The Alstom Leadership Dimensions

Induction

Alstom Talent Management

 Our Alstom Leadership Dimensions
define the combination of key
desired behaviours for all Alstom
employees within their own role and
function, ensuring a leadership
culture that is completely aligned
and in support of the Alstom 2020
strategy.

ALSTOM - 06/04/2017 P 2
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
ALSTOM 2020

ALSTOM - 06/04/2017 P 3
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
 They derive from our 2020 Strategy..

Leadership dimensions capitalize on our current strengths, but also aim at

improving and developing new behaviours
ALSTOM - 06/04/2017 P 4
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
 Our four Leadership dimensions are key for Alstom to
succeed in the current context
Alstom has changed : a different Company after the Carve-Out, much
smaller with a single and clear focus
We are now fully accountable and in charge of our future Entrepreneurship
We are strongly and directly exposed to the financial market

Our projects are cross metiers, and often involve several sites or
Regions
Our footprint is increasingly complex Collaboration
We can not deliver and succeed without collaborating with our peers

Both the competitive landscape and the market are changing fast
We live in an uncertain and volatile world Agility
We need to anticipate and adapt quickly to ever changing contexts

We are regionalized but interdependent

We need to be mindful of the impact of our decisions on the Global vision
organisation as a whole

Success will depend on our collective ability to demonstrate Entrepreneurship,

Agility, Collaboration & Global Vision
ALSTOM - 06/04/2017 P 5
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Alstom Leadership Dimensions & Attributes

Customer Communication
Centricity Transparency
Managerial Trust
Courage
Value Creation

4 Dimensions
12 Attributes

Decision making Diversity

Open to change Global market
Taking initiatives knowledge
Understand Big
Picture

They complement our TTA Values which remain our Alstom DNA
ALSTOM - 06/04/2017 P 6
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
 The attributes of each Alstom Leadership Dimensions

Entrepreneurship Collaboration Agility Global Vision

Customer Centricity Communication Decision making Diversity
Put the customer at the Are always willing to Take measured and Embrace diversity as a
Centre of everything we do openly communicate responsible key enabler to achieve
in order to support what decisions with an our goals
the customer is set out to appropriate sense
accomplish of urgency

Managerial courage Transparency Open to change Global Market Knowledge

Avoid or deal with Embody the Are knowledgeable
Show courage in our
ambiguity by being necessity to accept about our market and
actions and interactions
transparent and drive change its actors

Value Creation Trust Taking initiative Understand the Big Picture

Apply a continuous Behave in manner Take initiative by See the Big Picture by
mind-set of creating that is trustful and showing a pro-active always being mindful of
value for both our trustworthy approach in the consequences of the
customers as well as identifying actions and decisions we
our organization opportunities and take on our organisation
acting upon them and those of our
ALSTOM - 06/04/2017 P 7
customers
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
Leadership dimensions will be progressively integrated into
our daily life

In our job descriptions !

When we interview candidates for jobs

When we give feed-back to our peers or direct reports

In our 360 tool

When we deploy our People Management Cycle :

During Performance Review discussions, when we determine
promotability, when we assess competencies .
.. And in our Learning Offer / Catalogue

How we do things is equally important to what we do

ALSTOM - 06/04/2017 P 8
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
4 levels of proficiency - Entrepreneurship

1 2 3 4
Customer
Centricity

Develops long term

Understands and Develops a trusted Conveys the voice of the
customer loyalty and
reformulates customers operational relationship with customer to the
intimacy.
needs and expectations. customers. organization.

Drives a culture where

Managerial

Confronts adversity and Dares to take risks and

Courage

thougthfull and difficult

makes decisions in the seize value adding
Confidently shares own decisions are
companys interests. opportunities.
opinions with others. empowered.
Value Creation

Creates an
Continuously seeks to environment that
Encourages others to Develops competitive and
improve the current continuously adds
challenge the status quo. sustainable solutions.
scope. value to customers.

ALSTOM - 06/04/2017 P 9
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
 4 levels of proficiency - Collaboration

1 2 3 4
Transparency Communication

Is able to embark an
Demonstrates active Applies constructive Uses communication to
organisation with his/her
listening. feedback. align teams and results.
vision and values.

Is a driver for transparent

Is in the habit of Encourages transparency
Is generally perceived as communication throughout the
sharing information. within the team.
highly transparent. organisation.

Builds a strategy in which

Trust

Respects self and

Builds trust across teams. Truly empowers teams. trust and empowerment are
others.
key.

ALSTOM - 06/04/2017 P 10
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
4 levels of proficiency - Agility

1 2 3 4
Decision-
Making

Makes facts-based and Empowers and trusts others to Continuously adapts its
Involves all appropriate
timely decisions in own make and share timely and decision making to the
stakeholders.
field. facts-based decisions. ever changing
business context.

Actively contributes with Creates a culture for

Open to
Change

Adapts to changing ideas and suggestions to Embraces and drives the need the organisation to
contexts or priorities. the implementation of for change. adapt to changing
change. contexts or priorities.
Taking initiative

Proactively captures and

Encourages others grasp Drives initiatives
executes new initiatives.
Proactively volunteers. opportunities. accros the
organisation.

ALSTOM - 06/04/2017 P 11
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
4 levels of proficiency - Global Vision

1 2 3 4

Prioritises diversity as
Diversity

Listens to and respects

Works efficiently in a Recognizes the value of and a key business
alternative views, ideas
diverse environment. applies diversity. differentiator in the
and cultures
organisation.
Global Market
Knowledge

Monitors market changes

Anticipates global market trends Uses market
Understands local and trends and their
and develops strategies knowledge to create
markets. potential impact on the
accordingly. new business models.
organisation.
the Big Picture
Understanding

Considers customers Consistently explores Shapes strategies

and other stakeholders beyond his/her scope to Communicates and acts based on the interest
prior to taking actions. understand the global according to the big picture. of the whole
impact. organisation.

ALSTOM - 06/04/2017 P 12
ALSTOM 2015. All rights reserved. Information contained in this document is indicative only. No representation or warranty is given or should be relied on that it is complete or correct or will apply to any particular project.
This will depend on the technical and commercial circumstances. It is provided without liability and is subject to change without notice. Reproduction, use or disclosure to third parties, without express written authority, is strictly prohibited.
www.alstom.com