Voice2.2010.Tribute to Champions by Marsha Gomes-Mckie

of the Employer Magazine Vol. 2.2010

Tribute to our

Champion Employers The Employersâ&#x20AC;&#x2122; Consultative Association of Trinidad and Tobago The Premier Employersâ&#x20AC;&#x2122; Representative

Voice of the Employer Vol. 2. 2010

of the Employer Magazine Vol. 2.2010

Tribute to our

Champion Employers The Employers’ Consultative Association of Trinidad and Tobago The Premier Employers’ Representative

Chairman and Directors Profile 4 Affiliations 5 Without Good Governance 6 The Champion Employers’ Perspective 9 TCL’s Journey 10 Scotiabank’s Flight Rules 101 12 Shell - Striving For Excellence 15 Small Contenders 17 Medium Contenders 23 Large Contenders 31 Talent Management in 2010 33 Champion Employer Toolkit 37

Our Vision To be the Premier Employers’ Representative Our Mission To Advance Employers Interests for the creation of optimum, sustainable value for all stakeholders. Our Mandate To provide employers with quality representation at the organisational, national and international levels in order to ensure the strength and success of the employer community for the socio-economic well-being of the nation. Board Members – Ruben Mc Sween (Chairman), Keston Nancoo (Vice Chairman), Linda M. Besson (Executive Director/Secretary), Martin de Gannes, Heidi Bason, Neil Derrick, Dr. Victor Coombs, Jacqueline Rawlins, W.A. Hilton-Clarke, Seeram Ken Maharaj, Gwendoline McLaren, Charlene Pedro, Lennon Ballah-Lashley, Anisa Allaham-Hosein, Imran Khan, Narendra Kirpalani and Suzetta Ali Publisher: Linda Besson Editor: Marsha Gomes Layout & Cover Design: Marsha Gomes, Sharmila Debideen and Vanecia Sullivan Editing: Annette Joseph, Sharmila Debideen and Marsha Gomes Advertising Sales: ECA Team - Marketing Department Printed by: Caribbean Paper & Printed Products Limited a division of The Office Authority Group of Companies Employers’ Consultative Association of Trinidad and Tobago 23 Chacon Street, P.O. Box 911, Port of Spain Tel: 625-4723, Fax: 625-4891 Email: ecatt@tstt.net.tt, Website: http://www.ecatt.org The views expressed by the ECA Voice Magazine are not necessarily those of the ECA. The ECA accepts no responsibility for the views expressed by contributors nor for errors in contributed articles or advertisements. Reproduction in whole or in part without written permission is strictly prohibited. © The Employers’ Consultative Association of Trinidad and Tobago – All Rights Reserved.

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CHAIRMANS PROFILE MR. RUBEN DARIO MC SWEEN holds a Masters in Business Administration (MBA) from Howard University; First Class Honours in Finance and Second Class Honours in Accounting from Southeastern University. Mr. Mc Sween attained over 15 years’ banking experience locally and internationally and benefited from extensive training in Credit, Finance, Investments and Operations. Additionally, he served in several managerial positions at the Trinidad and Tobago Unit Trust Corporation (UTC) and currently holds the position of Vice President, Customer Service Centres, with responsibility for the formulation and execution of the Corporation’s strategic plan for all its customer service centres as well as its Agency network. Mr. Mc Sween received many academic, sporting and leadership awards during his university life and was recognised as one of the “Most Outstanding Young Men of America” (National Award) for merit and accomplishments as a student. He was one of 30 international students selected from throughout the United States of America, who was granted a one-year scholarship by the Foreign Student Service Council and the United States Information Agency to study the USA Electoral System. During this time, he worked with the campaigns of Presidential candidates Jesse Jackson, John Glenn, Gary Hart and Walter Mondale. Earlier this year, he was presented with the Paul Harris Fellow (PHF), Rotary International’s highest award, in recognition of exemplary service as President for two consecutive terms. Past Board positions include: Deputy Chairman – NIBTT; Chairman – Trustees of the Environmental Trust Fund; Deputy Chairman – Environmental Management Authority; President – Rotary Club of Central Port of Spain and Chairman – Planning Committee, Beetham Gardens Organising Committee. At present he holds the position of Vice President – United Nations Association of Trinidad and Tobago (UNATT); Director on Trintoplan Consultants Limited; Trinidad and Tobago Mortgage Finance Company (TTMF) and was recently appointed Deputy Chairman of the National Insurance Board of Trinidad and Tobago (NIBTT). Mr. Mc Sween’s interests include community service, travelling, sporting activities, dancing and listening to a wide variety of music.

