thinking and planning Cross-functional collaboration with business partners and suppliers to drive value and savings Integrated Supply- Chain Perspective to identify and address key challenges in the supply market Deploys strong interpersonal and communication Skills Exhibits ability to deal with ambiguous situations and influence people Possesses knowledge of analytical tools and methodologies Core Procurement Skills Fact-based negotiation, contract management, supplier management, demand planning, financial acumen, category management Source: ISG Research 6 6 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

8. Your company’s brand matters too. Once you define the talent profile, consider how you will communicate in a way that draws people to your team. Keep in mind that your reputation and brand as a company can make or break your efforts to recruiting top talent. Successful hiring managers for procurement roles will: Ensure employee stories and experiences are highlighted online for new hires to learn about company culture during the recruiting and interviewing phases. Collaborate with HR and Marketing to ensure the employee value proposition, culture, and career benefits are easy to find and understand. Partner with cross- functional leaders to ensure the brand story, vision, and mission are properly shared in the job posting and interview process too. 7 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

9. 4 Tips To Finding the Right Fit for Your Team Get creative with your job description to expand the potential talent pool. When filling in the job requirements, perhaps focus on the skills that are crucial to the position, rather than specific academic degrees or work disciplines. Expand your search to include candidates in diverse geographies. Out of necessity, most in the business world needed to learn how to work remotely. This is a positive as it allows for greater flexibility in recruiting candidates outside of your main office locations. Identify. When looking to fill openings on your team either internally or with external candidates, focus on the skillset you need, and don’t be afraid to consider a non-traditional candidate. Some things can be taught on the job easier than others. Empathy, relationship-building skills, critical thinking and resourcefulness (knowing where and how to gather information and insights) can be more difficult to develop than teaching tactical or transactional tasks. Search for opportunities to increase the diversity of your team. Consider networking with people outside of your typical “go-to” forums to include groups that attract people of different backgrounds. Take a whole-team approach when deciding on who to hire. Look for candidates that complement existing skillsets on your team, rather than replicate them to build a balanced, well-functioning team that ticks all the boxes. This allows for informal peer-to-peer mentorship opportunities to help elevate the skills of all your team members. 8 8 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

10. Yesterday’s Job Description Today’s Job Description Category Manager Category Business Partner Role Monday-Friday, 8am-5pm US Pacific Time We are a global organization with a flexible work model to allow team members to adjust working hours to accommodate global work needs Hours 25-50% travel Travel as needed; may be as high as 10-25%. Team members are encouraged to leverage technology to conduct virtual meetings as appropriate to lessen impact of carbon emissions footprint as part of our sustainability goals Travel With the advent of the digital age of procurement and the focus on providing more strategic value, different skills are required today than in the past. Based in Seattle, WA Anywhere within the United States Location Minimum of 8 years of procurement industry experience; minimum of 5 years sourcing and negotiation experience; minimum of 3 years of construction procurement experience Minimum of 3 years of procurement experience; must demonstrate an understanding of the procurement process and how procurement can be enabled to drive optimal business value; must understand construction stakeholders and category dynamics through direct construction procurement experience and/or similar or complementary spend categories Experience Microsoft Office (Word, Excel, PowerPoint), Demonstrated comfort with emerging digital technologies, ability to think analytically and communicate with business stakeholder in an agile, impactful manner Additional capabilities ERP System Lean, Agile experience preferred; Supply Chain education and experience a plus Additional Knowledge and/or Certifications CPSM Certification Preferred 9 9 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

11. As Procurement’s scope broadens, nothing is taken away from the to-do list. Unlike other executive roles, CPOs can’t abandon their traditional agendas. Instead, in the digital age they must add new items to their agenda and find ways – and resources – to achieve all that’s on their plates. Traditional Generate Ensure supply chain continuity Drive competitive advantage for enterprise Manage supply risk While increasing profitability year-on-year savings Digital Age Expand procurement's scope and influence Drive innovation and make procurement an accelerator Focus on enterprise success Enable agility 10 10 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

