Career & Competency Handbook

CAREER & COMPETENCY – Navigation Guide 1 2 3 Index Role & its Competency Business Context dimensions Dictionary INTRODUCTION CAREER Competency FRAMEWORK Mapping COMPETENCY FRAMEWORK A. Types of Competencies A. Critical Discipline Level, Knowledge B. Threshold Level, Managerial Level C. Differential B. Proficiency Levels Beginner, Intermediate, Advance Competency & Expert Mapping Competency Dictionary 6 5 4 FAQ Vertical Mobility Technical Level; Horizontal Mobility Managerial Level; LAST STOP Cross Mobility Individual Assessment + Cross Functional CAREER MOBILITY COMPETENCY ASSESSMENT 2 CAREER & COMPETENCY HANDBOOK

INDEX 3 5 Topics XX XX 1. INTRODUCTION XX 2. BUSINESS CONTEXT XX 3. CAREER FRAMEWORK XX 4. FULCRUM OF TALENT DEVELOPMENT XX 5. COMPETENCY FRAMEWORK XX 6. COMPETENCY ASSESSMENT 7. CAREER MOBILITY: Strength of the Framework 8. COMPETENCY DICTIONARY 9. FAQ’s 3 CAREER & COMPETENCY HANDBOOK

INTRODUCTION Career & Competency Framework is a tool that enables a composite understanding of the various key role and its levels and links with the defined set of competencies for each of these role levels, which provides clarity to the role occupant in order to visualise, aspire & navigate his/her career. It is a significant step towards aligning the business objective with employee aspiration. As we created the framework, we kept in mind the following questions: 1. Are we providing enough support and opportunities to grow our talent? 2. Do we have focused development approach in building robust talent pipeline? 3. Are we aligned with the local talent market in terms of career and opportunities? Well, the framework addresses all the above. The Career and Competency Framework will be your guiding principal in reaching your career aspiration at Veolia. It will enable you to understand set of competencies required for the role. Competencies are knowledge, skills, abilities/attributes, which, when applied with the appropriate roles, achieves a desired result. Competencies contribute to individual exemplary performance that creates reasonable impact on business outcomes. This Framework will enable you to navigate both vertically and horizontally to shape your career. Career and Competency Dictionary is created which shall serve as a guide to explain all the options available for you to carve out your own career path and development. InSource being the Global Delivery Center for SWTS, Career & Competency Framework got crafted as a pilot program. This project is scalable across rest of South Asia business. 4 CAREER & COMPETENCY HANDBOOK

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BUSINESS CONTEXT (broad overview) DISCOVERY PHASE BY InSource (A) ORDER WINNING & RESPECTIVE REGION NEGOTIATION BY Backend proposal support VALIDATION BY by Insource REGION RESPECTIVE REGION a. Generation of InSource (B) InSource (D) Layout OTR support by Installation Support – b. Generation of P&ID InSource in Basic Insource provide c. Bill of Material Engineering & Detail clarifications on documents Engineering generated PROPOSAL Commissioning Support – GENERATION - ITO CORE VALUE Remote FSR support for PROPOSITION - OTR programming and PLC InSource (C) related issues Basic Engg Support: Submission of Layout, P&ID, Load list, EXECUTION SUPPORT document phase wise Equipment list, Civil guide to Region/Customer drawings, Instrument list, Mass InSource (E) Balance, I/O List, Procurement Region Validation & package, Data Sheets for RFQ By InSource: Submission to the (Request for Quotation, Technical a. Commissioning customer Bid Evaluation, Post Order documentation; Support to FSR– DOCUMENT Remote SUBMISSION FOR Detail Engg Phase Support: b. Clarification & 3D Modelling to generate c. Troubleshooting VALIDATION interconnecting piping, cabling etc, Generate Isometrics, Cable POST INSTALLATION tray, Cable schedule, PLC – HMI, REMOTE SUPPORT Logics – Control Narrative, CLSC, Programming, PICS validating 6 CAREER & COMPETENCY HANDBOOK

