The PM KPI Structure is based on 3 simple KPI’s: Quality (30%) Activity (40%) Attitude (30%)

1. PM KPIs SPM KPI’s • The PM KPI Structure is based on 3 simple KPI’s: • Quality (30%) • Activity (40%) • Attitude (30%) • These KPIs are simple, quantitative and fairly reflect your workload and contribution.

2. PM Core KPIs • Getting involved in projects (entirely subjective) Activity (50%) • Lock in call review • Holding regular 1 on 1s • Call spot checks • Cross departmental feedback Quality (25%) • Reliability • Trustworthiness • Professionalism • Proactivity Attitude (25%

3. Activity (50%) Lead/lag time Each PM commits to giving their Partners as much notice of their deal as possible. PMs must maintain either 5 days partner lead time* or 1.2 days Scheduling lag time.** Case resolution time Each PM must respond to all of their email cases within 0.5 business days of receipt. If a partner replies to a case and “reopens” it, the PM’s response time will be assessed from the time of their response to that second partner email. Cases marked and left as “on hold” must show signs of activity each business day. * lead time determined as number of days between Account Management being marked as yes and go live date. ** lag time defined as the number of days between an Opportunity being marked as a sure thing and Account Management being marked as yes Workbench task completion Each PM must complete a minimum of 95% of all tasks up to and including preview approval on their PM Workbench. Post-feature calls Each PM has a personalised target reflecting their number of new partners. If the target is below 25 calls for a month, 100% of the partners must be contacted. If the target is between 25 and 60, 80% of the partners must be contacted. If the target is over 60, the PM is only assessed on their percentage up to and including the 60th call. Reporting will be run off the tick boxes not the emails, but if you did not make a proactive call out to the partner then you cannot tick the box. Missed call ratio Inbound, unanswered calls should represent no more than 5% of a PM’s total call volume. Total call volume includes all inbound and all outbound calls, hence higher outbound activity can drive down a missed call percentage. Attitude (25%

4. Quality (25%) Attitude(25%) Lock in call review SPMs will review one call per PM per week and mark them on the EMEA PM criteria.* Good calls will be expected to cover all key aspects clearly and informatively, deal well with objections and be conducted in a friendly, engaging and courteous manner. Written correspondence checks SPMs will regularly spot check their team’s written communication. Good quality communication will be regular, informative, polite and concise. Call spot checks SPMs will regularly spot check their team’s calls. Good quality calls will be responsive, informative, polite and concise. Cross departmental feedback SPMs will seek feedback from all key stakeholders to assess their PM’s performance. Strategic planners, Regional Directors and Business Consultants will all be contacted. *http://tinyurl.com/ocnstoc • Reliability • Partners and colleagues can always reach PM • Partners and colleagues are always kept updated by PM • Partners and colleagues know when to expect our response   • Trustworthiness • PMs are accountable for all their actions and responsibilities • Partners and colleagues can trust PM to always deliver our best, and to let them know when something has gone wrong • Professionalism • All PM communication is of the highest standard • Proactivity • PMs should proactively get involved with work outside of their day to day responsibilities e.g. shadowing, covering absence, PM wide project work Attitude (25%