PERFORMANCE

MANAGEMENT
Training for Employees
 Training Agenda

1 | Performance Management Process

• What is Good Performance Management

• Process Flow

• Evaluation Form & Rating Scales

2 | SuccessFactors PM Module Walkthrough

3 | Performance Dialogue

4 I Support and Summary

2
 What is Good
Performance Management?

3
Performance Management is about
enabling and inspiring performance
improvement.
It’s about having a meaningful dialogue between
employees and managers to make sure that we are all
focused and aligned on working on the right things, to
achieve our shared goals.
4
 Integrated Performance Management

Dec-Feb Dec-Feb

REVIEWING SETTING GOALS

PERFORMANCE Employees and Managers are
Having a meaningful dialogue,
aligned on their goals and
making sure that goals are
achieved in the best manner mutual expectations

July Mar.

MID YEAR REVIEW REWARDING

Reviewing and updating KPIs PERFORMACE
PERFORMANCE
and development goals. Employees are compensated
Providing feedback and MANAGEMENT according to their
direction Yearly Cycle performance

Mar-Dec. Mar.-Dec.
DEVELOPING for MANAGING TOWARDS
PERFORMANCE GOALS
Managers coach employees, Employees strive towards
support their development, achieving goals, with
and empower them to reach continuous guidance and 5

new heights open dialogue

Process Flow

6
 Our Vision for ADAMA’s High Performance Culture

Managing performance drives

engagement and development, as well
as business results.
A standard global methodology - one
culture, shared terminology, one system.
Performance differentiation enables
effective recognition and compensation.
Enables meaningful and constructive
dialogue throughout the year.

7
 Who is Participating in the Process?

Performance Goal Setting

Evaluation

Employees who started

working prior to June 30th Mandatory Mandatory

Employees who started

working between July 1st and Recommended Mandatory
September 30th

Employees who started Not Part of

Mandatory
working after October 1st the process
8
8
 Performance Management Timeline
December January February March

Self Review
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Start of the process for Manufacturing

employees: Direct Manage
Signature

Salary and Bonus

Discussion

Automated Move

Manual Move

9
 Performance Management Timeline
December January February March

Self Review
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Self Review
The process starts with the self evaluation: rating Signature
personal goals and competencies, setting personal
KPIs and Development goals for next year.
Salary and Bonus
The self review enables us to impact our own Discussion
evaluation and to set our goals

Automated Move

Manual Move

10
 Performance Management Timeline
December January February March

Matrix Manager Review

Matrix Mangers are invited to
provide their professional input and
feedback on the achievement of the
Self Review
matrix report’s performance
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Signature

Salary and Bonus

Discussion

Automated Move

Manual Move

11
 Performance Management Timeline
December January February March

Self Review
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Direct Manager Review

Review the employee’s self-evaluation, add own Signature
evaluation and comments and assign a
performance rating
Salary and Bonus
Discussion

Automated Move

Manual Move

12
 Performance Management Timeline
December January February March

Self Review
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Indirect Manager Review Signature

Indirect mangers hold a broad
perspective of the unit’s
performance and are encouraged to Salary and Bonus
provide their own comments as well Discussion

Automated Move

Manual Move

13
 Performance Management Timeline
December January February March

Self Review
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Signature
Performance Dialogue: This is the heart of
the process – conducting open, honest, and Salary and Bonus
meaningful dialogue between managers and Discussion
employees, reviewing the past year and
planning the next, ensuring an authentic
Automated Move discussion that aims to encourage and inspire
Manual Move performance and development
14
 Performance Management Timeline
December January February March

Self Review
Matrix Manager
Direct Manager
Indirect
Manager
Performance Dialogue

Signature

Salary and Bonus

Signature Discussion
After the discussion, the employee signs the
form to acknowledge that the performance
Automated Move discussion took place
Manual Move

15
The Evaluation Form &
Rating Scales

16
 Evaluation Form Structure – Evaluation Form Structure –
Employees & Managers Leadership Community & Management

Financial Goals (Read Only)

Evaluating Last Year’s KPIs (70%) Evaluating Last Year’s KPIs (70%)

Review Last Year’s Development Goals Review Last Year’s Development Goals

Evaluating Competencies (30%) Evaluating Competencies (30%)

Mid Year Overall Comments Mid Year Overall Comments

Key Strengths & Areas for Development Key Strengths & Areas for Development

Performance Summary (Overall Rating) Performance Summary (Overall Rating)

Setting Next Year’s KPIs Setting Next Year’s KPIs

Setting Next Year’s Development Goals Setting Next Year’s Development Goals

Confirmation of Ethical Code Confirmation of Ethical Code

Employee Signature Employee Signature

17
 What are Competencies?

? What are Competencies?