Career & Competency through Business Lenses InSource is the first Global Engineering Capability Center in WTS. Being the organization of its kind, it's important to determine and measure success and effectiveness of the organization and its employees to cater engineering and business value to the Regions. With clear set of objectives and goals the Career & Competency Framework is formed which is one of the key pillars for Insource success. Therefore, To create a competency framework for InSource which enables in holistic Talent Development viz; a. Talent Culture a. To build global technical and managerial capabilities which drives business growth for global projects b. To foster performance driven culture by co creating common language of performance and meritocracy c. To create a shared responsibility of employee, manager and organization in the career development of engineers thereby driving long term career engagement of talent d. To create avenues for talent growth anchored around technical and functional competencies b. Business Confidence a. To build business confidence and trust of the Regional entities in the engineering expertise @ InSource Competency framework is one of the foundation pillar for talent and organization practices at InSource. Viz: Role Clarity: It creates a company-wide standardized performance approach. A competency framework offers a clear and accessible outline of how all roles relate to Insource vision and success. Each employee has a reference for job duties, skills required and a clear understanding on how to perform their job successfully without the confusion of any expectations. 7 CAREER & COMPETENCY HANDBOOK

Performance Management & Meritocracy – Setting the baseline It establishes a performance management baseline. Because competency framework reveals expectations clearly, it sets the performance expectations and understanding clearly. Performance of employees can be compared with the the competency framework to recognize those who exceed in their position and those who have room for improvement. It can help conversations go smoothly with documentation to refer to, as well. Career Progression & Culture It promotes career progression. This career and competency framework offer 3 career paths (viz: Technical, Functional, Leadership) for employees to select and plan. The competency framework also defines clear behavioural competencies which the employees are expected to demonstrate to handle any organizational change while promoting organization culture. Scope Therefore, the following are within the scope of TCP 1. It would provide a framework to explain the intermix of Technical, Functional and Leadership path 2. It creates scalability to career in terms of learning, competency enhancement 3. It defines the expectations for higher order roles 4. It provides clarity between what a person currently processes and what are the development opportunities And the following are not in purview of the scope of TCP 1. TCP shall not automatically result into vertical mobility in career band which shall depend upon many other factors viz existence of higher role in a higher band 2. However, it shall indicate the readiness of the person for higher order role 3. It also does not lead to compensation change which shall again be dependent upon many other strategic factors. 8 CAREER & COMPETENCY HANDBOOK

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CAREER FRAMEWORK – Role Level Matrix ` Level Generic Level Definition Yrs. of Technical Functional Leadership SPB Experience LPB (INDICATIVE) PB KL -9 Direction: Business Unit Head/Functional Head(Intermediate); 22yrs+ Staff Engineer Engineering Director Requires significant level of international industry experience and (Part of Global deep organization know- how . Final authority and accountability principal engineering of people management for the business unit Office) KL-8 Direction (Beginner): Directing Key accounts manager for all 20yr - 22yrs Principal Engineer KM & Quality leader Global Delivery Leader KL-7 the regions. Domain expert; Provide strategic direction to the key KL-6 accounts manager for execution excellence; Requires detailed R KL-5 functional knowledge, operational expertise and broader O KL-4 organization knowledge; L E Integration (Expert): Integrates activities and direction for 18yrs - 20yrs Associate Principal Quality Manager Regional Global S specific region for all workgroup; Domain expert; Becomes Engineer Quality Lead Engineering Leader Key account Manager for that particular region. Provides strategic and operational expertise for that particular region; 14yrs - 18 yrs Engineering Quality Speacialist Engineering Managers Requires knowledge of other functional domain too. Specialist Integration (Intermediate): Integrates activities and direction Resource Manager across specific workgroup for multiple region. Manages more 10yrs - 14yrs Technical Lead broader fuctional level through specialists, EM and individual contributor Integration (Beginner): Integrates activities and manages employees with specific workgroup or disciplines. Typical first level line manager. Has operational focus area. Will start owning people management activities within their area; Understanding of product knowledge Facilitation: Supervises, monitors and co-ordinates the daily 8yrs - 10yrs Sr. Engineer - Level 2 activities of employees in an assigned work area in similar or related disciplines. Applies advance principles, theories and concepts. Receives assignments in form of objectives KL- 3 Implementation (Proficient): Experienced professional who has 6yrs - 8yrs Sr. Engineer - Level 1 KL -2 acquired confidence to implement / execute engineering 2yrs - 5yrs Engineer KL -1 design and able to solve on-the-job problem with minimal guidance.Conducts activities with broad application of principles, 0 - 2yrs Associate Engineer/Trainee theories and concepts in applicable discipline Implementation Support (Intermediate): Demonstrates emerging competence in the defined job area. May still be learning & acquiring higher skills, gaining exposure to more specialised tasks within the job function. Typically works with moderate guidance and supervision. Implementation Support (Beginer): This is an entry level position and the role holder undergoes both formal and on-the-job training learning. Typically a graduate engineer or equivalent. Has little or no work experience. Works primarily under regular supervision and guidance. InSource is offering 3 career streams in InSource career framework 1. Technical Career Stream 2. Functional Career Stream 3. Leadership Career Stream 10 CAREER & COMPETENCY HANDBOOK

