Core Values

Core Values Description: Integrity Strive to do what is right and do what we say we will do. Model principled behavior and sound business ethics. Earn the trust of others through consistency of actions with stated values and commitments. Take responsibility for one's own actions. Have a strong personal sense of what is right and wrong. Avoid the wrong and stand up for what is right.

Failed to Demonstrate Demonstrated Excelled

• Acts without regard for Cummins Code of Business Ethics.

• Consistently acts in accordance with Cummins' Code of Business Conduct. Actively considers or explores ethical issues or the ethical implications of decisions or actions. Translates ethical concerns into actions.

• Encourages others to model the Cummins Code of Business Conduct

• Does not see ethical implications until they are brought to his/her attention.

• Words do not match actions.

• Actively considers ethical issues and the implications of decisions or actions.

• Demonstrates consistency between words and actions.

• Steps forward to address difficult issues of ethics or integrity.

• Clarifies mutual expectations. • Follows through to ensure satisfaction.

• Avoids responsibility for his/her own behavior. • Recognizes the impact of his/her own actions and accepts responsibility for consequences.

• Examines successes and failures to extract and identify opportunities for improvement.

• Blames others for mistakes. • Not open to feedback.

• Open to feedback. • Seeks and offers feedback.

• Complains about the behavior of others without appropriately addressing the problem directly.

• Addresses concerns directly and appropriately.

• Helps people resolve problems with others.

• Fails to maintain confidential information. • Maintains confidential information. • Challenges misuse of confidential information.

Core Values

Core Values Description: Innovation Apply the creative ingenuity necessary to make us better faster first. Seek opportunities to improve products and work processes. Generate ideas that go beyond the status quo. Recognize the need for new or modified approaches and champion them. Act as a catalyst for change.

Failed to Demonstrate Demonstrated Excelled

• Offers few ideas on how to improve products or processes.

• Makes improvements to products or processes that result in greater efficiency and effectiveness.

• Provides leadership to improvement processes.

• Persists with the status quo when improvements are feasible.

• Responds quickly to new ideas championed by others.

• Champions ideas effectively.

• Doesn't support change. • Criticizes or suppresses new ideas.

• Supports new initiatives that improve performance.

• Engages others in improvement process. • Encourages innovative thought and

appropriate risk taking in others.

• Pushes poorly thought-out initiatives. • Proposes change for the sake of change.

• Makes changes based on the evidence of need/opportunity.

• Seeks out and proposes well-developed improvement initiatives.

Core Values

Core Values Description: Delivering Superior Results Exceed expectations consistently. Anticipate and take action to exceed stakeholder needs. Define and evaluate quality standards. Establish effective short and long range plans. Assign responsibilities, delegate and empower, monitor and follow up to ensure superior results.

Failed to Demonstrate Demonstrated Excelled

• Reacts to rather than anticipates customer needs.

• Develops short-term fixes rather than long-term solutions.

• Anticipates and takes action to consistently meet or exceed customer needs.

• Engages others in understanding customer goals, needs and processes.

• Develops breakthrough strategies that capitalize on emerging customer needs/opportunities.

• Works without clear objectives and/or plans. • Develops clear objectives and logical plans that are clearly linked to business initiatives.

• Integrates objectives and plans with others to assure coordination and superior results.

• No evidence of performance measurement. • Uses performance measures. • Establishes measurement processes.

• Seldom applies quality processes, tools, and/or standards.

• Does not apply lessons learned from previous experience.

• Uses quality processes and appropriate tools to monitor progress and assure quality.

• Encourages the use of quality processes, tools and standards.

• Does not draw attention to performance standards.

• Sets clear and high expectations. • Challenges others to exceed their own expectations.

• Does not follow-up. • Decisively confronts non-performance. • Helps others follow-up to monitor their own performance.

Core Values

Core Values Description: Diversity Embrace the diverse perspectives of all people and honor both with dignity and respect. Foster respect and appreciation for each person whatever that person's background, race, age, gender, disability, values, sexual orientation, perspectives, or interests. Seek out constructively, engage, and use differing perspectives, ideas, and approaches. Recognize differences in people as opportunities for learning about and approaching things differently.

Failed to Demonstrate Demonstrated Excelled

• Demonstrates disrespectful and prejudiced behavior.

• Accepts others and treats them with dignity and respect regardless of their attributes on the diversity spectrum.