12. Enabling technologies and out- tasking work can help augment your core team. When identifying your talent needs, don’t forget resource enablers including automation, out-tasking, contingent workers, consultants and other options. Employing digital technologies for greater speed, accuracy and labor savings can free up time for your team to focus on more strategic elements of your business. Think intelligent automation, AI learning, smart RPA, auction tools, etc. If incorporating more contingent workers, consultants or freelancers is in your forecast, plan for how you want to recruit, compensate and retain talent. Some suggestions include: Normalize rates and titles Set up a supplier tier structure Develop relationships with preferred suppliers to foster knowledge Specify requirements and scope Innovate different pricing structures including pay- for-performance, fixed pricing, etc.  Identify.  77% of executives believe freelance and gig workers will substantially replace full-time employees within the next five years.       11 11 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

13. Segmenting your procurement ecosystem can help determine what can be out-tasked or automated, and what should stay in-house. Traditionally, procurement professionals were expected to do it all from strategic sourcing to managing the smallest PO issues. The problem with that approach? Team members spent 80% of their time chasing down operational needs and quick turn-around requests leaving little time for building strategic stakeholder relationships or innovating supplier partnerships. The new model shifts the right work to the right team members, separates operational from strategic work, and out-tasks some transactional jobs. The result is greater efficiency, exponentially greater impact and value, and more spend under management and stronger stakeholder partnerships. Identify. Future State Current State STRATEGIC Co-Ownership; spend 80% of time on these activities STRATEGIC 20% of time spent on these activities Stakeholder collaboration Category strategy development Supplier relationship management    Strategic Strategic Sourcing execution Contract negotiations Market intelligence    OPERATIONAL should be out-tasked to most efficient and effective team Execution Execution OPERATIONAL 80% of time spend on these activities Requisition to PO Invoice to payment Spot buys    Transactional Transactional 12 12 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

14. Integrate How to integrate talent into your procurement strategy Integrate. Involve. Invest. Identify. 13 13 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

15. Hiring is a two-way street. Be sure to integrate changing expectations into your talent strategy. Integrate. Just as CPOs have a new list of “wants” in the people they recruit and retain; employees have a new set of expectations as well. To attract the best talent, be sure you are addressing their needs as you work to integrate them into your procurement team. Your company’s branding and marketing activities can help set the stage in attracting the type of talent you want. Through smart, strategic marketing (think blogs, videos, whitepapers, and LinkedIn content) potential employees get a feel for your company culture, the type and caliber of work they can expect, and the organization’s guiding vision and goals. With increasingly geographically diverse teams, these marketing activities also serve as an integrating force for existing current employees. On this page, you can see example posts that feature our employees at WNS Denali’s LinkedIn page. These types of posts can help illustrate your culture and use real employees to highlight the employee experience at your organization. 14 14 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

16. The future is flexible and employers who can adequately meet the needs of their workforce will have a leg-up. Gartner research suggests that: Remote working varies considerably around the world depending on IT adoption, culture, and mix of industries. In 2022, 31% of all workers worldwide will be remote (a mix of hybrid and fully remote). Whatever the ultimate decision, CPOs and organizations need to clearly outline expectations during recruitment and offer flexibility or transition time for current employees to once again adjust to any evolving requirements. Integrate. The U.S. will lead in terms of remote workers in 2022, accounting for 53% of the U.S. workforce. Across Europe, U.K. remote workers will represent 52% of its workforce in 2022, while remote workers in Germany and France will account for 37% and 33%, respectively. India and China will produce some of the largest numbers of remote workers, but their overall penetration rates will remain relatively low with 30% of workers in India being remote and 28% of workers in China working remote. 75% of hybrid or remote knowledge workers say their expectations for working flexibly have increased. 4 out of 10 employees are at risk of leaving if you insist that they return to an in-person office environment. 15 15 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

17. When deciding what type of work situation your organization will offer employees, there are several factors to consider, including Many current and prospective team members adjusted their living situations and locations to accommodate the pandemic-mandated workplace changes and may resist going completely back to 100% in-person work. Others may be yearning to get back to the office at least a few days a week. Still others want to be back 100% in person. The ability to work from home can be an equity issue. Not everyone has the space and resources to dedicate to a functioning home office. Internet access can vary widely in different parts of the U.S. and the world. Some working parents may prefer a strong separation between work and home life to minimize distraction, while others may appreciate the flexibility to work from home, at least occasionally. Some employees may benefit from in-office connections, support and mentorship opportunities, particularly during the early and formative career years. Failure to provide these opportunities in a meaningful way could alienate top talent and may result in continued talent gaps in the future. Integrate. 16 16 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