Understanding of ROLE # What is ROLE? A role is a set of responsibilities & expectations attached to a particular job profile/position in the organization which is defined by set of competencies. To fulfil any role successfully, an individual need to perform as per the competencies defined for the role. # What is COMPETENCY? Competency is a set of skill, knowledge and attributes that allows an individual to successfully perform a task or activity for that ROLE within a specific function/job. Each ROLE has set of 4 major COMPETENCIES o Discipline Level Competencies (DLC) o Knowledge Level Competencies (KLC) o Behavioral Competencies (BC) o Leadership Competencies (LC) (for leadership roles only) # ROLE EQUATION: A ROLE comprises of the following: Role = Functional Discipline +Knowledge Level+ Career Stream (Technical+ Functional +Leadership) + Competencies + Proficiency Level (PL) Functional Discipline Knowledge Level Career Stream Competencies for Proficiency Level each Discipline FD KL CS CD PL KL – 1; KL – 2 ; Eg: KL – 3; KL – 4; Technical Career Eg: PL -1 : Basic Project KL – 5; KL – 6; Steam; Engineering; KL-7; KL – 8; Project Engineering PL – 2 : Intermediate ITO; KL – 9; Functional Career Automation Stream; Discipline: PL – 3 : Advance & Controls etc Leadership Career a. Basic Engg PL – 4 : Expert Stream; b. Process & Instrumentation Construct ; etc 11 CAREER & COMPETENCY HANDBOOK

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Components of Career & Competency Model Sr. Components Description No 1. Functional Discipline These are the various Techno - Functional Stream applicable for InSource. There are 10 disciplines at present in InSource: a. Automation & Controls b. Electrical & Instrumentation c. Piping d. Project Engineering e. Mechanical Design Engineering f. Commercial Engineering (ITO) g. Oil & Gas h. Operations i. Quality j. Leadership (Business & Functional) 2. Functional Subdiscipline Each discipline have been further bifurcated into subdiscipline. Eg. Project Engineering as a discipline is bifurcated into 3 subdisciplines: 1. Process Engineering 2. Project Engineering 3. Skid Engineering 3. Career Stream A Career Stream is a group of jobs with similar types of work. We have 3 career streams at InSource. o Technical Career Stream o Leadership Career Stream o Functional Career Stream 4. Knowledge Level Career Streams are further divided into different Knowledge Levels (KL). Each knowledge level indicates the degree of accountability, complexity and influence in the role that an employee takes up. We have 9 such Knowledge Level (KL-1 to KL-9) 13 CAREER & COMPETENCY HANDBOOK

Sr. Components Description No Competencies are Knowledge, Skills & Ability/Attributes of an 5. Competencies individual to perform the task SUCCESSFULLY (effectively & efficiently) in the given role. Each Job profile/Role has a set of competencies associated with it. We have 4 types of competencies viz: o Knowledge Level Competencies (KL) – Skill, knowledge and experience to perform efficiently the job in hand at that particular technical knowledge level. o Discipline Level Competencies (DL) - Skill, knowledge and experience to perform efficiently the job in hand or the role for that particular discipline o Behavioural Competencies (BC) – Ability, Attributes and Behaviour required to demonstrate for that particular job profile/role. o Leadership Competencies (LC) – Ability, Attributes and Behaviour required to demonstrate for leadership roles and leadership career path. 6. Criticality Each of the above competencies are further divided based on role requirement under 3 section: o Threshold – These are the “must have” and fundamental competencies required to perform the task successfully in the respective job profile/role. o Critical – These competencies are secondary critical competencies acquired while performing the particular role or job profile. It could be on the job training, experiential learning, class room learning etc. o Differential – These competencies are “good to have” competencies, an indicator for the readiness of the individual for next role. 14 CAREER & COMPETENCY HANDBOOK

