1. 2 3 4 © 2014 DEFENDER, Inc, All rights reserved The Credo: The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is

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4 © 2014 DEFENDER, Inc, All rights reserved

The Credo: The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. We pledge to provide the finest personal service and facilities for our guests

who will always enjoy a warm, relaxed, yet refined ambience. The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of

our guests.

Service Values: I Am Proud To Be Ritz-Carlton

1) I build strong relationships and create Ritz-Carlton guests for life.2) I am always responsive to the expressed and unexpressed wishes and needs of our

guests.3) I am empowered to create unique, memorable and personal experiences for our guests.4) I understand my role in achieving the Key Success Factors, embracing Community

Footprints and creating The Ritz-Carlton Mystique.5) I continuously seek opportunities to innovate and improve The Ritz-Carlton

experience.6) I own and immediately resolve guest problems.7) I create a work environment of teamwork and lateral service so that the needs of our

guests and each other are met.8) I have the opportunity to continuously learn and grow.9) I am involved in the planning of the work that affects me.10) I am proud of my professional appearance, language and behavior.11) I protect the privacy and security of our guests, my fellow employees and the

company's confidential information and assets.12) I am responsible for uncompromising levels of cleanliness and creating a safe and

accident-free environment.


Purpose Statement:

To manifest our love and talent by crafting our customers’ favorite brands

and proving business can be a force for good.

Core Values:

1) Remembering that we are incredibly lucky to create something fine that enhances people's lives while surpassing our consumers' expectations.

2) Producing world-class beers.3) Promoting beer culture and the responsible enjoyment of beer.4) Kindling social, environmental and cultural change as a business role

model.5) Environmental stewardship: Honoring nature at every turn of the business.6) Cultivating potential through learning, high involvement culture, and the

pursuit of opportunities.7) Balancing the myriad needs of the company, our coworkers and their

families.8) Trustinnovative ing each other and committing to authentic relationships

and communications.9) Continuous, quality and efficiency improvements.10) Having fun.


Purpose: Connect people to what’s important in their lives through friendly, reliable, low-cost air travel.

Vision: To become the World's Most Loved, Most Flown, and Most Profitable Airline

Mission: dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual

pride, and Company Spirit.

1)Warrior Spirit2)Servant’s Heart3)Fun-LUVing Attitude4)Work the Southwest Way


Purpose Statement:

“To glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on all who come into contact with Chick-fil-A.”

Core Values: 1) Customers First2) Personal Excellence3) Continuous Improvement4) Working Together5) Stewardship


Core Values, Team Values:

1)Safety2)Diversity3)Integrity4)Teamwork5)Fun6)Accountability7)Passion


1)Growth Oriented Learners

2)Competitive Winners3)Humble Servants

Heroes with a Heart!


Purpose: Connect people to what’s important in their lives through friendly, reliable, low-cost air travel.

Vision: To become the World's Most Loved, Most Flown, and Most Profitable Airline

Mission: dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual

pride, and Company Spirit.

Purpose: Connect people to what’s important in their lives through friendly, reliable, low-

cost air travel.

Vision: To become the World's Most Loved, Most Flown,

and Most Profitable Airline

Mission: dedication to the highest quality of customer service delivered with a sense of warmth, friendliness, individual pride, and

Company Spirit.


Purpose Statement:

“To glorify God by being a faithful steward of all that is entrusted to us and to have a positive influence on all who come into contact with Chick-fil-A.”


Mission: Create lifetime

customers by delivering WOW…

every time!

Vision: To be the Service Industry

Leader.


Purpose Statement:

We are called to grow & inspire *leaderswho love and serve people.

*Everyone is a leader.

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Lencioni: 3 Signs of a Miserable Job

Know your audience

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Who took part in the survey?