18. There is no longer a one-size-fits all approach when it comes to where to work. It is imperative that managers grasp the multitude of factors impacting individual employees’ preferences. The 2021 State of Remote Work survey from Buffer.com identified some of the top struggles and benefits cited by remote workers. Integrate. Yesterday’s Job Description Today’s Job Description  27% - not being able to unplug  32% - flexible schedule  16% - difficulties in collaborating with coworkers  25% - flexibility to work from anywhere  16% - loneliness  22% - not commute, so lower costs and less time spent driving to and from work  15% - distractions at home  12% - staying motivated  11% - ability to spend more time with family  7% - dealing with differing time zones among team members  8% - ability to work from home 17 17 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

19. The importance of a strong company culture cannot be overstated. Without a positive, inclusive and supportive team culture, no amount of strategic brilliance will be able to mask the dysfunction. Integrate. “Culture eats strategy for lunch.” – Peter Drucker Physical work environments aren’t the only ones that matter. A company’s cultural environment does, too. 3 Pro Tips for Creating a Strong Culture #1: Communicate openly, honestly and often and know that the best communication goes two ways #2: Foster a sense of belonging through empowering your team and practicing rewards and recognition when warranted #3: Approach your team with empathy supporting the whole person by encouraging work/life balance – increasingly challenging with 24/7 technology and work—from-home options 18 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

20. Collaborate with your HR team to offer complementary and customized on-boarding for your procurement team. Integrate. A huge challenge for talent managers and CPOs in this new world of remote/hybrid work is figuring out how best to integrate new hires into the procurement ecosystem. Often, team members will have never met in person, which creates difficulties in building a cohesive, functioning team, but with a thoughtful approach to can be done well. Familiarize yourself with what is covered by human resources, so you can develop a set of complementary onboarding activities. Remember, you have invested time and resources to recruit your new hire. Be sure to put sufficient thought and passion into integrating them to your team. As in everything, first impressions can sometimes be lasting impressions. Help your new hire feel welcome, prepared and ready to contribute on day one. 19 19 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

21. Remote Employee Onboarding Checklist Supply your new hire with the necessary basic equipment, such as a laptop and smartphone, to get started at least a week prior to the first day. Provide links and log-in details to communication, HR and productivity tools the team uses and ensure the new hire sets them up properly and knows how and when to use them so they can contribute on day one. Send a welcome letter on their first day and schedule a welcome call with their manager. Walk the new hire through how the team works together, reporting structures, scheduling requirements, and approval processes. Provide documents, internal wikis, videos, etc., for the new hire to refer to as needed to better understand the company culture, mission, vision, values and policies. Have the new hire complete essential paperwork, including contract, tax forms, confidentiality forms, etc., virtually. Introduce the new hire to the team via a video call on their first day. Assign them a mentor and an orientation buddy they can ask questions to as they arise. Set clear expectations and clarify responsibilities and assignments. Schedule a check-in after the first week and be sure to check in weekly to discuss their progress with the work, challenges, and potential future projects. Schedule 30-, 60-, and 90-day check-ins for proactive and regular feedback loops during the first 90 days. Integrate. Assign a New Hire Buddy from a different team to help with mentoring and knowledge sharing. Provide access to an interactive learning platform for new hires to learn more about the business, human skills, and business skills too. Encourage your new hire to participate in community building at the company through culture clubs, volunteer programs, or professional groups. 20 20 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

22. Involve How to involve people in your procurement ecosystem Involve. Integrate. Invest. Identify. 21 21 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

23. The stage for employee engagement is set. Now involve your team in achieving the company’s goals. To ensure future success, involve your team at a high level in understanding the business’s larger objectives so they can be true partners in meeting those objectives. How? Share the vision and translate how the work they are doing supports the vision. Everyone wants to know why they are doing what they are doing. Build a culture that encourages employees to have a tangible say in how work gets done. This allows for greater flexibility in adapting to meet the needs of key stakeholders. Involve. Create a playing field with well-understood parameters where employees can stretch themselves without fear and without being micromanaged. This approach leads to greater investment in outcomes, increased job satisfaction and stronger opportunities to develop. 22 22 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