Sr. Components Description No Each competency is further defined with its proficiency level. It 7. Proficiency Level indicates the increasing level of complexity for that particular competencies. There are 4 proficiency levels for each competency: Beginner (PL1) – Applies basic concepts and methods but required supervision and coaching. Intermediate (PL2) – Independently develops and applies more advanced concepts and methods. Advance (PL3) – Understands and applies more complex concepts and methods. Leads/directs/manages people. Impact is larger on multiple terms and folds. Expert (PL4) – Sought out for deep specialization and expertise. The impact level could be organization wide/function wide (For details please refer to Competency Dictionary of each discipline in the excel) (For details please refer to Competency Dictionary of each discipline in the excel) 15 CAREER & COMPETENCY HANDBOOK

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FULCRUM OF TALENT DEVELOPMENT Career & Competency Framework will help add value at each level of the employee life cycle as defined below: Talent Acquisition: TA team are better equipped and focused to source and hire the right talent when business- critical competencies are targeted in sourcing, interviews and assessments. The talent entering the organization is better prepared to meet business needs, reducing ramp-up time. Talent Development & Career Progression: At an organizational level, development can be more effectively planned and implemented when specific behaviours and skills are clearly identified and communicated. Competency based development plan identifies the difference that exists between the actual competency of the individual with the desired level of competency required for the job profile. Assessment will be used in determining the developmental need of the individual and better career planning. The individual carries the onus of their own development. Performance Management: Performance management is a way to set clear expectations and understanding between the employees and the leaders. In competency based performance management, clear goals are set with the employees with detail and specific understanding of the requirement of the technical, business and behavioural know how By leveraging competencies, managers and employees gain a common language that spells out the HOWs in performance plans. Competencies help develop performance plans with much clarity to the employees on understanding the specific skills and behaviours they need to exhibit in achieving results. 17 CAREER & COMPETENCY HANDBOOK

The competency framework is an also a powerful engagement tool to have meaningful and focused discussion throughout the performance cycle between manager and employee. Succession Planning: Each job profile has its own set of competency requirement. Competencies offer clarity to senior leaders as they build talent pools to meet business needs. They provide standards against which individuals—across the organization—can be assessed. With the intelligence that comes from assessment, organizations can identify the exact talent gaps. Leaders needs to identify employees who can be groomed with proper learning and opportunities for critical roles which will enable a strong leadership and technical pipeline. 18 CAREER & COMPETENCY HANDBOOK

