Growing Leaders to Grow the Company

1. Growing Leaders to Grow the Company Cathy Pickard

2. Expectations of People Leaders

3. Purpose of Leader Development

4. Learning Objectives • How an integrated approach to leadership development ensures a pipeline of leaders at every leadership level • How providing multiple leadership development methodscan help accelerate the development of leaders in organizations • How simple, low to no-cost programs can have dramatic effects on how you identify and develop leaders regardless of the size of the organization

5. Agenda • Who is • Overview of our integrated approach to Leadership Development • Our Tools & Stories • Q&A

6. Who Is Monsanto? The world leader in agriculture biotechnology. We apply innovation and technology to help farmers around the world produce more while conserving more. Roundup® branded CHEMISTRIES Genuity™ branded TRAITS DEKALB® branded SEEDS NYSE Symbol: MON www.monsanto.caor www.monsanto.com

7. Who Is Monsanto?

8. Monsanto Dynamics & Challenges

9. The Monsanto Pledge Integrity is the foundation for all that we do. We will demonstrate this value through our commitments to: • Dialogue • Transparency • Sharing • Benefits • Respect • Taking Ownership • Creating a Great Workplace

10. Monsanto Competencies The Keys to Success • Relationships & Networks • Courage and Candor • Agility • Initiative & Foresight • Results Orientation

11. Monsanto’s Programs People Review & Succession Planning Development, Performance, Rewards

12. Development, Performance, Rewards (DPR)

13. Development, Performance, Rewards (DPR) Goals • Ensures the manager and employee agree on what is expected of them • Align individual, team and company-wide objectives • Create a culture of continuous development and increasing contribution • Establish link between development, performance and rewards • Identification of High Potentials

14. Development, Performance, Rewards (DPR) “We have to be clear about what people management is not: It’s not extracurricular or something you do when important stuff is done. It is the important stuff, and it’s not just the responsibility of HR” Hugh Grant, Monsanto President & CEO HR Executive Magazine, “CEO’s Get It” March 2007

15. Development, Performance, Rewards (DPR) 50% Business Goals 25% People Manager Metrics 25% Development Goals Key to success is dialogue with your manager throughout the year

16. Development, Performance, Rewards (DPR) Benefits • Ensures managers are developing and engaging employees • Early identification of High potentials / Accelerators • Business results • Development and retention tool • Simple concept that can be achieved through paper or electronic systems

17. People Review & Succession Planning (PRSP)

18. People Review & Succession Planning (PRSP) • Ready to fill key leadership roles with strong candidates at all times • Identify and leverage talent across the company • Develop people for roles where their contribution is maximized • Identify ‘accelerator’ employees – those with high potential for senior level positions in the company (6-10 years) Goals of People Review

19. People Review & Succession Planning (PRSP) PeopleReview Succession Planning Positions • Identification of key individuals through assessment of potential • Assessment of employee qualifications, strengths, goals and developmental needs • Creation of development plans • Identification of critical positions and job groups • Assessment of the types and availability of talent needed • Creation of succession plans identifying succession strengths and gaps People

20. People Review & Succession Planning (PRSP) People Review Process

21. People Review & Succession Planning (PRSP) Assessment of PERFORMANCE and POTENTIAL • Performance - Review performance over time • Potential • Ability - Growth Factors • Characteristics demonstrated to predict success in future roles • Predict capacity to learn new skills and apply them effectively • Willingness • Readiness Hay Group®

22. People Review & Succession Planning (PRSP) Employee’s Worksheet

23. People Review & Succession Planning (PRSP) Growth Factors, Willingness & Readiness Performance & Competencies

24. People Review & Succession Planning (PRSP)

25. People Review & Succession Planning (PRSP) People Review Process

26. People Review & Succession Planning (PRSP) PeopleReview Succession Planning Positions • Identification of key individuals through assessment of potential • Assessment of employee qualifications, strengths, goals and developmental needs • Creation of development plans • Identification of critical positions and job groups • Assessment of the types and availability of talent needed • Creation of succession plans identifying succession strengths and gaps People

