Human Resources

1. Human Resources Treating People Fairly & Consistently

2. OUR MISSION: Every Day, Driven to Deliver. Service First, Safety Always. OUR VISION: We will become THE leader in our industry for customer loyalty and employee engagement. WE WILL DELIVER: Integrity in everything we do • Service First for our customers Safety Always: Every day, every action • Accountability for our actions Ownership of our responsibilities

3. Treating Employees Fairly and Consistently • WHY? • Creates a fair environment • Everyone knows what to expect • Creates an atmosphere of respect • IT’S THE RIGHT THING TO DO!

4. Treating Employees Fairly and Consistently • Give expectations • Clear • Concise • Achievable • Apply those expectations to everyone!

5. Treating Employees Fairly and Consistently • Give feedback on substandard performance • Do this in private • Document when necessary • Make sure it is measurable • Make sure it is consistent • Look for ways to correct this performance • Seek options from the employee • Make sure that it is timely • Do not wait until it is convenient

6. Treating Employees Fairly and Consistently • When giving feedback on substandard performance • Do it in private! • Make sure you are in control and calm • Do it in a manner that reduces resistance • NEVER EVER, EVER use profanity! • There is NO place for this in our company or a time for it. • NEVER EVER, EVER Raise your voice • Don’t broadcast displeasure on the radio • Don’t broadcast sarcastic comments on the radio • Talk to them in the same manner that you would want someone to speak to your grandmother or daughter

7. Treating Employees Fairly and Consistently • Don’t shun responsibility • Explain why something has to or needs to be implemented. • Don’t blame someone else for the change • If you aren’t sure why a change has been made ask someone up the chain. • Always stay positive.

8. Treating Employees Fairly and Consistently • Be honest • Take ownership • Don’t deflect blame • Explain why • Be fair • Applies to everyone • Be open minded • Expect objections • Adapt if needed • Never cave just for one person

9. Treating Employees Fairly and Consistently • Ask for your employees’ input • You’ll be surprised • If it can’t be done, explain why • Never just dismiss • Ask for feedback on new items • There maybe a better way to improve

10. Treating Employees Fairly and Consistently • Lead by example • Don’t ask someone to do something you wouldn’t do (as long as it’s legal, morally right, ethical, and within company policy) • Stay positive

11. Treating Employees Fairly and Consistently • Acknowledge Successes • Praise in public • Celebrate the small ones • Never forget to THANK your people • They have a tough job, no matter what the job is • Send small notes home • Make their families feel proud of their sacrifices • Do a few a week • Spread them out so they mean something

12. Treating Employees Fairly and Consistently • Get to know your employees • Learn what interests them • Share experiences • You’ll find you have a lot in common • Support them when possible • Calendar their birthdays • Send them a note to their home • Don’t forget to tell them Happy Birthday • Be wary of doing this in public • Some people are funny about public acknowledgement • Goes back to knowing your employees • Calendar their anniversaries • Same comments apply as with birthdays • Except in public • Milestones should be celebrated as they are deserved

13. Treating Employees Fairly and Consistently • Have empathy • Think about if it was you, what would you do? • What if it was your family? • What if it was your schedule? • How would you juggle it? • Look at the whole situation • Consider both the personal side and business side • It’s not just about picking up the trash, although that is VERY important • Consider the fact your trained and motivated employees are important as well

14. Treating Employees Fairly and Consistently • Stay calm • Think through the entire issue • Look at all sides • Act after thought, don’t react, but act!

15. Treating Employees Fairly and Consistently

16. Case #1 • Please identify the person(s) engaged in this behavior: (first name withheld) (last name withheld) - operations manager (first name withheld) (last name withheld) - lead operator • Do you suspect or know that a supervisor or management is involved? Yes • If yes, then who? operations manager, lead operator • Is management aware of this problem? No • What is the general nature of this matter? unprofessional behavior, safety issues • How long do you think this problem has been going on? 1 to 3 months • How did you become aware of this violation? It happened to me

17. Case #1 - Details The caller states that there are serious issues with professionalism, fairness, and safety at this facility that stem from the fact that the operations manager and lead operator are friends with the boss. The caller states that these two individuals curse in front of employees and use inappropriate sexual language in front of female employees. The caller states that this goes on in person and over the radio. The caller states that there is favoritism regarding number of hours assigned as well as who will get sent home on days when cuts need to be made. Furthermore, the caller states that there are safety issues that would not be readily apparent as they tend to be corrected just prior to any scheduled safety inspection. The caller further states that any attempt to address any of these issues will only result in a cover up by those in charge and could potentially make the situation more difficult for the employees. The caller suggests that if real change is to be enacted, that the facility be monitored or visited regularly in an unscheduled fashion so that these issues can be caught and corrected instead of covered.