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COMPETENCY FRAMEWORK Competency Framework has 2 parts 1. Competency Directory 2. Competency Mapping of Job Profile/Roles 1. COMPETENCY DIRECTORY: Competency Dictionary encompasses all competencies applicable for different engineering disciplines and for its levels. A. Discipline level competencies B. Knowledge Level Competencies C. Behavioural Competencies D. Leadership Competencies A. DISCIPLINE LEVEL COMPETENCIES: These are the competencies required for the role assigned to that particular discipline. It comprises of the following sub parts: 1. Competencies of Respective Discipline 2. Proficiency Levels for each competency 3. Proficiency Sub Levels for each proficiency level. Viz: o Proficiency Level – 1 : Beginner (P1) – Bifurcated into X1, Y1, Z1 o Proficiency Level – 2 : Intermediate (P2) - Bifurcated into X2, Y2, Z2 o Proficiency Level – 3 : Advance (P3) - Bifurcated into X3, Y3, Z3 o Proficiency Level – 4 : Expert (P4) - Bifurcated into X4, Y4, Z4 Competencies Definitions Proficiency Levels Proficiency Sub Levels Competencies Description/Definition Proficiency Level (P1) P2- Intermediate P1- Beginner Competent (Technical Practical Application) Technical Knowledge, Non Technical Skills Sets Limited/Basic Experience (X1) (Y1) (Z1) (X2) (Y2) (Z2) Instrumentation Engineer(IE) 1. Instrumentation Documents Preparation: DCI/MDL, 1.Should be strong in Instrumentation 1.Generate simple 1. Basic konwladge 1.Understanding of Process 1.Basic Knowldgeg on Suez product 1 Preparation of Basic and detail Instrument list, I/O List, Instrument Datasheet, Hook-up Engineering fundamentals, Standard Instrument List, Instrument on process Documents like P &ID, PFD, ,Water and Waste Water Treatment Engineering Documents. Drawing and BOM.Instrument Cable schedule/JB and working principle. datasheets (Pressure engineering ability to read the control Equipments. 2.Preparation of PLC/DCS schedule and BOM.Instrument cable tray /Earthing layout 2. Understanding of Process Gauge, Temperature documents, including Loops, interlocks and Tender 2.Preparation of PLC/DCS FAT,SAT System Specification and and BOM. Instrumentation Parameter Gauge, Transmitters, etc) P&IDs, process specification and preparing Procedure. Exposure of Automation products. 2.Knowldge on Water & Waste Water Treatment 3.Basic knowledge on Process and based on inter-discipline design guidelines. Technical Queries.. 3.Reviewing Vendor documents like 3.Knowledge on Water and Equipment Like Clarifier, Filters, RO, UF , Demin EDR, Instrumentation ,understanding of inputs. 2.Control system 2.Preparation of Basic and PLC , Instruments, cable, Cable Waste Water Treatment EDI, MBR, MBBR etc. Process flow Communications detail Engineering Documents. Tray. Equipments 4.Knowldge on 3.P &ID Review In terms of Instrument Selection/sizing Network Architecture 3.Preparation of PLC/DCS 4.Attending and preparing Inspection .Preparing Interface drawing based on Process connection and fluid/location Aspects. System Specification and report for PLC/DCS Panels, between MCC/VFD to PLC 4. Design Review, HAZOP, SIL Study. Exposure to Automation Instruments and Cables.5.Preparing system- hardwired or Soft like 5. Vendor document review for PLC/DCS system, products. Interface drawing between Modbus TCP/IP or Ethernet instruments,cable,Junction Box, Tray and preparing TBA. MCC/VFD to PLC system- Profibus,etc.. Specificstion 6.Exposure to on Engineering Standard like IEC, NEC, hardwired or Soft like Modbus ISA and IS standards. TCP/IP or Ethernet Profibus,etc.. Specificstion 20 CAREER & COMPETENCY HANDBOOK

B. Knowledge Level Competencies: For each Knowledge Level, 3 categories of competencies are defined. 3 categories of competencies are: a. Applied Knowledge b. Performance Effectiveness c. Domain/Business Knowledge These competencies are specific to the Knowledge Level that will cut across irrespective of the discipline: C. Behavioural Level Competencies are based on organization values, as we know that “Values drives behaviour and behaviour drives results”. In Veolia, we have 4 values viz: ❖ Responsibility ❖ Solidarity ❖ Respect ❖ Innovation ❖ Customer Focus Each of the Values are bifurcated into the following and mapped based on the role we are performing: a. Understand & Demonstrate b. Practice Consistently c. Influence Others d. Inspirational Role Model 21 CAREER & COMPETENCY HANDBOOK

D. Leadership Competencies These competencies are specific to leadership roles at InSource. Leadership competencies are the Ability, Attributes and Behaviour required to perform the leadership roles in the leadership career path. 2. COMPETENCY MAPPING of Job Profiles/Roles The Discipline Level Competencies for each function are mapped against each ROLE based on the following level of Criticality: o Threshold – These are the “must have” and fundamental competencies required to perform the task successfully in the respective job profile/role. o Critical – These competencies are secondary critical competencies acquired while performing the particular role or job profile. It could be on the job training, experiential learning, class room learning etc. o Differential – These competencies are “good to have” competencies, an indicator for the readiness of the individual for next role. 22 CAREER & COMPETENCY HANDBOOK

