Joseph Ricciuti joseph.ricciuti@watsonwyatt 416-943-6063 Colleen McKinnell

1. Session #1Building A High Performance Culture: Integrating Quality and Healthy Workplace Frameworks

2. Building a High Performance CultureIntegrating Qualityand Healthy WorkplaceFrameworksOctober 19, 2004 Joseph Ricciuti joseph.ricciuti@watsonwyatt.com 416-943-6063 Colleen McKinnell colleen.mckinnell@watsonwyatt.com 416-943-6094

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4. Organizational Health Work Environment Workplace Policies/ Practices Employee Health “Human Capital Management” Bringing it all Together . . . . .

5. . . . To Measure and Target Better High Performance Culture 100 RISK ORGANIZATIONAL HEALTH BURNOUT DANGER 0 100 WORKFORCE HEALTH

6. Pillars of Organizational Health

7. Pillars of Workforce Health

8. - - - - - - 5 4 3 2 1 0 5 4 3 2 1 0 Organizational Health DANGER 1 2 3 4 5 Workforce Health Because a Picture is Worth a Thousand Words… Organizational Health Health and productivity index Arrimage Motivation Resources Alignment Capability Workforce Health - - - - - - 5 4 3 2 1 0 Plan Admin. Total absence Prevention

9. Building a High Performance CultureIntegrating Qualityand Healthy WorkplaceFrameworksOctober 19, 2004 Joseph Ricciuti joseph.ricciuti@watsonwyatt.com 416-943-6063 Colleen McKinnell colleen.mckinnell@watsonwyatt.com 416-943-6094

11. Building a High Performance Culture: Integrating Quality and Healthy Workplace Frameworks October 19, 2004 National Quality Institute KEN WHITEPresident & CEO Trillium Health Centre

12. Develop a vision and strategy Communicate the change vision Establish a sense of urgency Empower employees for broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approaches in the culture Reward success Kotter’s Eight Elements of Successful Strategic Change Kotter, John. Leading Change. Boston, MA: Harvard Business School Press, 1996

13. The way we were …… A TALE OF TWO CITIES “Great discoveries and achievements invariably involve the cooperation of many minds” - Alexander Graham Bell

14. Vision: Together… Leaders in Health Innovation “If you don’t know where you are going … any road will do”

15. Trillium Health Centre’sStrategic Priorities • Develop World Class Programs and Services • Build People Places • Leverage Strategic Alliances • Drive Performance Excellence • UNLEASH knowledge@trillium • Engage People Fully

16. Excellence Teamwork Balance Service Integrity Learning Values = Culture

17. Principles Create Leadership Opportunities 1001 Leaders • Ambulatory Care • Feed the Cow • Distributed Leadership • Partnerships • Innovation • Giving back

18. Building People Places

20. 2004 NQI Performance Excellence Summit Breakout Session#1 – Building a High Performance Culture Paul Abbott VP & GM Corporate Services Canada October 19, 2004

21. Building High Performance Culture High Performance Organization = Perspiration + Inspiration Planning • Vision & mission • Strategic Quality Planning • Understanding stakeholder requirements Culture & Values Continuous Improvement Organizational Alignment • Reengineering • Innovation • Organizational Structure • Goal setting • Communication • Reward & Recognition Process Management • Process ownership • Performance measurement

22. Customer Commitment We develop relationships that make a positive difference in our customers’ lives. Quality We provide outstanding products and unsurpassed service that, together, deliver premium value to customers. Integrity We uphold the highest standards of integrity in all of our actions. Teamwork We work together, across boundaries, to meet the needs of our customers and to help the company win. Respect for People We value our people, encourage their development and reward their performance. Good Citizenship We are good citizens in the communities in which we live and work. American Express Company Values

23. American Express Company Values A Will to Win We exhibit a strong will to win in the marketplace and in every aspect of our business. Personal Accountability We are personally accountable for delivering on our commitments. Customer Commitment We develop relationships that make a positive difference in our customers’ lives. Quality We provide outstanding products and unsurpassed service that, together, deliver premium value to customers. Integrity We uphold the highest standards of integrity in all of our actions. Teamwork We work together, across boundaries, to meet the needs of our customers and to help the company win. Respect for People We value our people, encourage their development and reward their performance. Good Citizenship We are good citizens in the communities in which we live and work.