24. Beware of common stumbling blocks to productive involvement and proactively work to address them. Involve. Rigid Processes: Empower teams to flex processes as needed; regularly evaluate areas of friction Inefficient Operating Model: Redesign to more clearly segment workstreams (transactional, tactical, strategic); automate where possible Overworked Teams: Clarify priorities; encourage breaks; consider rebalancing workloads 23 23 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

25. Remote and hybrid work situations require extra diligence to ensure connections and culture flourish. Involve your teammates in building and maintaining valuable connections in ways that help your culture shine through. Simple ideas include: Involve. Face-Time: Encourage face-to-face communication throughout the week. Not everyone will want to be “on camera” all the time. So, proactively have conversations about when it’s encouraged to be “on camera” so you can see others as they talk together and foster stronger connections. Much is said with facial expressions and body language, and those cues can help for optimal understanding. Themed Meetings: With team members in different time-zones, team meetings can take place in the morning, afternoon and evening simultaneously. Consider hosting themed team meetings – coffee, lunch and happy hour – and have team members synchronize their food choices each month for virtual meals together. Charitable Service: Select a charitable cause that exemplifies your company culture or mission. Creatively involve your team in raising money or awareness for that cause or give employees around the country or globe a dedicated day off to volunteer their time. Reward & Recognition: During monthly team meetings, publicly recognize people who have gone above-and-beyond. These can be structured awards (i.e., new client wins, program success metrics), as well as recognition for “softer” skills (i.e., best inroads with a stakeholder, peer-to-peer kudos). Consider tying a small monetary or food delivery reward to the recognition, or give recipients another tangible reward, such as a round-up email of the recognitions sent monthly to company leadership. 24 24 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

26. Rethink and recommit to two-way communications with your team to address any issues head-on. The office as it once existed is increasingly the exception rather than the norm. Teams are geographically fragmented. Managers and their team members may not work in the same location. CPOs and managers need to rethink the annual performance review and establish procedures and processes for more regular feedback. Here’s how it can work: Goal Setting Quarterly Conversations Customized for each team member, share how the work they are assigned ladders up to the success of the organization. Goals should not be static and can be adjusted as roles and employee development evolves. Schedule quarterly conversations between managers and employees. Having pre- meeting questionnaires to fill out by both sides can guide the conversation. These are not as formal as annual reviews but offer a good pulse-check. Real-Time Feedback 360° Annual Reviews Involve. Allow employees to gather meaningful and frequent feedback (timed to completion of a project or other milestone). Informal conversations not tied to a specific project help build investment and understanding The more traditional annual review, this allows for feedback from multiple people within the organization and includes reviews of both employees and managers. Larger discussions around development and team dynamics fit here. 25 25 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

27. 5 questions to ask and reflect on your employee experience to meet the future of work Do we have the right people in the right roles, especially people managers who provide mentorship and coaching to employees? How do we handle conflict and hard conversations, especially at the leadership levels? How do our benefits align with employee priorities – both in their personal and professional life? What career path and professional development options do we provide our team members, and are they aligned with the needs and interests of our employees? How can we build a strong community (likely online) for our employees to feel connected, inspired, and motivated? Involve. Content Inspiration: ‘Great Attrition or Great Attraction? The Choice is Yours” by McKinsey & Company 26 26 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

28. Invest How to invest in your talent management strategy Invest. Involve. Integrate. Identify. 27 27 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

29. Keeping top talent requires effort. Growing future stars does, too. Reskilling and upskilling the current workforce must be a part of any invigorated talent management strategy. To build a robust pipeline of talent rapidly requires training that focuses not only on equipping your team with essential skills but helping them understand and apply these new skills to the changing demands of the business function. In addition, internal talent mobility is important too. Growing your internal talent is another key to augmenting your recruiting strategy. Invest. What if we don’t and they stay? What if we invest in our people and they leave? CFO CEO 28 28 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

