Checklist of Interview Questions for Top Management Team: 1.

What are the key Business drivers for NALCO in current Scenario? A. The key business drivers for NALCO in current Scenario are: To maximize value and long term return to share holders through a strategy of new investments, cost competitive mines and business driven by the quality of products and services. To develop a powerful scientific and technical base. Apart from investments in volume growth, the company shall substantially finance R&D and modernization of facilities, laboratories, achieving improvements in the quality of products and satisfying customer demands. Be able to influence design of products and by working with users ensure that customers get what they "need" rather than what they "want"

2. What are the key competencies that NALCO possesses that differentiates itself from its competitors?

3. What are going to be the major Business Drivers for the future? A. to achieve annual turnover of over ` 25,000 crore by 2020. to achieve annual production of 1.7 million ton Aluminum and 4 million ton Alumina by 2020. to transform from being only an aluminum producer to become a metal producer and energy provider. to venture into new fields of activity beyond Aluminum by setting up at least two diversified projects by 2016. to target at least one 1000 MW IPP by 2016. to adopt main strategic priorities aimed at end user orientation

4. What are the traits that will decide the fate of NALCO in future scenario?

5. What is going to be the scenario of Almunium Industry in the next 10 years? A. Aluminium is the most abundant metal in the earths crust. It ranks second, next only to Iron. Aluminium product characteristics such as lightweight, strength, moderate melting point, ductility, conductivity and corrosion resistance will continue to be in demand well into the future.

6. How do you envisage NALCO to be 7 years down the line in terms of its structure and performance? International Competition o increased value-added manufacturing operations. o Increased production of alumina, primary and semifabricated aluminum, and aluminum end products. o New manufacturing operations will be located near customers, suppliers and partners as traditional political boundaries are overcome by competitive economic necessities

7. What are the changes that NALCO has to undergo to resist against challenges? o Technological ProgressEfforts in finding more revolutionary primary metal production technology have been ongoing for half a century but a breakthrough has yet to be achieved. o Energy and Resource UseThis is a constant challenge to the industry going forward. o Waste Minimization and EliminationResearch on minimizing large-quantity process waste has been ongoing for decades, but practical solutions have yet to be found. o Business OperationsA responsible supply chain management and product postsales tracking system have yet to be established, and there is potential for improvement with regard to setting clear targets for resource efficiency and waste reduction. o Product End-of-LifeChallenges include implementing design for recycling and incentives for recycling, as well as instilling a better understanding of recycling. These are challenges not only for the aluminum industry, but also the general public and policy makers. o Periodic cycles of oversupply may continue to impact the Aluminum Industry from time to time, especially as geopolitical restructuring continues, the industry has reacted to such challenges by deferring expansions and shutting down smelter capacity, either temporarily or permanently 8. What are the key positions that will decide the success of the Coromandel? Chief Executive Officer (CEO) or President Chief Operating Officer (COO), Vice President of Operations or General Manager Vice President of Marketing or Marketing Manager Chief Financial Officer (CFO) or Controller Vice President of Production or Production Manager Operations manager

9. What are the Competencies they should possess to deliver on Business expectation?

Position a. Chief Executive Officer (CEO) or President

Competencies
o o o o o o o o o o o o o o o o o o o o o o o o o o o o Vision Setting Planning Governance Decision making Collaboration/ Partnership Communication Planning Technical Skill Financial Acumen Regulatory And Safety Compliance Rewarding And Motivating Delegating And Directing Channel Management Corporate Advertising Event Management Market Research & Analysis Marketing Communications Marketing Strategy & Planning Measurement & Control Positioning & Branding Product Development Strategy And Innovation Leadership And Management Corporate Reporting Sustainable Management Accounting Financial Management Audit And Assurance Taxation.

b. Chief Operating Officer (COO), Vice President of Operations or General Manager

c. Vice President of Marketing or Marketing Manager

d. Chief Financial Officer (CFO) or Controller

e. Vice President of Production or Production Manager

o planning and organizing o estimating, negotiating and agreeing budgets and timescales with clients and managers o interpersonal skills o team working skills o problem solving skills o o o o o o o

f. Operations manager

Leading change Talent management Financial acumen Building strategic relations Achieving market growth Influencing & negotiating Thinking strategically

10. What value proposition NALCO is envisaging to give to its all stakeholders? 11. Across the Board what are the competencies you want employee of NALCO to possess?