EXECUTIVE DIRECTOR’S PROFILE Linda M. Besson, MBA is the Executive Director and Secretary to the Board of Directors of the Employers’ Consultative Association of Trinidad and Tobago and Executive Secretary to the Caribbean Employers’ Confederation (CEC) the Regional Body of Employers Organisations/Associations. Mrs. Besson has over 30 years’ management experience. She has spent more than 15 years in her current position at the ECA and 14 years at the CEC. Prior to joining the ECA she worked as a consultant manager to Trinidad Cement Limited Group of Companies. Previously she worked at Eastern Credit Union Co-operative as General Manager. Mrs. Besson is adept and experienced at building and developing organisations. She is very much at home working with people and at empowering those around her to see the vision she sees and shares. This has been very well demonstrated in the 15 years she served as Chief Executive Officer of the Eastern Credit Union. In 1993 Linda Besson was the only female CEO in the top 50 companies in Trinidad and Tobago. She has an International MBA and is a member of the Association of Business Executives (ABE). Linda Besson has developed expertise in the development and implementation of Management systems and has project-managed programmes. She also has wide experience in Administration, Financial and Credit Management, Business Development, Public Relations and Managing Change. Her success is demonstrated in the fact that she is responsible for the growth of the ECA from 75 members in 1996 to over 656 members as at April 2010. She also manages a team of 29 persons, including professionals and support staff and is responsible for the forward looking approach the organisation currently holds. The ECA ranks as one of the top Business Organisations in Trinidad and Tobago, being the largest in terms of membership, its service delivery and for its role in Industrial Relations. As the Executive Secretary/Treasurer of the CEC Linda Besson is responsible for the day-to-day administration of the Secretariat, for ensuring that the Confederation is represented at all meetings, workshops and seminars to which it is invited. She coordinates projects and programmes that the regional body may be called upon to carry out, including those coordinated through CARICOM (PANCAP-HIV/AIDS).

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Voice of the Employer Vol. 2. 2010

CARIBBEAN EMPLOYERS’ CONFEDERATION (CEC) The Caribbean Employers’ Confederation (CEC) is a regional grouping of employers’ organisations in the Caribbean Region founded in 1960. This organisation is dedicated to the development and promotion of good industrial relations practices at the enterprise and macro levels and is committed towards achieving productivity and prosperity for member countries and the region as a whole. Its office is housed at the Employers’ Consultative Association, 23 Chacon Street, Port of Spain, Trinidad.

INTERNATIONAL LABOUR ORGANISATION (ILO) The International Labour Organisation (ILO) was founded in 1919, in the wake of a destructive war, to pursue a vision based on the premise that universal, lasting peace can be established only if it is based upon decent treatment of working people. The ILO became the first specialised agency of the UN in 1946. Tripartism and Social Dialogue The ILO is the only “tripartite” United Nations agency in that it brings together representatives of governments, employers and workers to jointly shape policies and programmes. This unique arrangement ives the ILO an edge in incorporating “real world” knowledge about employment and work. The ILO is the global body responsible for drawing up and overseeing international labour standards. Working with its Member States, the ILO seeks to ensure that labour standards are respected in practice as well as principle. Trinidad and Tobago joined the ILO in 1963 and has ratified 17 conventions to date.

INTERNATIONAL LABOUR AND EMPLOYMENT RELATIONS ASSOCIATION (ILERA) The International Labour and Employment Relations Association formally The International Industrial Relations Association was established in 1966 in response to a growing need to develop and exchange knowledge in the field of industrial relations, at the international level, and provide the academic and the practitioner with a forum for discussion and research. Its founding members were the British Universities Industrial Relations Association, the Industrial Relations Research Association (USA), the International Institute for Labour Studies (Geneva, Switzerland) and the Japan Institute of Labour. The Association has over 1,000 members worldwide including prominent industrial relations scholars and practitioners. Subjects such as globalisation, new technology, gender, HIV/AIDS, employee involvement, occupational safety and health, industrial relations, labour law, human resource management, international labour standards, social dialogue, labour administration, informal economy, and many other topics are largely discussed during its congresses.

INTERNATIONAL ORGANISATION OF EMPLOYERS Since its creation in 1920 the International Organisation of Employers (IOE) has been recognised as the only organisation at the international level that represents the interests of business in the labour and social policy fields. Today, it consists of 146 national employer organisations from 139 countries from all over the world. The mission of the IOE is to promote and defend the interests of employers in international fora, particularly in the International Labour Organisation (ILO), and to this end works to ensure that international labour and social policy promotes the viability of enterprises and creates an environment favourable to enterprise development and job creation. At the same time it acts as the Secretariat to the Employers’ Group at the ILO International Labour Conference, the ILO Governing Body and all other ILO-related meetings. In order to ensure that the voice of business is heard at the international and national level, the IOE is actively engaged in the creation and capacity building of representative organisations of employers, particularly in both the developing world and those countries in transition to the market economy. The IOE is the permanent liaison body for the exchange of information, views and experience among employers throughout the world. It acts as the recognised channel for the communication and promotion of the employer point of view to all United Nations agencies and other international organisations.

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WITHOUT GOOD GOVERNANCE, WE ARE DOOMED TO FAILURE

Address by His Excellency Professor George Maxwell Richards TC, CMT, Ph.D, President of the Republic of Trinidad and Tobago at the ECA’s Annual Chairman’s Dinner, at the Hilton Trinidad and Conference Centre, on Thursday 8th July, 2010.

I want to thank you, the Executive of the Employers’ Consultative Association for the opportunity to share a few thoughts with this prestigious organization, on the occasion of its Chairman’s Dinner and in the year in which the Association celebrates its fiftieth anniversary. Before proceeding, I would like to take the opportunity to commend the artistes who have entertained us this evening, with their fine performances. I do so now, in the event that they must leave us, shortly.