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COMPETENCY ASSESSMENT Threshold Critical Differential Must Have Competencies On the Job Learning Readiness for Future role Assessment Assessment Assessment o Interviews o Performance Evaluation o Stretched Goal on o Tools Assessment o Assessment of Past o New acquired Skill differential skill Assessment – experience projects or Tool/Assessment Center o Assessment through assignments o Demonstrated Behaviour o Learning Agility & interview on prior similar & Skill Effectiveness - Impact post o Professional Certification training through projects experience where / degree demonstrated behaviour differential skills have been o Global/customer/ stakeholder feedback on demonstrated; performance o Assessment Center o Professional Certification/ degree from reputed o Professional Certification/ institution degree from reputed institution Note: Mobility Any employee career movement vertical or horizontal post employee mapping needs to go through the following assessment: Interview Assessment – Technical Assessment : KL 1 – 5 : Global Delivery Leader, Cross Discipline Leadership below leadership level; KL 5 – 7 : HR + Cross Functional/Regional Leaders KL 8 – 9 : Reginal Business Head+ HR Director+ Global Leadership (optional) o Managerial & Knowledge Level Assessment: Cross functional leadership + HR o *Simulation / Stretched Project Assessment/ Bubble assignment demonstrating new Threshold skills for next level / cross level *Once Assessment Center is defined for InSource as next phase of career & competency, then identified role competencies will be assessed through the process of simulation. 24 CAREER & COMPETENCY HANDBOOK

PRESENT (Existing) EMPLOYEE MAPPING PROCESS: STEP-1 (SELF) STEP-2 (Manager) STEP-3 (1O1)+HR Self-Assessment against Assessment of employee’s Overall validation of the employee and managers defined competencies and competency level and skill assessment exercise and proficiency level with gap analysis against employee mapping based on competency dictionary, and examples based on hands on employees individual overall experience and knowledge at assessment; exhibited/demonstrated behaviour present job and past experience Assessment based on demonstrated behaviour and exhibition of skills during projects, stretched assignments, certification, prior experience 25 CAREER & COMPETENCY HANDBOOK

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CAREER MOBILITY The Career & Competency Framework provides the flexibility for employees to pursue internal career opportunities. Career Mobility is not just about moving upwards along a hierarchical ladder, but it is also about moving around an organization for holistic development. This framework provides the employees to aspire, grow, learn, develop and move their career the way they wish. They can curve out their own career paths according to their interests and competencies. Career mobility is vertical, horizontal, intra- discipline, inter - discipline. While moving to any other role the incumbent must fulfil the “Threshold Competency” defined for that particular Role. Career Movement can also span across the following 2 scenarios: 1. Movement within Career Stream An employee can move within the disciplines while in the same career stream. Such movement is of the following kind: a. Vertical – Moving from one Knowledge Level to the next. (Moving from KL – 5 to KL – 6) b. Horizontal – Moving from one discipline to other discipline at same Knowledge Level – KL (eg: Piping Specialist in the Technical career stream moving to Project Engg Specialist – Technical career stream) 2. Movement across Career Streams An employee can also move across Career Streams. Such movements are usually of the following kinds: 27 CAREER & COMPETENCY HANDBOOK

a. Horizontal – Employee moving from one Career Stream to another at same Knowledge Level (eg: Engineering Specialist moving to Engineering Manager); b. Diagonal – Employee moving from one Career Stream to another at different Knowledge Level (eg. Technical Lead moving to Engineering Manager) Any Career Progression or movement will be through Competency Assessment Process ad defined earlier. The eligibility of the movement will be based on the following: A. Consistent Performance – The employee should have a consistent record of a high performance for minimum of 2/3 years depending on the criticality & complexity of the role. B. Competency Assessment – As defined earlier C. Business Requirement/Opportunity – There must be a business need for the Job Profile the employee is aspiring for or to be promoted to. 28 CAREER & COMPETENCY HANDBOOK