• Knowledge, skills and behaviors that are related to successful performance on the job.
• Describe what will be needed in order to strengthen the desired organizational culture
and meet future challenges.

? Why are Competencies Important?

• Used for selecting, managing, developing and rewarding staff.
• An anchor for performance dialogue and skills development.
• Clarify expectations, define future development needs and do more focused
recruitment and development planning.
• Consistent and objective global standards, creating shared language.

18
 ADAMA’s Competency Model*

Excite Set Future

Others Direction

Be Empower
Authentic Others &
Self

Build Lead
Relationship Change

Strive for
Manage Excellent
Complexity Performance

Promote Encourage
Harmony & Learning &
Collaboration Development

* The competency model was adjusted to reflect the Leadership Framework

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 Competencies Evaluation Scale

Outstanding Performance:
Consistently demonstrates behaviors that are outstanding, far more than what is expected at the
current organizational level; a role model of this competency
Excellent Performance:
Demonstrates behaviors of this competency at a level that is well above average, beyond what is
expected at current organizational level.
Solid Performance:
Constantly demonstrates effective behaviors as expected at current organizational level.
Increase Consistency of Performance:
Sometimes demonstrates behaviors as expected at current organizational level, but from time to
time falls short of effective behavior in this competency.
Improve Performance:
Does not show effective behaviors in this competency; below expectations from current
organizational level.
Not-Applicable: The specific capability/competency evaluated does not apply to the employee or
it's too early to evaluate.

20
 Goals and Overall Evaluation Rating Scale

Outstanding Performance:
Consistently delivers outstanding results, beyond expectations. Makes a significant impact on
the company’s success. Sets new standards of performance.
Excellent Performance:
Often delivers results beyond expectations. Makes a substantial contribution to the company’s
success. Performs at a level above peers.
Solid Performance:
Delivers the results needed. Makes a solid contribution with strong business impact. A level of
performance to be proud of.
Increase Consistency of Performance:
At most times performance met expectations. Needs to build consistency in performance.
Improve Performance:
Relative to role expectations, needs to put forth efforts in order to improve performance.
Not-Applicable: The specific capability/competency evaluated does not apply to the evaluated
employee or it's too early to evaluate.

21
System Walkthrough

22
 System Walkthrough

• Supporting Tools on the Form

• Incomplete Items

• Main Parts of the Form

• Evaluating Goals
• Evaluating Competencies
• Setting KPIs and Development Goals

23
 Supporting tools

Incomplete Items Tool Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
Development
The Incomplete Items tool shows all the mandatory items that are still incomplete and must Goals

be filled before the form can be moved to the next step. Alignment to
Ethical Code

Employee
Signature
 Supporting tools

Route Map Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
Development
Goals

The Route map shows all the steps of the process and the process timeline. Alignment to
Ethical Code

Employee
Signature
 Supporting tools

Employee Information Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
Development
Goals

The Employee information section includes all relevant data on the employee. Alignment to
Ethical Code

Employee
Signature
 Supporting tools

Evaluating Personal Goals Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments
Provide rating for each KPI.
If a KPI is no longer relevant, you should rate it as “Not Applicable”. Setting KPIs

In case there are missing KPIs they can be added by clicking on the “Add Goal” button. Setting
Development
Also, notice that you can see the mid-year comments for each goal. Goals

Alignment to
This section makes up 70% of the overall rating. Ethical Code

Employee
Signature
 Supporting tools

Review Development Goals Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

After evaluating the personal KPIs it is time to review last year’s development goals. There is no
Setting KPIs
rating for these goals.
The development goals are NOT calculated as part of the overall performance rating and are Setting
Development
solely aimed to support the employee’s personal development. Goals