24. Building a High Performance Culture “The most powerful way to change the culture of an organization is to have a conversation with someone.” Kenneth I. Chenault, CEO American Express

25. Bringing the Culture to Life The new values have become a part of the way we operate: • Recruitment • New hire orientation • Leadership development • Goal setting & performance Management • Employee survey

26. Questions to Check Against Delivery • Do your company values support your business objectives ? • Are the values part of the DNA of the company ? • Have you specifically identified the behaviors that support the values ? • Have you made it real for people ? • Is performance management and compensations aligned with the values ? • Are you measuring progress against the values ?

27. Building a High Performance Culture Paul Abbott Vice President & General Manager Corporate Services Canada

29. DaimlerChrysler Canada Inc. • Canada Awards For Excellence • Healthy Workplace Award - 2004

30. Mark Gendregske • Vice President, Human Resources • DaimlerChrysler Canada Inc.

31. Who Are We? • DaimlerChrysler Canada Inc. is the third-largest manufacturer and wholesaler of passenger cars, trucks, and automotive components in the Canadian auto industry • DCCI has more than 14,000 employees in various manufacturing, parts, sales and service locations around the country • More than 12,000 retirees • A total of 60,500 Canadians are covered by the DCCI benefits program

32. DCCI Parts Distribution Centres DCCI Sales Offices DCCI Manufacturing Plants Where Are We? Yukon N.W.T. Nunavut NFLD Saskatchewan Quebec B.C. P.E.I. Alberta Manitoba N.B. Ontario N.S. RED DEER MONCTON MONTREAL VANCOUVER CALGARY WINNIPEG TORONTO WINDSOR DCCI Headquarters

33. What Do We Do? • Manufacture, sell, finance and service high quality automobiles • Many of the corporation’s most popular vehicles are manufactured in Canada • Dodge Magnum and Chrysler 300/300C in Brampton • Dodge Grand Caravan, Chrysler Town & Country, and Chrysler Pacifica in Windsor

34. Who We Do it With! • The Canadian Auto Workers union (CAW) are key Partners • The CAW is the largest private sector union in Canada • The CAW represents more than 12,500 (90%) of the employees and 9,000 (85%) retirees.

35. Who We Do it With! • DCCI and the CAW • are joint winners of this years’ • Canada Award for Excellence • Healthy Workplace - Award • We are equally committed to providing • a healthy and safe workplace to insure employee wellness

36. DCCI is A Healthy Place to Work! • The core beliefs and values of DCCI • help make the workplace a healthy place • Teamwork - Capitalize on diversity and cooperation across boundaries throughout the entire enterprise, from suppliers to dealers. • Openness - Transparency in the way DCCI works and communicates. Honesty and integrity in all relationships

37. DCCI is A Healthy Place to Work! • Inspiration - Establishment of a work environment that inspires both individual and team performance • Quality - A commitment to establishing benchmark quality in everything DCCI makes and does • Responsibility - A commitment to enhance the quality of life and the environment in the communities and societies DCCI serves

38. Canadian Healthy Workplace Criteria

39. Leadership is On Board! • DCCI and CAW leadership have a strong commitment to employee and corporate health and well-being • Mission statement “We, DCCI and CAW union partnership commit to providing a healthy and safe workplace to optimize employee wellness in the year 2004 and beyond”. • Leaders understand the linkage between safe work environments, healthy employees and families, and the corporate bottom line

40. Leadership is On Board! • Policies and procedures developed are communicated and monitored. • Leaders are accountable for the health and safety of our employees. • Leaders walk the talk!