27. People Review & Succession Planning (PRSP) • Goals of Succession Planning • Identify roles that are critical to the organization • Identify candidates who could fill those roles • Ensure that strong pipelines of candidates are available to meet the company’s evolving needs

28. People Review & Succession Planning (PRSP) Succession Planning Process

29. People Review & Succession Planning (PRSP) Succession Planning Process

30. People Review & Succession Planning Create a Succession Strength Index Score for each role Number of successors as well as their time to be ready is weighted into the score Score is between 0 and 12 Score of 8 to 12 indicates strong succession plan The Index is adjusted to account for individuals who are repeated on succession plans for more than 1 role Overall evaluation of succession strength for all roles is reviewed Succession Strength Index Scale

31. People Review & Succession Planning (PRSP) # of Plans/Roles Average = 7.6 Succession Strength

32. People Review & Succession Planning (PRSP) # of Plans/Roles Average = 5.28 Succession Strength

33. People Review & Succession Planning (PRSP) Succession Planning Process

34. People Review & Succession Planning (PRSP) Benefits Identifies future leaders, high potentials and accelerators at all levels Ensures continuous progression of current leaders Engages employees and managers in the creation of meaningful development plans to help prepare for the next leadership role Identifies and leverages talent across the company Helps us ensure we are ready to fill key roles with strong candidates at all times Simple process Simple tools – spreadsheets Low cost

35. People Leader Learning Series (PLLS)

36. People Leader Learning Series (PLLS) Goal A formal training program that covers Monsanto’s expectations of People Leaders

37. People Leader Learning Series (PLLS) Benefits • Creates common baseline for people leaders • Focus on critical role of people leader, selecting, setting direction, motivation, development, assessment, diversity and intercultural skills • Networking with other leaders • Developed and delivered internally – uses internal expertise

38. Global Mentoring Plus Program

39. Global Mentoring Plus Program Goal A virtual program that focuses on High Potential employees to accelerate their readiness to take on Regional or Global Leadership roles

40. Global Mentoring Plus Program Components • 12 month mentor relationship with senior leader • Build global perspective • Develop strategic thinking • Enhance connectivity • Career coaching • Ongoing Web Conference Based Learning Events • External speakers on leadership, cross cultural skills, etc. • Sessions with key leaders at Monsanto • Quarterly Guest Speakers – senior global leaders

41. Global Mentoring Plus Program

42. Global Mentoring Plus Program Benefits • Global knowledge exchange/exposure • Business & leadership skill focus • Multi-cultural focus • Increased organizational commitment from employee • Development and retention • Supplements formal education opportunities • Simple – web and phone based

43. Emerging Leaders Program

44. Emerging Leaders Program • Goal • To onboard and develop experienced high potential future leaders across world areas • 2 year program, for experienced hires • MBAs with 5-7 years of post qualification experience employed with reputed multi-national companies in key roles OR • Non MBAs with 8-10 years of experience in commercial Sales, marketing, production management, strategy

45. Emerging Leaders Program

46. Emerging Leaders Program Benefits • Attracts experienced candidates • Injects candidates into the leadership pipeline who will be ready in 2 years for senior roles • Cross cultural / global experience • Mentoring relationships • Business & Leadership skill development • Hands on experience • Recruitment, development and retention tool • Long term investment

47. People Leaders Network (PLN)

48. People Leaders Network (PLN) Goals Develop people leadership capabilities Provide resources and tools to improve people leadership skills Deliver key information in a timely fashion Provide a forum for sharing best practices, discussing issues and generating solutions Improve communication at all levels

49. People Leaders Network (PLN) How? Newsletters Training sessions Net meetings & conference calls Video Links SharePoint website

50. People Leaders Network (PLN)