In case last year’s development goals are missing they can be added by clicking on the “Add Alignment to
Ethical Code
Goal”.
Employee
Signature
 Supporting tools

Evaluating Competencies Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs
Managers and employees are evaluated on a different set of competencies, according to their Setting
organizational level. Development
Goals
Competencies section makes up 30% of the total evaluation score Alignment to
Ethical Code
In order to view the description of a competency click on the “i” icon of the desired competency.
Employee
Signature
 Supporting tools

Mid Year Overall Comments Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs
This is a ‘read only’ section which shows the Mid Year overall comments that were written in the Setting
mid year discussion by the employee and by the manager. Development
Goals
The content of this section does not impact the overall performance score of the form. Alignment to
Ethical Code

Employee
Signature
 Supporting tools

Key Strengths and Areas for Development Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
Both manager and employee are asked to indicate points of strength and points for improvement. Development
This section should be the basis of the discussion about personal and career development, and Goals

setting development goals, as part of the Performance Dialogue. Alignment to

Ethical Code

Employee
Signature
 Supporting tools

Summary Comments Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs
Employees can view comments from their Manager, Matrix Manager (if applicable) and Indirect
Manager – when the form is finalized in the Signature step. Setting
Development
Goals
Employees can also provide their own summary comments if they want to.
Alignment to
Ethical Code

Employee
Signature
 Supporting tools

Setting Goals for Next Year Route map

Employee
information
After reviewing last year’s performance, employees should set their goals for next year. The
personal KPIs and development goals will be finalized in the discussion step with the manager. Evaluating KPIs
(70%)
. one KPI in the system for the process to progress.
It is mandatory to have at least Review
Development
KPIs can be tracked and edited along the year via the Goals module in SF. Goals

Competencies
The Goal Library includes KPIs for each function and can be used as a starting point to set KPIs. Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
Development
To set a new goal click on the “Add Goal” button. Then choose from: Goals

Alignment to
• Personal Goal – Create your own goal (starting from a blank template) Ethical Code

• Library Goal – Select a goal from the ADAMA goal library and edit it to fit your needs Employee
Signature
 Supporting tools

Setting Goals for Next Year Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs
To add a goal from the library, click on the” Library goal” button. A new window will open and
Setting
you’ll see a list of functions. Development
Goals
First, select the function that is most relevant to your role. Then you’ll see a list of relevant
Alignment to
goals; Select one or more goals and then click “Add Selected Goal”. You can now edit the Ethical Code
details of each goal you added.
Employee
Signature
 Supporting tools

Setting Goals for Next Year Route map

Employee
information
You can also add a new KPI that is not
Evaluating KPIs
part of the Goal Library: (70%)

1 1. Click on the “Personal Goal” Review

Development
button Then, whether you chose a Goals

Personal Goal or a Library Goal, Competencies

Evaluation (30%)
complete the following:
Mid Year Overall
2. Choose the KPI Category - The Comments
2 categories represent ADAMA’s Key Strengths &
Areas for
business themes which reflect the Development
strategic direction of ADAMA in the Performance
Summary
3 coming years. (Overall Rating)

3. Insert your SMART KPI and the Comments

metric of the KPI.
4
Setting KPIs
4. Assign the KPI’s weight.
Setting
5. Save the changes you made. Development
Goals

Alignment to
5 Ethical Code

Employee
Signature
 Supporting tools

Setting Development Goals Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
The development goal is the individual’s goals for self-development during the year. It should be (Overall Rating)
taking into account the points of strengths and points for development indicated earlier in the
Comments
form, but also consider the employee’s career motivations, direction and aspirations.
Setting KPIs
It is mandatory to define al least one Development goal at the beginning of the year. To do this,
click “Add Goal” at the top of this section. Setting
Development
Goals

Alignment to
Ethical Code

Employee
Signature
 Supporting tools

Setting Development Goals Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
Development
You can use the provided examples of development goals/activities, by clicking “For additional Goals

examples of development goals” Alignment to

Ethical Code

Employee
Signature
 Supporting tools

Setting Development Goals Route map

Employee
information
After clicking the “Add Goal” button, a new window
will open with the following fields: Evaluating KPIs
(70%)
1. Development goal – Write the Review
development goal for the upcoming year Development
Goals
(you can use the development Competencies
goals/activities examples) 1 Evaluation (30%)