18. Case #2 • Please identify the person(s) engaged in this behavior: route supervisoroperations supervisor • Do you suspect or know that a supervisor or management is involved? Yes • If yes, then who? ROUTE SUPERVISOR • Is management aware of this problem? Yes • What is the general nature of this matter? inappropriate conduct, possible racial discrimination • How long do you think this problem has been going on? 3 months to a year • How did you become aware of this violation? I observed it

19. Case #2 - Details The caller reports Patrick for disrespectful behavior, bullying, and spreading rumors. Employees are afraid to report concerns about ROUTE SUPERVISOR because of possible retaliation. ROUTE SUPERVISOR has been informed in confidence by the driver, that driver is unable to read. DRIVER is the Caucasian. ROUTE SUPERVISOR is disclosing this information to other employees inappropriately, singling DRIVER out, and making fun of DRIVER's disability. ROUTE SUPERVISOR behavior could be based on the fact that DRIVER is Caucasian and a minority at the workplace. Supervisor is aware of the matter, but has failed to address the misconduct.

20. Case #3 • Please identify the person(s) engaged in this behavior: supervisor, operations manager • Do you suspect or know that a supervisor or management is involved? Yes • If yes, then who?, supervisor, operations manager • Is management aware of this problem? No • What is the general nature of this matter? Favoritism • Please provide the specific or approximate time this incident occurred: 12/20/2016 • How long do you think this problem has been going on? 3 months to a year • How did you become aware of this violation? It happened to me

21. Case #3 Details On 12/20/2016, SUPERVISOR called the caller into his office, threw some papers down on the desk, and told him/her that they were terminated. The caller says the termination papers were for improper use of equipment, and it also said refusal to pick up trash. The caller says they have only been written up one time in the past 6 months and that the proper disciplinary protocol was not followed by Kris. The caller states an employee should have at least 2 write ups before being terminated.The caller says that SUPERVISOR and MANAGER have a history of showing favoritism equipment operator 1, and equipment operator 2. 1 and 2 are allowed to sit around and not expected to do anything, while the caller and other co-workers are made to pick up trash. The caller says everyone has the same job title and should be expected to do the same things. There is not a regional manager for this site, and the caller says that for that reason MANAGER and SUPERVISOR are not held accountable for showing favoritism.

22. Case #4 • Please identify the person(s) engaged in this behavior: - Dispatcher • Do you suspect or know that a supervisor or management is involved? Yes • If yes, then who? Driver Supervisor • Is management aware of this problem? Yes • What is the general nature of this matter? DISPATCHER is harassing drivers and threatening them with physical violence when they do not follow his directions exactly. • Where did this incident or violation occur?Over the radio and around the dispatch office at Advanced Disposal, • Please provide the specific or approximate time this incident occurred: Monday, December 26, 2016, between 8:30 AM and 1:00 PM. • How long do you think this problem has been going on? More than a year • How did you become aware of this violation? Other • If other, how? I witnessed several other incidents within my employment there. Most recently was directed towards myself.

23. Case #4 - cont. • Please identify any persons who have attempted to conceal this problem and the steps they took to conceal it: Both supervisors as well as Operations Manager are aware of the situation with DISPATCHER and his verbal harassment and physical threats to drivers. Although they are willing to admit to the all of the drivers that the problems stemming from this individual in dispatch, his consistent refusal to be a "bridge" between office staff and drivers as well as his mass inability to understand how to dispatch using intelligence and the resources around him, they will not do anything to fix any of the problems, including the constant, several times per day threats and harassment he continues to say on the company radios, phones and in person, Both SUPERVISORS continue to state that the issues need to be fixed, but will not work on fixing any of them.