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FAQ’s: 1. Why have we adopted Career & Competency Framework? Career and Competency Framework has been designed with the objective of facilitating employee growth and providing more opportunities and flexibility in carving out their own career path. It also promotes a competency-based approach to Career & Talent Management and catering to business requirements. 2. Is this Framework only applicable to InSource? Yes, at this point it is applicable only for InSource. However, the competencies are well integrated with the need of the Regions also. 3. Does Career & Competency Framework provide the required competencies for all job profiles/Roles and can any employee skip any level in the Career and Competency Framework? The Career & Competency Framework provides the required competencies for all Job profiles at InSource. Every employee needs to demonstrate consistently the competencies, capabilities and maturity required for the future job profile. 4. Will movement of Knowledge Level have direct relation with increment & benefits? Any increment will depend on the Hay Grade Structure of the organization which is confidential. Each Knowledge Level is mapped with the Hay Grade and there are possibilities of Hay Grade remaining the same even if few Knowledge Level changes. 5. Does an employee have an option to be individual contributor and still grow in the system? Yes, in this career framework you have that option as we have provided 3 career streams. Leadership, Technical, Functional. In both Technical and Functional you can remain as individual contributor and grow accordingly. They have been equated simultaneously with the leadership level in the framework. 6. How will the employees be assessed in the Career & Competency Framework? Each employee will be given a self assessment form online to assess their levels of ease of performance against the competencies defined for each discipline. Post self assessment, the 30 CAREER & COMPETENCY HANDBOOK

Manager will also assess the individual’s competencies based on consistency of the demonstrated behaviour, capabilities and competencies. Post which employees will be identified of the present Knowledge level followed by a detail career development plan with a timeline, considering employees career aspiration. 7. What will be the weightage given to an employee qualification & years of experience while considering for promotion or repositioning? Career and Competency Framework moves away from traditional method of promoting employees. It will be purely be based on performance, potential, competency and business need. 8. How will employee plan for an aspiring role? As all the Roles have defined competencies, the employee can aim in achieving the Threshold Competency of the aspiring Role and plan accordingly with the Managers support in the individual’s development plan. 9. How will an employee acquire “Threshold Competencies” for another Role in different discipline that the individual is aspiring for? The employee can discuss with the respective manager about the aspiration and plan for stretch assignment to develop Threshold competencies for another discipline. At InSource cross skilling assignments are also available as part of career development which can be another step to develop the Threshold Competencies. 10. How will the development needs be addressed for present Role post competency gap assessment? Every employees will have their own development plan thoroughly crafted post discussion with the respective Managers. These development plans will have its timeline and will be part of the employee development tool in success factor. Once a new competency is acquired, then the employee will be going through the competency assessment process. 31 CAREER & COMPETENCY HANDBOOK

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COMPETENCY DICTIONARY This dictionary is the referral of the critical terms used for defining the career and competency (C&C) Framework. It is arranged alphabetically. A Advance Proficiency Level Bifurcation of Proficiency Levels based on complexity of the competency; Advance is the 3rd level; Ref: Pg: 2, 15, 20 Assessment/Assessment Centre Evaluation of the competencies, skills, attributes as defined for the respective Role. Ref: Pg: 2, 3, 17, 24, 25, 28, 30,31 Automation & Controls Functional Discipline at InSource Ref: Pg: 11, 13 B Basic Engineering Part of engineering design and solutions offering catered to different Regions by InSource as part of its delivery model. Ref: Pg: 6 Beginner Proficiency Level Bifurcation of Proficiency Levels based on complexity of the competency; Beginner is the 1st level; Ref: Pg: 15, 20 Behavioural Competencies Ability, Attributes and Behaviour required to demonstrate for that particular job profile/role. Ref: Pg: 8,14, 20 33 CAREER & COMPETENCY HANDBOOK

C Career Framework It defines the available progressive career path and Roles at InSource ; Ref: Pg: 2, 3,10, 30 Competency It defines the skill, knowledge and attributes required for each role at InSource to perform the defined tasks successfully. Ref: Pg: 2, 3, 4, 7, 8, 11, 13, 15, 17, 20, 22, 24, 25, 27, 28, 30 Career Mobility It defines different Roles at different career levels and career streams. One can pursue vertical, horizontal, cross, diagonal and not limited to vertical movement as part of their career journey. Ref: Pg: 3, 27 Career Streams A Career Stream is a group of jobs with similar types of work (Technical, Functional & Leadership) available for an employee to chose as an individual career progression at InSource. Ref: Pg: 10,13, 27, 30, 35 Critical Competency Set of competencies in which individuals are trained on the job and is a critical requirement to perform the role successfully . Ref: Pg: 2, 14, 17, 22 D Discipline & Discipline Level Competencies Different techno -functional streams as part of InSource business. Discipline level competencies are the competencies defined specific for the respective discipline Ref: Pg: 2, 11, 13, 14, 15, 20, 21, 22, 27, 30 34 CAREER & COMPETENCY HANDBOOK