• Confronts disrespectful or prejudiced behavior. • Encourages others to treat all people with

dignity and respect.

• Excludes people based on their background. • Works and interacts only with people who are

like him/herself.

• Welcomes people with diverse backgrounds to his/her team.

• Seeks out people with diverse views and backgrounds to join his/her team.

• Helps others recognize the value in having a diverse team.

• Demonstrates little appreciation for diversity. • Seeks to understand and leverage diverse perspectives, ideas, and backgrounds.

• Actively promotes the use of diverse perspectives, ideas, and backgrounds to challenge the status quo.

• Acts without regard for cultural differences.

• Expects others to modify their views and ways.

• Demonstrates sensitivity to cultural difference in practices and actions.

• Encourages others to learn from their differences.

Core Values

Core Values Description: Global Involvement Seek a world view and act without boundaries. Consider the total business impact when planning and solving problems and making decisions. Address cultural and geographical differences in strategies and approaches. Engage those who will be impacted by decisions. Foster collaboration across functions and work groups.

Failed to Demonstrate Demonstrated Excelled

• Focuses primarily on the short-term impact of one's own area of work.

• Recognizes long-term, cross-functional, and/or global implications of issues and incorporates them in plans.

• Helps others explore the long-term, cross-functional, and/or global implications of issues and opportunities.

• Demonstrates limited awareness of or interest to decisions and strategies from other departments, functions, and cultures.

• Constructively responds to concerns raised by others outside his/her own organization, function, or culture.

• Modifies approaches as appropriate to encourage buy-in from all groups.

• Anticipates and seeks out the reaction of other departments, functions, cultures, and countries to decisions and strategies.

• Misses opportunities to encourage collaboration.

• Tends to work independently.

• Fosters teamwork across the organization by identifying opportunities for collaboration.

• Works to remove barriers to collaboration across the organization.

• Champions the involvement of all impacted parties.

Core Values

Core Values Description: Corporate Responsibility Serve and improve the communities in which we live. Ensure the conduct of the business is a credit to our community. Support company sponsored community projects. Understand how your work can impact the community. Comply with all legal and regulatory requirements.

Failed to Demonstrate Demonstrated Excelled

• Discourages others from becoming involved in company sponsored community projects.

• Personally supports company sponsored community projects.

• Allows flexibility for others to become involved in company sponsored community projects.

• Actively encourages others to become involved in company sponsored community projects.

• Recognizes the efforts of others on such projects.

• Criticized others who are engaged in company sponsored community projects.

• Works to understand community issues relevant to their role and the business in general.

• Formulates strategies to address community issues relevant to their role and the business in general.

• Does not comply with regulations and law related to his/her role.

• Fully complies with legal requirements and laws related to his/her role.

• Anticipates legal and/or regulatory issues and helps shape proactive initiatives.

Core Values

Core Values Description: Unleash the Power of Cummins Empowering employees to contribute all they can. Develop employees by building on and leveraging their strengths while helping them improve their capabilities. Ensure that methods are available to help employees deliver superior results and increase their capabilities to contribute to the company.

Failed to Demonstrate Demonstrated Excelled

• Does not set performance standards. • Establishes clear performance standards. • Actively engages others in improving performance standards.

• Fails to clarify expectations or work priorities. • Assures understanding of work expectations and priorities.

• Motivates others to set higher standards for themselves and their contribution to the company.

• Avoids dealing with performance issues or does or ineffectively.

• Confronts performance issues in a timely and constructive manner resulting in improvement.

• Coaches people on how they can address performance problems.

• Helps others improve performance.

• Does not provide timely, honest, specific, and/or constructive feedback.

• Provides timely, honest, specific, and constructive feedback on individual performance.

• Helps others establish methods to monitor their own performance.

• Coaches others on how to give or receive constructive feedback.

• Seldom engages in recognizing effort or contributions.

• Gives recognition for tasks done well. • Encourages others to recognize the work of fellow employees.

• Actively searches for and gives visibly to examples of performance excellence.

• Resists involving others, delegating responsibility or sharing information and resources.

• Involves others, delegates responsibility, and shares information and resources.

• Coaches people on how they can increase employee involvement and delegate successfully.

• Has difficulty working with others in teams. • Works effectively in and with teams. • Promotes teamwork and discourages we vs. they thinking.

• Avoids or neglects the development and coaching of others.

• Helps others improve their capabilities. • Helps others see how they can develop employees.

• Develops coaching skills in others.