2. Origin of the gap - Choose the root 2 Mid Year Overall

Comments
cause of the development gap:
3 Key Strengths &
Knowledge, Skills, Experience, Behavior. Areas for
4 Development
3. Development activities - Click on “Add Performance
Development Activity” to define on-the-job Summary
(Overall Rating)
experiences and other activities that will 5
support the achievement of the Comments

development goal. For each activity define

Setting KPIs
the start and due dates
4. Partners – List the partners that will help Setting
Development
the employee accomplish the development Goals

activities Alignment to
Ethical Code
5. Status – In order to track progress
Employee
along the year Signature
 Supporting tools

Employee’s Confirmation of Reading the ADAMA Ethical Code Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Setting KPIs

Setting
In this section the employees confirm that they completed the training on ADAMA's Code of Development
Conduct and compliance programs and procedures. Goals

Alignment to
The section is NOT part of the overall calculated rating but it is mandatory to indicate Yes/ No in Ethical Code
order for the form to proceed to the next step.
Employee
Signature
 Supporting tools

Employee Signature Route map

Employee
information

Evaluating KPIs
(70%)

Review
Development
Goals

Competencies
Evaluation (30%)

Mid Year Overall

Comments

Key Strengths &

Areas for
Development
Performance
Summary
(Overall Rating)

Comments

Employee signature does not imply agreement or disagreement, only the acknowledgment that Setting KPIs
the discussion occurred.
Setting
Employees can add their final comments here, following the discussion they had with the Development
Goals
manager.
Alignment to
This is a critical step that indicates the process has been completed. Ethical Code

Employee
Signature
Roles & Responsibilities

41
 Roles & Responsibilities

• Provide meaningful feedback, set KPIs and development goals with the
employees
• Lead and manage the process
Managers
• Ensure employees are engaged with the process and experience its value
(* If a manager changes during the process, the new manager is the owner of the
process)

• Complete self assessment and set goals

Employees • Contribute to an open and honest dialogue with managers
• Own their development

• Train managers and employees

• Support and coach managers / employees throughout the process to
People
maximize value and ensure quality of discussions
Business
• Track the process completion and assist where needed to ensure participation
Partners • Provide technical and process support

42
Performance Dialogue

43

For Employees:
• Opportunity to raise issues and
share significant achievements.
Discuss personal needs,
development and career
aspirations beyond the day-to-
day tasks
• Aligning goals and performance
expectations with their
manager
• Receiving meaningful feedback
on performance, that will guide
improvement and development
Why a Performance Dialogue?
For Managers:
• Opportunity to openly share the
experience from working
together over the last year
• A platform to communicate
openly with employees about
goal achievement, performance
level, development needs and
career aspirations
• An essential managerial tool to
improve performances and
align employees’ day-to-day
activities with business
objectives
For ADAMA:
• Encourage dialogue between
managers and employees to
strengthen transparency and
open communication
• Improve the performance and
personal development of the
employees
• Strengthen managers’
capabilities
• Increase employees’
engagement to their job and to
ADAMA
44
 The Performance and Development Discussion Structure

The “What” The “How”

Last Year’s
Review
Achievements Strengths and
(Results)
and Areas for
Results Improvement

Next Year’s
Plan
Setting Setting
(Goals)
Performance Development
Goals Goals

45
 The Performance and Development Discussion Structure

The “What” The “How”

Review the
Last Year’s achievements of
Review the passing year,
according to the
Achievements Strengths and
(Results) goals set at the
and Areas for
start Results
of the year Improvement

Next Year’s
Plan
Setting Setting
(Goals)
Performance Development
Goals Goals

46
 The Performance and Development Discussion Structure

The “What” The “How”

Reflect and discuss
the behaviors that
Last Year’s were displayed
while achieving
Review those goals, identify
Achievements
(Results) key Strengths and
and areas for
Results improvement

Next Year’s
Plan
Setting Setting
(Goals)
Performance Development
Goals Goals

47
 The Performance and Development Discussion Structure

The “What” The “How”

Last Year’s
Review
Achievements Strengths and
(Results)
and Areas for
Results Improvement

