True Colors (English)

A Guide to MCC’s Cultural Behaviors

Hassan Rmaile

Chief Executive Officer

Message from Hassan Rmaile At MCC, our culture is built upon a foundation of values and behaviors. Our teammates take great pride in embodying these ideals, which are reflected in their daily actions.

MCC’s True Colors are the five behaviors that are key to our success. They are the actions that everyone at MCC is expected to demonstrate in how we treat one another, interact with customers, create opportunities and face challenges. Our True Colors embody the best of our MCC culture and are a touchstone for how we achieve results beyond strictly financial or business measures. To be clear, our expectation is that ALL MCC teammates should live ALL five behaviors at least most of the time, because nobody is perfect.

Inside this guide you will find descriptions and examples of each behavior, and ideas to inspire you to live our True Colors every day. Starting in 2024 we will use the True Colors to guide how we recruit, assess talent and performance, and determine development opportunities for our teammates.

For more information, please speak to your manager or your HR representative.

Thank you for all you do to contribute to MCC’s success.

Hassan

Accountability

Drive for Results

True Colors

p. 1-2

p. 3-4

Customer Focus

Innovation

Team Player

p. 5-6

p. 7-8

p. 9-10

Accountability

Doing what we say we will do with a personal commitment to the end result

Observable Actions Takes initiative and assumes ownership to get things done.

Holds self and others accountable for high standards.

Demonstrates resilience and helps others through challenging times.

Owns mistakes, using them as a learning opportunity.

Thinks and acts like an owner.

1

Behavior Scale DEMONSTRATED Takes complete accountability for his/her tasks as well as the results of the overall project; follows through on commitments and/or appropriately adjusts deadlines; takes responsibility for how changing a commitment impacts others; knows how to get things done both through formal channels and the informal network.

NOT DEMONSTRATED Does only what they are told to do; fails to follow through on commitments; delivers inconsistent results; diffuses responsibility - something always gets in the way (e.g., personal disorganization, failure to set priorities, underestimating time frames, overcoming resistance, etc.).

OVERDONE May go for results at all costs without appropriate concern for people, teams, processes, and/or ethics; may continue on a losing course of action in attempt to fulfill commitment; may believe his/her contributions are most important; may fail to recognize and acknowledge others’ contributions.

2

Observable Actions

Brings sense of urgency and responsiveness to work.

Prioritizes effectively.

Makes data-driven decisions.

Perseveres despite challenges to ensure delivery on time and in budget.

3

Behavior Scale DEMONSTRATED Motivated by success and passionate about working and achieving higher results. Persists to complete tasks / responsibilities, even in the face of difficulties, is optimistic and tenacious all through.

Operates with personal ownership and looks for ways and means to improve performance all the time. Displays a strong commitment to making performance improvements and a determination to achieve positive outcomes for company.

NOT DEMONSTRATED Doesn’t deliver results consistently; doesn’t get things done on time; wastes time and resources pursuing non-essentials, procrastinates around whatever gets in his/her way; doesn’t go all out to complete tasks; does the least to get by.

OVERDONE May go for results at all costs without appropriate concern for people, teams, due process or possibly norms and ethics; may be very self-centered.

4

Customer Focus Meeting and exceeding customer needs (external and internal)

Observable Actions Puts the customer at the center of decision-making.

Seeks stakeholder engagement and input in decision-making.

Listens to learn; attentive to new needs and opportunities.

Adjusts to changing requirements.

5

Behavior Scale DEMONSTRATED Is dedicated to meeting the expectations and requirements of internal and external customers; anticipates customers’ needs before they are voiced; listens to the customer; acts with customers in mind; proactively seeks opportunities to improve processes, procedures, products; delivers on-time and high-quality results to his/her clients.

NOT DEMONSTRATED Only meets minimal customer expectations; does not offer customers any alternative or unconsidered options that may be more appropriate and/or beneficial; does not listen well to customers; does not think of customer first; does not seek knowledge that may help him/her make suggestions about how to improve processes, procedures, and products.