2,029 employees across the organization were given the opportunity to take part in the engage.DEFENDER Employee Survey in 2014

1,668 employees completed the survey, representing an excellent response rate of 82%, above the external benchmark

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Above the benchmark by 5 points or more

In line with the benchmark (+/- 4 points)

Below the benchmark by 5 points or more

Comparisons to the Benchmark

12 questio

ns

15 questio

ns

10 questions

Questions notably above benchmark: • I feel my work is meaningful and

valuable (84%, +23)

• In comparison with people in similar positions in other companies, I feel my pay is reasonable (57%, +23)

• Overall, I have confidence in the senior leadership at Defender (senior leadership is VP and BIT level) (54%, +13)

• I am satisfied with the total benefits package (examples: insurance, 401(k), wellness benefits, service days, adoption and tuition reimbursements) (61%, +12)

Questions notably below benchmark: • I am able to strike the right balance

between my work and home life (46%,-21)

• Communication between different departments within Defender works well (21%, -17)

• I think it is safe to speak up and challenge the way things are done at Defender (34%, -17)

37 questions were comparable to the Company Size benchmark:

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How we measure employee engagement

Say

Employee advocacy

Stay

Employee commitment

Strive

Employee Engagement in Sims Metal Management

Say Stay Strive

The outcome of these measures create overall index scores. Strength of each aspect varies dependent on context

Drivers of engagement: basic needs, social needs, esteem needs

Aspects of working for an organization which could drive levels of engagement: tools to do job, working environment, support and recognition etc.

Employee advocacy Employee commitment Discretionary effort

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Positive

47. I am proud to work for Defender 73 -1

48. I would recommend Defender as a great place to work 66 +1

49. I intend to still be working for Defender in 12 months time

79 +3

50. I feel a strong sense of belonging to Defender 60 +4

51. I feel committed to Defender's goals 73 -9

52. Working here makes me want to do the best work I can 76 +4

53. Working for Defender motivates and inspires me to go the extra mile

65 +10

Var. from Company Size

BM

strongly agree

strongly agree agree neither disagree

stronglydisagree

34 40 20

30 36 23 6 5

46 33 14

28 32 25 9 6

30 43 20

34 42 17

29 36 23 7

Employee Engagement at Defender DirectEmployee

EngagementIndex (EEI): 70%

vs. Company Size

Benchmark+1%

• Engagement scores are relatively high and broadly in line with the benchmark

• While roughly 8 in 10 intend to still be working for Defender in 12 months, fewer say they feel a strong sense of belonging. Both are in line with the benchmark

• Although more than 7 in 10 feel committed to Defender’s goals, this ‘Strive’ score is below the external benchmark

• Some neutral areas suggest an opportunity for further improvement

Say

Sta

yS

triv

e

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70%

88% 86%80% 78% 77%

72% 72% 71% 71% 69% 69% 69% 68%59% 58% 57% 55% 53%

47%

35%

Employee Engagement Index by department

• Levels of engagement vary across the different departments of Defender Direct, ranging from 88% to 35%. Note however, the small size of some departments

• Does this suggest the work experience is inconsistent across departments? Can any best practice be shared?

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70%

82%78%

73% 72% 72% 71%

58%54%

Employee Engagement Index by tenure and level one

The engagement levels by level one

70%

87%

72%68% 71%

66%

The engagement levels by tenure

• Levels of engagement dip after the first 3 months of service at Defender, and remain reasonably stable after that

• How can Defender keeps it’s employees highly engaged?

• Are promises made during the recruitment stage followed up on?

• Levels of engagement by level one range from 82% to 54%

• Do processes differ between these departments which could cause this variance?

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What drives Engagement at Defender Direct?

Relative Impact on Engagement

Three themes were found to be significant drivers of Employee

Engagement among employees within Defender Direct

The most important themes, and therefore where improvement activity should be

focused are Development and Working Conditions, followed by My Role, and Work Life Balance and Flexibility.

5%

15%

80%

Work Life Balance and Flexibility

My Role

Development and Working Conditions

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Positive

33. I can become the best version of myself working for Defender

60 -

34. National Convention engerizes me to develop myself 45 -

35. I am satisfied with the total benefits package (examples: insurance, 401(k), wellness benefits, service days, adoption and tuition reimbursements)

61 +12

36. In comparison with people in similar positions in other companies, I feel my pay is reasonable

57 +23

38. I am treated with fairness and respect at Defender 70 -9


BM

strongly agreestrongly

agree agree neither disagreestronglydisagree

25 35 26 8 6

19 26 35 10 10

21 40 19 13 7

17 40 18 16 9

24 46 16 9 5

Key Driver Theme: Development and Working Conditions• Encouragingly, Defender is notably above the benchmark in regards to employees

feeling their compensation is fair. Responses are also above the benchmark in regards to satisfaction with the total benefits package