Next Year’s Agree on

Plan next year’s
Performance Setting
(Goals) Goals Development
Goals

48
 The Performance and Development Discussion Structure

The “What” The “How”

Last Year’s
Review
Achievements Strengths and
(Results)
and Areas for
Results Improvement

Discuss the
employee’s career
Next Year’s aspirations and
Plan motivations, and
Setting agree on
(Goals)
Performance Developmental
Goals Goals

49
 Review Last Year’s Achievements
Preparation
• Review the performance form; the
employee’s self evaluation and
your evaluation of the employee’s
achievements
• Highlight the main points
• Think of the extent that the
employee reached the KPIs. What
are the things that were achieved
or over-achieved? What are the
things that were not achieved?
Recall concrete examples
• Think of the reasons why things
were achieved or not
During the Discussion
• Start by asking the employee:
• What are you proud of in your
performance in the previous year?
• What are you less proud of or
disappointed from?
• Describe the achievements of past year.
Use the KPIs set at the beginning of the
year as a reference or other targets that
were set during the year
• Present and explain your evaluation of each
KPI
• Talk about the reasons for meeting or not
meeting the KPIs: First, ask the employee
for his/her perspective
50
Discuss Behaviors, Strengths and Areas for Improvement
Preparation
• Think of the achievements/ dis-
achievements and find common
reasons for them
• Collect and integrate input from
relevant others regarding the way
that the employee performed
• Think of ‘hard facts’ and concrete
examples that can back your
feelings and impressions
• Focus the skills and competencies
that promoted and hindered the
employee’s achievements
During the Discussion
• Start by asking the employee what were
the skills or behaviors that promoted and
hindered his/her achievements. Which
capabilities does the employee think he/she
should strengthen
• Provide your honest observation and
feedback:
• What are the strengths of the
employee?
• What are the areas for development?
• Relate to the competencies of ADAMA
• Conclude this part by summarizing 3
strengths and 2 things to work on next
year
51
 Setting Performance KPIs
Preparation
• Define and clarify your KPIs
• It is highly recommended to
present and discuss your KPIs
with the team
• Consider how the KPIs that you
set for the employee support the
unit’s goals
• When setting the personal
employee’s KPIs, consider the
specific role accountabilities
During the Discussion
• Discuss the KPIs set by the employee,
make necessary adjustments and explain
rationale
• Verify that the goals are SMART
• Make sure that the employee’s KPIs are
aligned with your KPIs and the other team
members’ KPIs
• Ask what is needed from you to support
the achievement of the KPIs
• Pay attention: Do the KPIs offer
development opportunities for your
employees?
52
 Setting Development Goals
Preparation
• Assess and identify the
employee’s interests and
motivations
• Recognize optional development
directions for the employee – to
broaden the current role or to
prepare for future roles
• Identify opportunities for growth
that fit the employee’s
development needs
During the Discussion
• Listen to your employee’s perspective
regarding their motivations and
aspirations for development
• Manage expectations: Present a realistic
yet motivating picture
• Provide directions for Development Goals
and set clear, specific development goals
that you will be able to track and manage
• Make sure the development goals answer
the gaps and development needs that were
identified in the main points of strength and
areas for development
53
Support and Summary

54
 What if I need Support?

Process support - Tier 1

Local People Champions
• How should I evaluate myself on a specific • I can’t login to the system
competency? • What do I need to do at this stage?
• Who is the next person to review my • How can I see what my employee wrote in his
evaluation form? self review?
• How to prepare for my conversation with my • I need to send the form back to the previous
manager? stage
• Are the goals I set suitable? • Links to the local champions contact
• I need an extension on a due date information can be found in the SF homepage

System/Process Support – Tier 2 : SFSupport@adama.com

• In case there is no available People Champion
• All other system/process related issues that the local support does not handle
55
 Supporting Materials that will be Available Online

• Process Presentations:
• Managers
• Employees
• User guides:
• PM for Managers
• PM for Employees
• Setting goals
• Using the system
• Supporting materials
• Giving feedback
• Development goals

56
Thank you and Good Luck!

57
 Behaviors for “Inspire: Set course & motivate”

ExCo & Management Senior Managers Managers IC - Employees IC - Manufacturing

Define and continuously validate Think strategically, drive line of Understand ADAMA's strategy Co-create (with one's manager) NR
ADAMA's long term strategy, set sight and alignment of business and translate it to relevant and own goals that are challenging
Set Future Direction

direction based on broad goals between ADAMA's challenging goals and workplans. and aligned with the unit's/
internal & external business strategy and unit's/function's function's strategic direction.
understanding. opportunities and challenges.

