Managing a Global Workforce in Multi-nationalOrganisations Efficiently to Respond to the RapidlyChanging Market and Business Requirements…

Jayesh Menon-29thth -31stOct 2012Hilton , KL, Malaysia.

WHAT WE BELIEVEThe way we manage energy and water will shape this century.

ESTIMATED WORLDPOPULATION IN 2025

8 billion

Sources: US Energy Information Agency and United Nations

WORLD DEMAND FOR WATER BY 2025

+22%

Sources: US Energy Information Agency and United Nations

WORLD DEMAND FOR NATURAL GAS BY 2025

+67%

Sources: US Energy Information Agency and United Nations

WORLD DEMAND FOR ENERGY BY 2030

+40%

Sources: US Energy Information Agency and United Nations

At Itron, we provide the technology and talent to enable the world’s utilities to measure, manage and analyze the delivery and use of electricity, gas, and water to create a more sustainable future.

OUR HERITAGEOver 100 years of knowledge and experience.

A RESOURCE MANAGEMENT LEADER

ITRON OVERVIEW 9

105mENDPOINTS

8,000CUSTOMERS IN 130 COUNTRIES

9,500EMPLOYEES

2.4bn2011 REVENUE USD

10

A GLOBAL COMPANYOperating locally.

LOCATIONS

80COUNTRIES

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ITRON OVERVIEW / 11

Changing Market and Business Dynamics.

Analysing the impact on the global talent market today and in the future.

Linking organisations’ globally dispersed employees through human resource policies and practices.

Fostering global workforce practices that are scalable, sustainable and ethical.

HR competencies.

Index

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ITRON OVERVIEW / 13

HOW DOES THIS TRANSFORM OUR TALENT MARKET

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30%

22%

15%14%

12%

8%

6% 5%

Countries most important for business growth

China USABrazil IndiaGermany RusiaUK France

Source:PWC CEO survey 2012

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ITRON OVERVIEW / 16

THE FUTURE DEMAND FOR TALENT

Western Europe NAM Devloped Asia Eastern Europe MENA Latin America Emerging Asia

Total %change 3.50% 6.10% 10.00% 10.00% 12.70% 13.00% 22.20%

Industrial -0.50% -2.40% 11.40% 2.40% 28.70% 17.10% 37.70%

Emerging 26.10% 38.30% 8.40% 19.80% 6.30% 10.20% 13.30%

Heavy Manu 24.60% 1.70% 1.70% 33.20% 10.30% 17.80% 60.30%

Business Svc -4.40% 0.30% 51.40% 6.80% 30.10% -0.60% 40.00%

Financial svc 13.20% -8.10% 4.90% -9.90% 31.60% 48.60% 20.90%

Energy -11.30% 5.00% 8.00% 8.70% 12.20% -11.90% 33.00%

Travel and Trans -9.30% 22.70% 36.50% 5.00% 14.10% 32.90% 32.60%

Life sciences -4.10% -1.40% 8.20% 19.70% 8.60% 20.40% 16.60%Source: Oxford Economics

ITRON OVERVIEW / 17

EMPLOYEE ENGAGEMENT OF THE SURVIVORS

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LET US GET SOME REALITY CHECKS

Only 30% CEO’s are confident

about accessibility talent

in next 3 years

53% of CEO’s worry about lack of key skills

43% CEO’s say their talent cost rose more than

expected

53% CEO’s say their greatest challenge is to

recruit and retain HiPo middle

MangersSource:PWC CEO survey 2012

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TRANSLATING THIS TO VIABLE HR PRACTICES

20HR TRANSFORMATION IS THE KEY

Strategy Outside in

CapabilitiesService, CollaborationCultureInnovation

TalentLeadership

HRDepartmentPracticesProfessionalsAnalytics

Line manager as ownerHR architectsEmployeeAdvisor

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PARADIGM SHIFT IN HR POLICIES AND PRACTICES•Understand your business context

•Benchmarking best practices alone wont work

•Focus on return of investment: revenue- non people costs/FTE X average remuneration.

•Understand your employee engagement and concentrate on it.

•Rethink your reward and global mobility strategy

•Understand the different generations.

•Invest on analytics and focus on Talent

/

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DO YOU HAVE THE RIGHT HR COMPETENCIES?

SOURCE: RBL INSTITUTE

CORPORATE HEADQUARTERS

2111 N Molter Road

Liberty Lake, WA 99019

United States

THANK YOU