The Road to Excellence

1. The Road to Excellence

2. Intro • Welcome • Who’s who

3. Agenda • Reason for this programme • Key note speech • FORM 1 process and rules • Team opening exercise • Organisation Cultures • The role of board in their specific area • What is governance and who is responsible • The scope of the programme to follow

4. Opening Key note speech • Jim Hamilton - Director

5. Jim Hamilton - 30th July 2019 Company Confidential General Manager Development Program "There are people who make things happen, there are people who watch things happen, and there are people who wonder what happened. To be successful, you need to be a person who makes things happen.“ James "Jim" Arthur Lovell, Jr., (born March 25, 1928) former NASA astronaut Company Confidential

6. Lead to inspire, inspire to lead “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” “Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.” “Growth is never by mere chance; it is the result of forces working together.” Jack Welch, GE Jack Welch, GE James Cash Penney, JC Penney “If we win the hearts and minds of employees, we’re going to have better business success.” “The leader is the person who brings a little magic to the moment” Mary Barra, GM Denise Morrison, Campbell Soup

7. Succession Planning for an Aging Workforce The definition of an ‘aging workforce’ in the UK is any employee 50 years of age or older (45 years or older in the USA). This age group is more likely to take early retirement, work shorter hours, have long term sickness or may even die in service. Succession Planning is critical in this demographic. • UK average for aging workforce is 30% • AESSEAL plc has 145 employees in this category – 29% (9% are 60 years or older) • Level 1 Directors (AES, AVT & Vulcan) have 90% in this category (whilst retirement at 65 is not mandatory, 50% of this group are over 60 years of age) • Level 2 Directors (AES, AVT & Vulcan) have 64% in this category Team Briefing The AES Iceberg Is Melting

8. Senior Managers – Development Programme Why? • To retain the people who are the future • To ensure the culture of AESSEAL plc is global • To build on the skills already in the group • To be sure our senior team is ‘fit for purpose’ • Succession planning, you’re here because you are good, were here to make you better, and if possible the best !!! Who? • Managers already in a senior role who will benefit from a broader understanding of the business • Talent identified for the future or soon moving into upper management • Good leaders who can be great leaders but don’t fully know that yet Team Briefing

9. Senior Managers – Development Programme Trainers/Facilitators • Business Skills – Phil Webb, TAM UK • Leadership - The Leadership Trust (External Residential Course) • Soft Skills or behavioural skills - Roger Fielding Consulting Supported by: • Jim Hamilton + Directors as necessary • Julia Bloomer • Donna Cannon (HR) • Naz Shabir (Legal) • Craig Hay (Finance) Team Briefing

10. Senior Managers – Development Programme Business Skills and Responsibilities Content includes; Law, Culture, Planning & Governance, Finance, Budgets, Fraud Detection, Anti-Bribery, Stock Control, Security, HR Essential, Recruitment, Motivation, Performance Management, Sales Team Management, Health & Safety, Strategy, Managing Change, Time Management, Relationship Building, Conflict of Interest, Contracts, Payment Cycles and Terms, Delivery Timescales, Intellectual Property and our ‘Golden Rules’, Values, Process Mapping, Marketing, Brand Responsibility, Reporting Team Briefing

11. Senior Managers – Development Programme The Leadership Trust The Leadership Trust delivers high impact, experiential leadership development, which changes behaviour and transforms individuals, teams and organisations for clients across the globe. With foundations in the Special Forces, the Trust’s approach has been honed over four decades with expert input from behavioural psychologists and specialists in leadership development. Leadership in Management Course Content includes; Leadership Projects - • Indoor and outdoor based projects • All candidates will lead at least one project • Individual and team challenges • Observing and reviewing others • Group work to identify the principles of leadership • Presentations • Personal Feedback Leadership Trust Class of November 2001 Team Briefing

12. Senior Managers – Development Programme Softer or behavioural skills What we will look at… The essential components of leadership … • self awareness – who are you? what are your values? • purpose and direction – why do you matter? where are you taking us? • leading others – why would we follow you? Can we trust you? • developing others – what are we getting from you? • developing yourself – are you cutting-edge or stale? How we will look at it… Doing the hard work on the ’soft skills’…. • workshops with exercises and ‘homework’ • 1 to 1 coaching quarterly over 24 months • personal profiling (eg psychological type; approach to conflict) • action learning • Hands-on projects and assignments Team Briefing