Hold deep understanding of the Understand the regional/ Understand the relevant Understand the relevant NR
global business environment, functional business environment business environment and business environment to one's
seek & promote business and actively seek business identify business/ professional area.
opportunities. opportunities. opportunities.

Drive a culture of long-term Successfully balance long-term Consider overall picture and Demonstrate flexibility to move NR
thinking by encouraging considerations with short term workplan among the pressures between day-to-day tasks and
strategic oriented discussions. needs. of the day-to-day. long term projects.

Role model a sense of passion, Role model a sense of passion, Role model a sense of passion, Demonstrate a sense of passion, Demonstrate a sense of passion,
pride and confidence about pride and confidence about pride and confidence about pride and confidence about pride and confidence about
ADAMA. ADAMA. ADAMA. ADAMA. ADAMA.
Excite Others

Vividly describe ADAMA's future, Describe the business-unit's/ Describe the unit's future in an Understand what the future Understand what the future
engage & excite others about it, function's future, excite others exciting way and show how to looks like and be committed to looks like and be committed to
and show how to get there. about it and show how to get get there. it. it.
there.

Instill belief in our success and
promote a winning culture by
demonstrating resilience and
positive belief, especially in
challenging times.
Instill belief in our success and
promote a winning culture by
demonstrating resilience and
positive belief, especially in
challenging times.
Consistently demonstrate a 'can- Consistently demonstrate a Consistently demonstrate a
do' approach, even in positive 'can-do' attitude. positive 'can-do' attitude.
challenging times, to boost
employees' morale and
confidence.

58
 Behaviors for “Make Us Better: Execute & Improve Performance”

ExCo & Management Senior Managers Managers IC - Employees IC - Manufacturing

Never give up; create global Never give up; work to build a Never give up; work to build a Never give up; go the extra mile Never give up; go the extra mile
Strive for Excellent Performance

mechanisms that encourage others high performance organization high performance team based on to get things done and follow to get things done and follow
to follow through on commitments based on commitment and commitment and getting things through on commitments. through on commitments.
and get things done. getting things done. done.
Cultivate a culture of excellence by Demonstrate and insist on high Demonstrate and insist on high Demonstrate high quality Execute tasks at the highest
creating the conditions to excel and performance standards, enable performance standards, support standards in achieving own goals. quality standards, following
recognizing superior performance. others to excel and recognize individuals to perform at their Proactively raise awareness to quality guidelines and using
superior performance highest level. issues that could impact materials & equipment efficiently.
throughout their organization. achievement of goals. Raise awareness to issues that
could impact safety of employees
or quality of products.
Set direction to create simplicity of Encourage simplicity of Proactively engage with int./ext. Respond effectively to challenges Come up with solutions to
processes & solutions, aligned with processes and solutions, and customers to identify needs and of external customers/ internal improve product quality and
current and future customer needs. remove barriers to provide offer relevant, simple solutions. interfaces, by offering relevant, simplify work processes.
value to customers (int./ ext.). simple solutions.
Drive a learning culture by Encourage learning and Constantly pursue up-to-date Pursue up-to-date knowledge, Be open to learn and implement
Encourage Learning & Development

encouraging and enabling learning,
actively seeking improvement
opportunities, and recognizing
people for implementing best
practices.
Champion a development mindset
by role modeling authentic and
effective feedback and mentoring
others do so as well.
Enable a people development
approach by defining and
monitoring personal development
goals and ensuring implementation
down the line.
continuous improvement by
learning from mistakes,
enabling others to pursue up-
to-date knowledge and
implement best practices.
Promote meaningful
development dialogues by
providing on-going authentic
and effective feedback and
ensuring others do so as well.
Define and monitor personal
development goals, to ensure
effective growth of self and
others.
knowledge, learn from mistakes, learn from mistakes and actively up-to-date practices &
share learning and implement seek improvement opportunities. knowledge.
relevant improvements.
Provide on-going, authentic and Provide one's insight and Proactively take on greater
meaningful feedback, to promote feedback in relevant situations. responsibility beyond current
team development. scope.
Define and monitor personal Co-create (with one's manager) Take advantage of training
development goals, to ensure own development plan according opportunities, progress through
effective growth of self and to current and future growth work stations to continuously59
others. needs. develop.
 Behaviors for “Earn Trust: Build close & honest relationships”

