TEAM VALUES DEVELOPMENT PROCESS September 24 2001 DESIRED

TEAM VALUES DEVELOPMENT PROCESS September 24, 2001

DESIRED END STATE Committed, focused, aligned workforce that will drive the performance of the organization toward the statement of purpose, vision and corporate strategic goals. This will allow the organization to: • move faster and more efficiently - guide decisions on a day-to-day basis - reduce teams working at cross purposes - help ensure teams work on the right things • have increased team member commitment to the company • help attract and retain team members who fit with the corporate culture 2

HOW WILL THE VALUES BE USED? • In performance planning and evaluation • As communication themes in executive speeches and Corporate communications • As the basis in reward and recognition programs (formal and informal) • As decision criteria on a day-to-day basis • As part of orientation materials for new employees • As part of corporate lexicon • As a hiring criteria • To help define the nature of our relationships (internal and external) 3

SUCCESS CRITERIA • Senior Leadership Team participation, buy-in and demonstration of Values on an on-going basis • Involvement of all layers of the organization • Broad accountability to demonstrate the Values through work (built through HR systems - e. g. compensation, performance planning and review, promotion) • Long term support for the Values demonstrated through leadership and corporate communications • Each employee needs to understand internalize the Values so that the Values become ingrained in their working behaviour • Leverage change management concepts - e. g. build a burning platform 4

TEAM Values DEVELOPMENT PROCESS DEFINING VALUE 4 Weeks Employee workshops to develop Value concepts & language for the Values SENIOR TEAM VALIDATION & REFINEMENT 1/2 Day Meeting to review employee input/language and formulate a set of Values SHARING VALUES 1 Day Senior/Middle Management Conference CASCADING VALUES 4 -6 Weeks Day Communications Roll Out - CEO kickoff - VP/Director meeting - Manager-Team meetings BUILDING VALUES TBD INTO HR SYSTEMS TBD Build into Performance Planning & Compensation - Incorporate into current HR form MEASURE As Required Team Opinion Survey Performance Plans Build into Hiring Criteria - Generic competencies Build into Recruitment Process - Screening tool 5

DEFINING THE VALUES Objective Identify the key Values essential to achieving the vision • How? - employee workshops to identify the Values and the language used to describe the Values • Who? - cross section of employees from various functions - 10 to 12 individuals - level 6/7/8 6

SENIOR MANAGEMENT REFINEMENT & VALIDATION Objectives Ensure senior management’s ownership of the Values Ensure the Values fit with senior management’s assessment of what Values are essential to support the vision • How? - 2 -3 hour meeting to review a strawdog, discuss options and finalize the core set of Values • Who? - Officer team 7

SHARING THE VALUES - TEAM Values CONFERENCE Objectives To obtain broad leadership buy-in (all managers and up) To allow management to internalize the implications of the Values for themselves and their teams • How? - One day conference • Who? - VPs - Directors - Senior Managers 8

CASCADING THE Values Objectives Communicate Values to all team members Provide a mechanism for individuals to internalize Values and understand what they mean in their day-to-day working lives Provide the necessary level of of understanding to allow team members to build into their performance plans • How? - CEO kick-off communication - Cascading series of meetings to: - present Values - talk about implications with the department/business unit - identify what needs to change/stay the same - identify road blocks for implementing the Values - Use existing Team Meetings wherever possible • Who? - VPs to Directors - Directors to Managers - Managers to Teams 9

BUILD THE VALUES IN THE SYSTEMS Objective Reinforce the Values so that they strengthen over time • How? - Build into the Performance Planning and Review Process - add a section to PPR form for plans and assessment - Build into Hiring Criteria - e. g. generic competencies - Build into Recruitment Process - e. g. develop screening tool - Review Bonus Pay Criteria to ensure they don’t conflict with Values and that they support the Values • Who? - HR - All Managers - MORs 10

MEASURES Objectives Reinforce Team Values Assess degree of integration of the Values into the culture • How? - Team Opinion Survey - add/refine questionnaire to incorporate objectives - Review of Performance Plans by MORs/HR - assess degree of integration in the performance planning and evaluation system • Who? - HR - MORs 11