41. Planning is Key! • Proactive needs based planning • Information gathered to assess needs • Formal • Informal • Programs developed • Goals established • Results monitored

42. People Focus • Goal is to protect health and well-being of our employees • Implement employee feedback • INFORMATION IS THE KEY • Employee well-being supported with a comprehensive benefit/wage package • Wellness partnership

43. Process Management • Measure…Measure…Measure • Those items that directly impact a healthy workplace • Measurement includes • Incident • Ergonomic factors • Health and safety audits • Job hazard analysis

44. Outcomes • Look at the numbers • Over the past 6 years: • Safety incidents reduced 80% • Lost time injuries reduced 75% • Severity of work place injuries reduced 85% • 15 wellness committees across the country • Increasing participation for each wellness initiative

45. DCCI/CAW Health, Safety and Wellness at a Glance • Viewpoint survey  Plant newspaper  Dashboard Anywhere • M3I2 survey  Union newsletter  Town Halls • Wellness survey  BenefitsLink  Employee Feedback Process • Suggestion boxes  Committee members • Union reps  Supervisors We, the DaimlerChrysler Canada Inc. and Canadian Auto Workers union partnership, commit to providing a healthy and safe workplace to optimize employee wellness in the year 2004 and beyond. Communication The Environment Health and Safety • Earth Day/Awareness days • Energy conservation teams • ISO 14001 Certification • Canadian Industry Program for Energy Conservation • Canadian Vehicle Manufacturers’ Association Pollution Prevention Project • Canadian Centre for Pollution Prevention • Canadian Council of Ministers of the Environment • Voluntary Challenge & Registry Inc. • Automotive Research & Technology Development Centre • Joint Environment Committees • Material Safety Data Sheets  Lockout programs • Personal Protective Equipment  Time study • Compliance Audits  Core Team • Injury Reduction Team  Zero Tolerance for Injuries • Incident Management Teams  Job Hazard Analysis • Ergonomics  Safety buy-off process DCCI/CAW Health, Safety, and Wellness Strategy • NTC/union and industry awareness • Health and Safety • Skilled Trades • Metal • Product Training • CPR/First Aid • Basic Education Skills Training • WHMIS • Professional development Wages and Benefits Education and Training • Base wages • Shift premiums • Overtime pay • Cost of Living Allowance • Pension • Health care benefits • New vehicle purchase plan • Childcare assistance • Tuition refund • Scholarship programs • Legal services • Time off – vacation, PAA, SPA, LOA • A wellness program on a variety of important health topics • Focuses on employees, retirees, and their families • Local wellness committees comprised of management, union, and interested employees and retirees • Programming based on employee and retiree input • Core components offered as part of each initiative: • On-site kick-off/launch event • Newsletter • Contest-based program initiatives • Topic-specific information brochure • Educational presentations • Topic-specific electronic presentations • Environmental support/policy suggestions • Local topic-specific resources • Information on Dashboard Anywhere website • On-site information displays Other Working Toward Wellness at DCCI On-site Health and Wellness Services • CHEERS/Employee Recognition Program • Service Awards • Salaried Mentoring Program • Commuter Van Program • Safety, Quality, Delivery, Cost, Morale (SQDCM) • Accommodating pregnant women/nursing mothers • Harassment policy • Employment Equity • Community Service: United Way campaign, Share Drive, Habitat for Humanity, Salvation Army, etc. • Employee and Family Assistance Programs • Doctor and nurses • Physiotherapy • Substance Abuse Representatives • Women’s Advocates • Maritime Life Nurse Case Management Program

46. Obstacles? • No Quick Fix • One program will not do it all • Success based on partnership with CAW and our relationship • Resources • Manufacturing Facilities – Assembly Line • Embracing the culture of Wellness

47. We all win • by improving the overall health • and well-being of our DaimlerChrysler • family.

48. Thank You! • CAW • Windsor-Essex County Health Unit • National Quality Institute • Employees, Retirees and Families