ExCo & Management Senior Managers Managers IC - Employees IC - Manufacturing

Role model integrity, uphold Role model integrity, uphold Role model integrity, uphold Work with Integrity and follow Work with Integrity and follow
ethical principles, and ensure ethical principles, and ensure ethical principles, and ensure ADAMA's Code of Ethics. ADAMA's Code of Ethics.
Be Authentic

others do so as well. others do so as well. others do so as well.

Be authentic and respectful, and Be authentic and respectful, and Be authentic and respectful, and Be authentic and respectful. Be authentic and respectful.
recognize others for it. recognize others for it. recognize others for it.
Be accountable for decisions and Be accountable for decisions and Be accountable for decisions and Be accountable for decisions and Follow procedures and be
results, demand and appreciate results, demand and appreciate results, demand and appreciate results. accountable for own actions.
accountability from others. accountability from others. accountability from others.
Influence the interaction and Influence the interaction and Establish long term and trusting Proactively communicate to build Communicate effectively within
communication between ADAMA communication between relationships with ADAMA's trust with colleagues and area of responsibility to gain
and its global business different areas of the company to people and customers; be customers; be involved, not trust; be involved, not distant.
environment (authorities, establish long term and trusting involved, not distant. distant.
competitors, customers) to relationships with ADAMA's
Build Relationships

establish long term and trusting people and customers; be

relationships; be involved, not
distant.
Address pain points and display
sophistication when managing
complex conflict situations,
within ADAMA and with external
interfaces.
Encourage and demonstrate
open, authentic dialogue; actively
seek others' points-of-view and
be open and receptive to
feedback from all levels.
involved, not distant.
Confront conflict situations and
manage them in a productive
manner; resolve conflicts
between other interfaces within
area of responsibility.
Encourage and demonstrate
open, authentic dialogue; actively
seek others' points-of-view and
be open and receptive to
feedback from all levels.
Confront conflict situations and
manage them in a productive
manner.
Encourage and demonstrate
open, authentic dialogue; actively
seek others' points-of-view and
be open and receptive to
feedback from all levels.
Attempt to resolve conflicts
effectively, while displaying
proper conduct and respectful
behavior.
Show openness and
receptiveness to feedback from
others, to build authentic
communication channels.
Attempt to resolve conflicts
effectively, while displaying
proper conduct and respectful
behavior.
Show openness and
receptiveness to feedback from
others, to build authentic
communication channels.