30. Build procurement ecosystems with a holistic approach and a long-term focus on training and upskilling people. Training employees to operate in the next generation of procurement requires time, expertise, and organization. Contracting with a third-party provider to co-manage training and development programs for your team is one solution. At WNS Denali, our approach to enabling procurement transformation focuses on growing organizational capabilities as well as individual competencies. We provide solutions through a combination of holistic and individualistic solutions, including: Denali Academy, which offers targeted training and applied learning to consistently build and expand functional procurement capabilities. Category management enablement solutions that meet an organization’s category managers where they are in their individual procurement journeys and provide individualized coaching as well as hands-on support. A collaborative stakeholder relationship management platform, which delivers proactive insights and engages in a fluid and agile manner to drive visibility. Knowledge management tools that create, capture, share and store all functional, category and supplier knowledge. Technology, analytics, and market intelligence solutions that increase the arsenal of information at the category manager’s fingertips. Invest. 29 29 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

31. Evaluate each person’s level of procurement maturity when deciding on the right training approach Each person in your procurement organization is starting from a different level of maturity when it comes to skills and experience. Each team as a unit, therefore, comes with its own set of challenges and development needs. Consider these three tips: Develop strategies and partnerships to create a learning and competency enhancing environment that enables your team to grow and flourish. Go beyond a one-and-done training experience. To be most effective, learning needs to include coaching and effective on-the-job learning too. The ideal learning equation is 70% from challenges and assignments, 20% from developmental relationships, and 10% from coursework and training. Successful programs will feature long-term, category- led strategies that equip category managers to mature and future-proof the entire procurement ecosystem in a sustainable way by building in category management supports and tools. Invest. 30 30 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

32. Invest in your employees by creating a journey of learning and competency building. At WNS Denali, we advocate meeting your people, or your team, where they are and providing targeted skills training, along with customized coaching, where appropriate. Our 5-stage approach allows for flexibility in training timelines and programs dedicated to introducing and building competencies in a range of areas. Investing in your people means investing in your company’s success. WNS Denali Academy Learning Journey + Certification | Building Capable Leaders Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Introduce Concepts Build Understanding Knowledge Application Standard Certification – Core Concepts Advanced Certification: Train the Trainer 2-6 Weeks Future Focus Future Focus 3-6 Months 12-24 Months 12-36 Months 31 31 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

33. To end where we started, the ultimate success of your procurement organization will come down to your people. Your work in procurement always comes down to people. The world of business is always changing and evolving. And the pace of that change seems only to accelerate. Invigorating your talent management strategy for the future of work requires addressing today’s needs and anticipating the needs of tomorrow as you: Identify the skills your team needs to function within your organization today and into the future and determinedly work to recruit and retain the right talent to build and complete your team. Integrate team members successfully into your procurement ecosystem and make sure they have the resources necessary to allow them to contribute when, where and how makes sense for your team. Involve your team in understanding the larger objectives of the organization and allow them the space to safely innovate solutions. Invest in the growth and development of each one of your team members through training opportunities, mentorship, and a consistent two-way feedback loop to ensure everyone’s needs are being met. 32 32 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

34. It is change, continuing change, inevitable change, that is the dominant factor in society today. No sensible decision can be made any longer without taking into account not only the world as it is, but the world as it will be. “ - Isaac Asimov ” 33 33 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

35. Additional Learning Material (Video) (Blog Post) Why Procurement is A Great Career Choice 3 Tips to Strengthen Your Organization’s Culture (Research) A Talent First Approach: The Missing Piece of the Procurement Transformation Puzzle (Whitepaper) Vision & Agility: Reimagine Your Operating Model for Procurement (read here) (Video) 5 Tips to Better Tell Procurement’s Story (Handbook) Design Thinking for Procurement 34 34 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

36. Additional Sources There's NO Such Thing as "Soft Skills" | Simon Sinek (Feb 26, 2021) ‘Great Attrition or Great Attraction? The Choice is Yours” by McKinsey & Company (2021). The New York Times, “More quit jobs than ever, but most turnover is in low-wage work.” (Jan. 4, 2022). Gartner, “Future of Work Reinvented.” (2021) 35 35 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

37. Outcome-driven companies partner with us to operationalize their Procurement function and improve financial performance. Contact us for more information https://www.wnsdenali.com/contact 36 © Copyright 2021 WNS (Holdings) Ltd. All rights reserved

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