• 6 in 10 feel they can become the best version of themselves working for Defender. As a key driver, any improvement in this area will most likely improve engagement within Defender

• Only 7 in 10 feel they are treated with fairness and respect, below the benchmark • Less than half of respondents feel that they are energized by the National

Convention. There are also high neutral scores for this question, suggesting some uncertainty and making this an area for further investigation

Key

Key

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Key Driver Theme: Development and Working Conditions

What can be done to make

sure that rewards and

recognition are meaningful to all employees?

Is the direction of the

company clearly

communicated to employees?

How can the National

Convention be improved to energize all employees?

How can employee

perception of Culture Day and The DLA

Board be improved?

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Positive

4. I feel my work is meaningful and valuable 84 +23

8. I have a clear understanding of the purpose and objectives of Defender

73 -1

12. I have a clear understanding of the purpose and objectives of my team

83 -


BM



48 36 10

27 46 15 9

35 49 11

Key Driver Theme: My Role• Encouragingly, 84% of employees feel that their work is meaningful and valuable,

notably above the benchmark. As a key driver, this high score is very promising and should be maintained

• Employees also have a good understanding of the purpose and objectives of their team, as well as the company overall

Key

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Key Driver Theme: Work Life Balance

What can be done to ensure

that all employees can

achieve balance

between work and home life?

Are their processes

within Defender to

ensure employees are

provided ample time

and resources to do their

jobs?

Is the work distributed

equally among employees?

Can any best practice be

shared across the company?

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All other results

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Positive

14. I have confidence in the ability of the leadership (Manager, Director etc) within my team

67 -

15. My team works together to achieve results 75 -9

18. My manager (the person I report to) communicates effectively

71 -4

19. My manager motivates and inspires me to be more effective in my position

67 -1

20. Poor performance is dealt with effectively where I work 50 +10


BM



33 34 17 8 8

32 43 15 6

32 39 15 8 6

31 36 19 8 7

14 36 26 15 9

Theme: Management and Performance• While three-quarters of employees feel their team works together to achieve

results, this score is below the benchmark. Do employees sufficiently cooperate with one another to complete their tasks?

• Although only half of the respondents feel that poor performance is dealt with effectively, this is above the external benchmark

• Employees are generally positive in regards to the way their manager communicates, how managers motivate and inspire them, and their confidence in team leadership

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Positive

10. I think it is safe to speak up and challenge the way things are done at Defender

34 -17

13. I think it is safe to speak up and challenge the way things are done on my team

56 -

41. I am encourged to come up with new or better ways of doing things

64 -

42. Employees are encouraged to make decisions in an attempt to increase the effectiveness of Defender

56 -

43. I have the authority I need to do my position effectively 64 -


BM



9 25 24 24 18

21 36 17 16 11

22 42 18 11 7

16 39 24 14 7

20 44 18 12 7

Theme: Working Together• Positively, more than 6 in 10 employees feel they have the authority to do their

position effectively and also feel they are encouraged to come up with new or better ways of doing things

• Notably below the benchmark, only 34% of employees feel that it is safe for them to speak up and challenge the way things are done within the company, with 42% actively disagreeing for this question. Are employees provided with adequate opportunities and encouraged to speak their minds and share ideas?

• Note that employees are much more likely to speak up and challenge the way things are done within their team, as opposed to the way things are done at Defender overall

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Key Conclusions

Celebrate

Reasonable pay and total benefits

package

Good relationship between colleagues

Understanding job role (understanding

contribution, meaningful,

valuable)

Improve

Meaningful rewards, incentive, and

recognition programs

Striking the right work-life balance and meeting job

requirementsEmployee

confidence in the overall company

directionCommunication and

collaboration between

departments

Investigate further

Clarity around internal initiatives (i.e. Culture Day,

Superstar contest, DLA, etc.)

Commitment to customer

satisfaction

Senior leadership and effective change

management

Acquisition of HVAC

Documents

1. 2 3 4 © 2014 DEFENDER, Inc, All rights reserved The Credo: The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is