OVERDONE May be too willing to comply with unreasonable customer requests, to the detriment of the organization; may fail to provide customer with appropriate level of information; may attempt to change processes, procedures without fully understanding the bigger picture; may make too many exceptions and not form consistent policies, practices, and processes for others to learn and follow.

6

Innovation Continually striving for new and better in all that we do

Observable Actions

Challenges the status quo.

Demonstrates curiosity and willingness to explore new solutions.

Learns from past success to create new opportunities.

Creates a safe environment for both success and failure.

7

Behavior Scale DEMONSTRATED Takes calculated risks; generates new ideas that are ‘outside the box’; shows flexibility and tries to do things outside his/her comfort zone; acts positively toward changes and does not complain; offers a safe and supportive environment that allows others to feel comfortable sharing new ideas.

NOT DEMONSTRATED Takes risks without considering pros and cons; does not offer new ideas or perspectives; maintains personally-preferred way of thinking and doing things; shows great discomfort or has negative attitude when routine is interrupted; complains about change; acts or speaks negatively toward those who generate new ideas; has a ‘my way or the highway’ mentality.

OVERDONE May waste time on marginally productive ideas; may become involved in too many things at once; may constantly change viewpoints and/or fails to follow through (this may lead others to perceive the individual as dishonest or untrustworthy); may not relate well to those less creative; may be seen as challenging for the sake of challenging and/or making changes for the sake of making changes.

8

Team Player Collaborating on shared team goals and having each other’s backs

Observable Actions Behaves ethically in decision-making and interactions.

Trusts others to do their jobs, but also is willing to help when necessary.

Communicates in a timely and appropriate manner.

Shows respectful courage—kindness, respect, and humility.

Promotes an inclusive environment for everyone.

9

Behavior Scale DEMONSTRATED Focuses on the activity and/or discussion at hand as opposed to becoming side-tracked or side-tracking others; freely offers up ideas; initiates important conversations; asks relevant questions that help the team move in a positive direction; mentors and acknowledges others; is seen as a team player and is cooperative; easily gains trust and support of peers; is open to constructive feedback; volunteers for tasks; collaborates with others.

NOT DEMONSTRATED Does not help foster growth and development in other team members; does not have greater good in mind; hinders morale and spirit of team; does not listen well; does not learn from interactions with others; fails to understand what peers expect and/ or need; focuses so heavily on results that he/she forgoes building relationships; withholds information and/or resources from others in an attempt to use it for personal gain or promotion.

OVERDONE May dominate meetings and other team activities; may tell others how things should be done rather than letting them discover and develop their own method; may rely too heavily on other team members rather than taking individual action; may be overly concerned with making everyone happy; may provide too much negative and too little positive feedback.

10

Living MCC’s True Col or s Aligning the behaviors to your day - to-day work life

From Intention To Action: Create strategies to hold yourself accountable to develop behaviors.

Be The Change: Find an opportunity where a behavior may be needed.

The Power Of Positive Self-Talk: Encourage yourself to keep up the good work and celebrate your progress.

Encourage Feedback: If you see a teammate exhibiting a behavior, find a way to acknowledge them.

Inspire Excellence: Act as a champion of the behavior and guide teammates through mentoring and coaching.

11

Behavior Scale Categories Assessing your behaviors

Demonstrated: Teammate lives behavior when opportunities arise and/or actively seeks opportunities to effectively engage in and demonstrate behavior.

Not Demonstrated: Teammate does not live behaviors when opportunities arise. This may create negative outcomes if not corrected.

Overdone: Teammate lives behavior to an extreme and may lack self-awareness on how this impacts other team-mates. Their strengths may become weaknesses.

Overdone behaviors are easy to correct.

12

Accountability: Doing what we say we will do with a personal commitment to the end result.

Drive for Results: Relentlessly focusing on achievement.

Customer Focus: Meeting and exceeding customer needs (external and internal).

Innovation: Continually striving for new and better in all that we do.

Team Player: Collaborating on shared team goals and having each other’s backs.