1. Build over Buy: Accelerating Internal Readiness to Close Succession Gaps Jeremy Braidish VP, OD&L and HR Strategy

2. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Key Leadership Role Ready for Position Function Position (Band)IncumbentJob Date Now (Band) 1 – 2 years (Band)3 – 5 years (Band) VP of Stuff Doe, A.01/10ExternalSmith, J.*Jones, C. VP of Regional Stuff Doe, B.12/08External Smith, J.* Robinson, D. VP of Important Stuff Doe, C.3/09External Smith, J.* Director of Secret Stuff Doe, D10/09External Maker of Stuffing Doe, E11/10External Thomas, P. * = Diversity Talent Succession Depth – The Problem Statement

3. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Project Scope Objective Ensure sufficient succession depth for the key leadership positions Expected Outcomes Job profile for success in key leadership positions At least 2-3 “Ready Now” successors identified and validated for the key positions or specific plans to source additional candidates from outside Talent assessment conducted on each potential successor to identify gaps Robust development plans in place for each potential successor to increase readiness for leadership positions

4. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Building the Success Profile Coordinated a cross functional interview slate to build the exemplar profile. Slate included leaders from the following areas: Engineering/R&D Business General Managers Sales Marketing Human Resources Integrated Supply Chain (Manufacturing)

5. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Interview Questions 1.What knowledge or skills do you think are critical for success in the roles? 2.What behaviors or leadership traits are critical for the success in the roles? 3.Think about yourself and/or a successful individual in the role. What makes you/them successful? 4.What proven experiences are critical to have for this role to establish credibility and drive results? 5.How do you and/or a successful leader interact with key stakeholders (e.g., communication, decision-making, influencing)? 6.How does a successful individual resolve conflict when it exists? 7.Are there any changes you see with this role that would change the profile for the job in the future? What are they and how would the requirements change? 8.From your perspective, what potential successors do we have in Honeywell who have these qualifications? Do you have any thoughts on what they’d need to develop to be successful in this role?

6. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM General Observations Leadership: All recognize gaps on succession plans Sponsorship by leadership viewed as critical Perception by some that more focus is needed across regions and on managerial effectiveness skills Gaps/Culture: Many experienced leaders have great depth in particular discipline but few with broader GM capabilities. Some successors, although having potential to scale, may not be interested in broader leadership role. Succession Forecast: No clear successor for some key leadership positions as roles are defined today; some potential successors have been identified but are 2-3 years out from Ready Now. Must determine how to effectively retain potential successors

7. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Core Competency Gap Analysis

8. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Core Competencies Identified 1.CUSTOMER FOCUS (9) Recognizes that we need to think from the outside in in order to grow and that the customer is the cornerstone of our success. Does a superb job for customers every day in quality, delivery, value, and technology; 2.PEOPLE MANAGEMENT (19) Effectively manages resources by attracting, developing, and retaining talent; engages the organization through approachable and accessible style; 3.TECHNICAL BREADTH (17) Is capable and effective in technical skills. Remains aware of advances and current thinking in their field; 4.ABILITY TO INFLUENCE KEY STAKEHOLDERS (17) Effectively manages key stakeholders in and outside of the organization; develops and maintains solid relationships needed to be successful; 5.GLOBAL EXPERIENCE (16) Views the business from all relevant perspectives and sees the world in terms of integrated value chains; 6.BUSINESS ACUMEN (13) Knows how the businesses work; is knowledgeable about current information affecting the businesses including the markets, industry, and competition; 7.OPERATIONAL EXCELLENCE (10) Effectively manages the organization’s operations to meet customer commitments and operational objectives; 8.ENTREPRENUERIAL STYLE (10) Demonstrates creativity and ability to innovate; shows passion and commitment to growing the business; 9.INTEGRATIVE THINKER (9) Demonstrates ability to assimilate various and conflicting information or opinions into a well-considered decision; (##) reflects no. of respondents referencing this dimension

9. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Candidate Profiles Overall Fit: 77.7%Developmental Needs Business Savvy Entrepreneurial Style Global Mindset Action Plan Coaching and participation in SBU roadmaps Brno assignment Training and goal setting Note: Overall Fit - % of possible ratings including all 9 competencies with double weighting for People Mgmt, Technical Breadth, Stakeholder Influence, Global Experience, Customer Focus, Business Acumen Developmental Needs Assertiveness Strategic Orientation Action Plan Coaching and 360 feedback to increase assertiveness Training and participation in strategic task teams Overall Fit: 71.9% Candidate ACandidate B

10. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Development Planning

11. 2012 S TRATEGIC T ALENT M ANAGEMENT F ORUM Assessment/Succession Analytics

12. Q&A