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 Behaviors for “Promote Freedom Within a Framework: Provide space”
ExCo & Management
Thoughtfully empower and
support others to lead and take on
Empower Others & Self
significant accountability and
decision making, within and
outside their roles.
Encourage a coaching mindset by
coaching others and applying
techniques such as listening and
challenging questions.
Encourage and create a platform
for ongoing identification and
growth of successors at ADAMA.
Initiate and lead major strategic
changes; considering all
stakeholder needs,
communicating the purpose and
overcoming resistance.
Lead Change
Motivate others to adopt the
change by allowing them the
freedom to find their path within a
clearly defined framework.
Encourage innovation by creating
a platform that enables people to
generate ideas and be recognized
for innovative contribution.
Senior Managers
Thoughtfully empower and
support others so that they feel
trusted & capable, allow them to
take greater accountability and
decision making, to develop
themselves.
Encourage a coaching mindset by
coaching others and applying
techniques such as listening and
challenging questions.
Identify and grow successors, and
ensure succession planning
throughout the organization.
Initiate and lead high impact
changes by modeling adaptability,
communicating the need and
overcoming resistance.
Motivate others to adopt the
change by guiding them in
choosing their path within clearly
defined framework.
Challenge the dogma to promote
innovative ideas, and translate
them to business solutions that
create market differentiation.
Managers
Thoughtfully delegate tasks and
support others to take on greater
responsibility and decision
making, to develop their
capabilities.
Apply coaching techniques, such
as listening and challenging during
ongoing dialogues, to support
employee development.
Identify successors for own and
other roles and actively support
them to maximize their potential.
Manage change initiatives by
modelling personal adaptability,
clearly communicating the need
for change and motivating others
to adopt it.
Define desired end-points and set
clear, yet challenging boundaries
that enable others to adapt to the
change.
Allow and encourage 'Out of the
box' thinking, promote creative
ideas that bring value.
IC - Employees IC - Manufacturing
Proactively seek greater NR
responsibility beyond current
scope. Confidently take-on
additional responsibility that is
handed down from above.
Demonstrate motivation to grow NR
by seeking development
opportunities and proactively
discussing it with one's manager.
Use the provided space within the NR
framework to maximize own
potential.
Demonstrate openness to change. NR
See the opportunities in the
change to overcome own
resistance to it.
Adopt the change by NR
understanding its purpose and
adapting own actions and
behaviors to support it.
Think 'Out of the box' and suggest NR
creative ideas that bring value.
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 Behaviors for “Unite Our ADAMA Home”

ExCo & Management Senior Managers Managers IC - Employees IC - Manufacturing

Balance various business units' Show and promote a system wide Act while considering wide Understand the implications of Understand the implications of
interests with the company's global perspective, balancing local interests perspective, balancing local own actions on other units. own actions on others.
Manage Complexity

goals, and lead others to demonstrate with the company's global goals. interests with the regional goals.
system wide perspective.
Be decisive, make courageous Act decisively, make meaningful Act decisively, make decisions Take prompt and well thought Embrace change initiatives and
decisions considering relevant decisions considering relevant factors considering relevant factors decisions in own area of adapt readily to changes in work
implications within a global dynamic in face of a dynamic business within the local business responsibility. assignments.
business environment. environment. environment.
Lead with agility and encourage Lead with agility; adapt own Manage with agility; adapt own Be agile in order to work Able to tolerate ambiguity and
others to adapt their perspectives to perspective to succeed in and team's perspective and successfully in a new cultural/ perform effectively in stressful
succeed in a global dynamic and multicultural and dynamic actions to succeed in a dynamic business setting. and unexpected situations.
diverse business environment. environments, and encourage others environment.
to be adaptable.
Be seen by others to be putting Be seen by others to be putting Be seen by others to be putting Be seen by others to be putting Be seen by others to be putting
Promote Harmony and Collaboration

ADAMA before self and the needs of ADAMA before self and the needs of ADAMA before self and the ADAMA before self and the ADAMA before self and the
the group as a whole before the the group as a whole before the needs of the group as a whole needs of the group as a whole needs of the group as a whole
needs of own unit. needs of own unit. before the needs of own unit. before the needs of own unit. before the needs of own unit.
Break silos by role modelling and Demonstrate and encourage Demonstrate and promote team Collaborate with others, while Collaborate with others, while
driving collaboration across ADAMA. collaboration within and between collaboration. Consider differing accepting and valuing differing accepting and valuing differing
Encourage diverse opinions and units. Seek diverse opinions prior to opinions prior to making opinions and backgrounds. opinions and backgrounds.
ensure 'one voice' is presented to the decision making and ensure 'one decisions, and ensure 'one voice'
organization once decisions are made. voice' is presented to the unit once is presented to the team once
decisions are made. decisions are made.
Lead with transparency through open Implement processes and Communicate openly, in a timely Communicate openly to Communicate openly to
communication that builds trust and communication channels that manner, to individuals and individuals and teams. individuals and teams.
alignment across ADAMA. improve transparency and create teams, building alignment across
alignment across regions/ functions. units.
Leverage global networks and Build an effective network, skillfully Build an effective network, while Work effectively with others Works in a professional manner
effectively create alliances and recognizing others' agendas and recognizing others' agendas and while recognizing their agendas. with ones interfaces - showing
manage stakeholders; demonstrating managing stakeholders. promoting collaboration. respect and patience. 62
political savvy to promote the
interests of ADAMA.