24. Case #4 Details On Monday 12/26/2016 I was operating Rolloff truck 355011. At approximately 8 am, I used the 2 way radio to call into dispatch to notify them that I could not pull the sludge can on at CUSTOMER due to the excess weight of the can. DISPATCHER told me to come back and get a different truck. I refused to get a different truck as the issue was the same, the can and the contents would put the truck well over the 76.000 pound licensed capacity with the State of Wisconsin. I then asked for other work, Todd refused to provide me with any. Approximately 8:30 AM, I contacted Rick Warner to notify him of the situation, still nothing happened. I drove back to the Advanced Disposal yard at approximately 9:00 AM, sat down with SUPERVISOR and explained the entire process with him. I was to take alternate work, in which DISPATCHER in Dispatch still refused to provide me alternate work. Another driver, gave me two pulls to go out and do. At approximately 1 pm, I walked back into the office with my end of day paperwork. After I looked at the following days schedule and noticed that I had been removed from my truck and placed into a different truck that could more easily pull the "overweight" cans, I went into the dispatch office to turn into my paperwork. While tossing my paperwork into the desired boxes, I stated to DISPATCHER that I will not take (out shortcode truck number). He stated that I will take whatever truck he puts me into. I told him that we cannot as drivers pull overweight loads and no member of management or dispatch can force the driver to operate overweight, so he needs to stop forcing drivers to perform illegal activities. I then asked him why he was being a prick on the phone when I called him to get information. (I had called him after my last pull at another customer and was looking for information relating to a work order.

25. Case #4 Details – cont. They had been looking all day and neither the office staff or the dispatchers could figure out the issue.) DISPATCHER stated that he wasn't. I stated telling a driver to "get fucked" and "I just fucking gave CLERK that information, I'm not fucking giving it to you" while screaming the entire time was not appropriate contact to provide a driver that was attempting to fix a dispatch mistake. At that moment he stood up from his chair and proceeded to raise his fists. I ducked out of the office and took off down the hall. He proceeded to come out of the office, fists raise, stating that "he was going to get me" and "you are fucking bi polar." It was at that moment that SUPERVISOR stepped out of his office and held DISPATCHER back from going after me. Present for witnesses were (dispatch) and (rolloff driver), ANOTHER OFFICE WORKER was in the next office down (maintenance), This issues with DISPATCHER is repetitive and consistent every day. This company does not provide a safe working environment when allowing an individual that is consistently spouting harassment over the radio as well as being physically aggressive to continue to work without reprisal. Last Thursday DISPATCHER told one Front Load Driver over the radio to "get off your ass and shovel out the entire corral so you can get your 2 yarder out".

26. Case #5 • Please identify the person(s) engaged in this behavior: manager, general manager • Do you suspect or know that a supervisor or management is involved? Yes • If yes, then who? managergeneral manager • Is management aware of this problem? Yes • Please provide the specific or approximate time this incident occurred: January 17, 2017 • How long do you think this problem has been going on? More than a year • How did you become aware of this violation? It happened to me

27. Case #5 Details MANAGER has a poor attitude, is arrogant, and is pushy. This behavior has persisted for about two years. The caller has gone to GM with these issues multiple times, but this seems to not have been addressed properly.About three or four months ago, the caller spoke to GM about the issue, who said, "Are you sure you're not just reading into it?" GM seemed to dismiss the idea that there is an issue. On January 17, 2017, MANAGER was once again rude and arrogant. The caller stated that he/she did not feel good, planned to work his/her shift, and planned on going directly home. Jeremy insisted that the caller work beyond his/her scheduled shift and was behaving in a “pushy” manner about this issue. The caller told MANAGER that he/she was not going to do more than he/she was scheduled to do. MANAGER became angry stating that he "doesn't need a smart-ass remark." The caller simply clocked out and went home. The caller has expressed that he/she is worried about losing his/her job over the situation and wishes to be assured that MANAGER cannot retaliate.

28. Case #6 • Please identify the person(s) engaged in this behavior: • Do you suspect or know that a supervisor or management is involved? Yes • If yes, then who? • Is management aware of this problem? No • What is the general nature of this matter? Unprofessional, degrading behaviors. • How long do you think this problem has been going on? Once • How did you become aware of this violation? I observed it • If other, how? I heard it. • Details: On January 20, 2017, He told a customer service representative (name withheld) who was helping a customer in the office to get on the phones because he phones were ringing. The customer service representative told HIM that she was she helping a customer in the office. HE snapped his fingers and told the customer service representative to get on the phone. HE sat at a desk and remarked, "I need for you people to walk and chew gum at the same time. It's not that difficult." HE spoke to employees in a very condescending manner and created a hostile work environment.