Detail Engineering Part of engineering design and solutions offering catered to different Regions by InSource as part of its delivery model. Ref: Pg: 6 Differential Competencies Set of competencies which individuals demonstrates over and above the role requirement. They can be stretch assignment also to acquire new skill set to either increase the efficiency in the existing role or while aiming for a new role offered in the career path at InSource Ref: Pg: 14, 22, 24, 35 E Electrical & Instrumentation Functional Discipline at InSource Ref: Pg: 13 Expert Proficiency Level Bifurcation of Proficiency Levels based on complexity of the competency; Expert is the final proficiency level and usually considered as subject matter expert in those competencies Ref: Pg: 2, 7, 11, 15, 20 F Fulcrum Career and Competency being pivot for Talent Development and how it impacts to the entire career and talent journey of an individual and provides insights and decision on talent at a business/organization level Ref: Pg: 3, 17 Functional Career Stream Comprises of roles that supports the business. Quality, Project Management etc Ref: Pg: 10, 11, 13 35 CAREER & COMPETENCY HANDBOOK

J Job profile It is a description of the legitimate position in an organization. An individual is recruited as per the job profile. Each job profile is attached to a set of Competencies that an individual must demonstrate @ work. The most critical term in career & competency Ref: Pg: 11, 14, 17, 18, 20, 22, 28, 30 K Knowledge Level These are the Level competencies (applied knowledge, performance effectiveness, and domain knowledge) which is common for all the roles across that level. Ref: Pg: 2, 11, 13, 14, 20, 21, 24, 27, 28, 30 L Leadership Career Stream Comprises of roles for functional leadership, global leadership, thought leaders, basically the role that supports all organization activities Ref: Pg: 10,11, 13, 14, 22 Leadership Competencies Ability, Attributes and Behaviour required to demonstrate for leadership roles and leadership career path. Ref: Pg: 11,14, 20, 22 P Proficiency Level Proficiency levels are the expertise level for each competency. There are 4 proficiency levels (Beginner, Intermediate, Advance, Expert). It denotes the level of of complexity defined for each competency Ref: Pg: 11, 15, 20, 25 Piping 36 Is a Functional Discipline at InSource Ref: Pg: 6, 13, 27 CAREER & COMPETENCY HANDBOOK

Q Quality Is a Functional Discipline at InSource Ref: Pg: 13 S Subdiscipline Functional Discipline at InSource. Each discipline have been further bifurcated into subdiscipline. Eg. Project Engineering as a discipline is bifurcated into 3 subdisciplines: viz Process Engineering, Project Engineering, Skid Engineering Ref: Pg: 13 T Technical Career Stream Comprises of roles in the areas of engineering design, CoE’s , capability building, architects, principal engineers Ref: Pg: 10, 13, 27 Threshold Competency Must have skill for that role; without that skill the candidate cannot be hired. Hence the proficiency level by default will be higher Ref: Pg: 2, 14, 22, 24, 27, 31 X X1, X2, X3, X4 These are the “Sub Levels” of each proficiency level; X is the first point of each sub proficiency level. Numeric determines the proficiency levels (eg : X1 = Beginner first sub level of proficiency; X2 = Intermediate first sub level proficiency; X3 = Advance first sub level proficiency; X4 = Expert first sub level proficiency;) Ref: Pg: 20 37 CAREER & COMPETENCY HANDBOOK

Y Y1, Y2, Y3, Y4 These are the “Sub Levels” of each proficiency level; Y is the second sub proficiency level. Numeric determines the proficiency levels (eg : Y1 = second sub level proficiency for P1; Y2 = second sub level proficiency for P2; Y3 = second sub level proficiency of P3; Y4 = second sub level proficiency for P4; ) Ref: Pg: 20 Z Z1, Z2, Z3, Z4 These are the “Sub Levels” of each proficiency level; Z is the third sub proficiency level. Numeric determines the proficiency levels (eg : Z1 = third sub level proficiency for P1; Z2 = third sub level proficiency for P2; Z3 = third sub level proficiency of P3; Z4 = third sub level proficiency for P4; ) Ref: Pg: 20 38 CAREER & COMPETENCY HANDBOOK