13. Questions

14. FORM 1 process and rules • A portal – www.teamactionmanagement/AESTAM • FORM1 is a blank form – with no names • Use as many as you like over the course duration • At any time, but especially after a day training - • Give us your • Views • Questions • Ideas • Problems • Mention good things too

15. FORM 1 process and rules • No rules – no questionnaires – no names, unless you want to • All of this will form feedback for use on Day 5 • It will inform and feed in to the session where we create the framework • Don’t be shy • Don’t hold back • Think about the whole business • Think about the global business • This feedback comes directly to TAM and will not be passed on. • Portal will close the day before Day 5

16. Team opening exercise • Should someone’s social media activity effect their employability?

17. The vital importance of communication UpwardInformation DownwardInstructionsDirectives HorizontalCoordination

18. Communication Goals

19. The Communication Process Source Receiver Encoding Channel Decoding Feedback

20. Who is responsible for communicating? • When you provide instruction to a person, or communicate an idea. • The person goes away and believed that you said something different – leading to a problem. • Who is at fault? • YOU ARE • The responsibility for proper communication rests with the initiating person, not the receiver.

21. How we code • Preferences or predication towards: • Visual • Auditory • Kinaesthetic • we filter more often that which is not our preferred style

22. VAK Test • Complete this test and then total the columns to provide three totals under V A K

23. Filters link to behaviours V A K filters Values and beliefs Behaviours and body language Reference to memory and experiences How we are seen to be

24. Impact of a Message Face to Face Communication

25. Impact of a Message Telephone Communication

26. You Are Communicating All The Time You cannot not communicate Discuss

27. Body Language • The invisible science of reading people • Body language – the silent communicator • You can never NOT communicate • Reading the signs • Sixth sense in business

28. Communication interpretation • I am going to the park today • Discuss the FIVE meanings of this sentence

29. Organisational Culture • What is the Culture within a company? • How does it manifest? • How does your culture affect your business?

30. Organisational Culture • The role of history in making culture • Translation through peoples individual values • What is Form and Practice? • Change management techniques and approaches

31. What are values? • Personal values and supporting beliefs • Nature or nurture? • Context of values • What happens when your values are challenged or forced to change?

32. Finding fairness • Sufficient fairness to bind differing values, backgrounds, experiences, abilities • The art of communicating to achieve fairness • The road to “Fair Enough”

33. FAIRNESS AND “Distributive Justice” – Dr Hal Erying:

34. The Decision Process: Dr Otis J Benepe

35. Mental process for decisions and actions in a group

36. The role of the Board of Directors • To lead in a time of constant change • To set the culture of the organisation • To support fairness and inclusivity • To control the company in its legal and financial obligations • To report to Group • To improve the business with a formal development plan • To plan and re-plan at all times • To apply the right resources against the plan

37. Governance • What is Governance ? • DISCUSS

38. Different laws in different places • What is more important – the culture or the law?

39. Governance • Doing what is right • Being accountable • Being compliant with the law • Behaving in the AES way • If you read about it in the papers tomorrow, can you justify your decisions and would you change the outcome?

40. The EIGHT pillars of AESSEAL • Quality • Think Safety! • Treat People Fairly • Communication • Compete Fairly • Loyalty • Honesty • Environment

41. What is PEST? • An analysis of your markets • Political • Economic • Social • Technology • Sometimes also adding Environmental and Legislative to make PESTEL

42. Your Markets

43. PEST analysis • The world is changing ever more rapidly • Your role is to adapt and plan to change • Learn constantly • Involve others – no one person can know everything • Don’t assume your customers and markets will be there in a weeks time

44. PEST TASK – (20 min) • Populate a four box PEST analysis to identify the challenges, pressures and opportunity for AESSEAL in the next FIVE years. • Three groups of three who have ten minutes to present back to the group afterwards.

45. Capture task output! • See how many Form 1’s you can fill in NOW!

46. What is Strategy? • If you don’t know where you’re going – you could end up anywhere • DISCUSS • What is your strategy?

47. The process of Innovation • New ideas • New Customers • New Problems to solve • The Burning Bridge of technology • Have a process to engage staff, suppliers, customers • Look for opportunity • Record it • Do something about it • Formally review in your board meetings

48. Strategy to action • What is strategy • GOSPA rules • How to translate this to action in a people based business

49. Turning Strategy to action Goals • Use of GOSPA enables you to ensure that : • Your actions are consistent with your goals • The means of achieving your goals is thought through. Objectives A Hierarchy of Planning Strategies Plans Actions

50. Strategy to action