They may have another ‘gig’, as we say, and spending more time here, than is necessary, may well be a luxury that they cannot afford. I am told that the ECA was established in December 1959 and registered in February 1960, so, in a sense, you have been growing up with our nation, which, as you know, attained independent status in 1962. Your commitment to seeking and maintaining industrial harmony, improved productivity and increased profitability is on target. Without harmony in industrial relations, productivity will suffer, with job loss, inevitably, being the end result and that is a vicious cycle that can only do harm to our country’s development. I can well understand the inspiration that would have led to the formation of your organization. The word “inspiration’ is really a euphemism, given the serious developments in the labour movement of the preceding two decades, particularly in the oil industry. By the fifties, it would have been clearly a necessity that an organization representing employer interests be formed. Today, you have a membership of some six hundred and fifty-six, I understand, including companies in all sectors of industry and of all sizes. I wish you well in increasing your membership, as existing and new companies are attracted by reason of your successes in advocacy, locally and abroad. The theme of this year’s event is ‘governance’ and this is very timely, what with the season in which we are – that of electoral politics. But, as you know, governance issues are not confined to politics and so, this evening, I propose to take the broader view. Without good governance in any entity, Ladies and Gentlemen, we are doomed to failure. This applies to government, to homes, to schools, to religious organizations, to the private sector and to every other entity where there is human interaction. In organizations, be they public or private sector, good governance, relies, to a great extent, on the behaviour of management, particularly middle management. The best policy decisions, by themselves, cannot achieve the desired results, unless acting on these decisions is effectively managed. There are certain key words or ideas that apply, in this context. continued on next page

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They are: responsibility, authority and accountability. But the cluster is not complete without the inclusion of sanctions, a logical consequence of accountability. Benchmarks must be set for performance and everyone must be accountable and to different publics, as necessary. Organizations run aground, so to speak, when their objectives are not clearly defined and when guidelines and oversight are lacking. The desired end result of the organization’s activities must be effectively communicated at all levels, if lasting success is to be achieved. But, more than that, staff, at whatever level, must be genuinely regarded as stakeholders in the enterprise and encouraged to see themselves as such, so that they may be willing to ‘buy into’ its objectives. They must see themselves as having a secure place in the organization, with some benefit to themselves, now and in the future. Such organizations would encourage responsible initiative, on the part of their staff, as opposed to allowing them to go off at a tangent and would have proper checks and balances in their operations. Fairness must also be a hallmark of good governance and one must not have to rely on favouritism to advance, or to even survive in an organization. The people factor is at the core of good governance. I am certain that we all know this, but it bears repetition. Too often, the people development and welfare component of an organization is given low priority, especially in the quest for profit, in the case of business enterprises, which have a legitimate need to show returns on their investments as well as in the public sector, where there is the need to show the results of public expenditure. In this context, succession planning must be put in place, not grudgingly, but as a necessary input to ensure the enthusiasm of staff and longevity of the organization. Moreover, where well thought out and mandatory staff training and development programmes are in place, delegation of duties and responsibilities, a critical aspect of good governance, is easy to achieve and helps to ensure more efficient execution of policy and delivery of services. Staff training, at every level, is important. If people receive relevant training and they, in turn, are equipped to train others, the spirit of partnership will be a guiding force to lead the organization to achieve tremendous results, including monetary gain. And here I wish to interject a statement attributed to J.C. Penney, founder of the department store chain and I quote “Money is properly a byproduct of building men as partners.” That certainly puts a different view of employees who should not be seen as mere workers, subject to the power and authority of someone in charge. When we are in charge, we ought never to forget the people component, but adding value to people’s lives, as part of the governance imperatives, can easily be subordinated, if not forgotten. However, for this to be a reality, we must value and appreciate people and have respect for them regardless of status. When we embrace these ideas, we will have no difficulty in empowering people to make decisions which can advance the objectives of the enterprise. Governance puts squarely before us the question of power – how we use it. Power, Ladies and Gentlemen, can be very seductive and, when we have it, it is very easy to forget that it is really given to us for service. Harry Truman is reported to have said that “If a man can accept a situation in a place of power with the thought that it’s only temporary, he comes out alright. But, when he thinks he is the cause of the power, that can be his ruination.” Good governance also requires discipline, discipline that causes us to do what has to be done when it has to be done. But the call for discipline must have general application and standards must not vary on the basis of personalities. Then too, as part of the discipline regime, the rules of the game must not be changed in the middle of the game, without warning to all concerned, while the expectation of results remain the same. Discipline also calls, critically, for the mastering of our emotions, so that utterances and decisions are based on objective appraisal, thereby obviating the possibility of sending wrong signals. In this regard, leadership has a duty to rein in, where self-discipline is not manifest. One can hardly separate governance issues from ethical behaviour. For example, being legally correct should not be the only standard. If that were the case, organizations could find themselves operating very close to the edge, with the real danger of slipping off. Alongside legal correctness, the question to be posed is: “Is the behaviour correct”? The dictum ‘Image is everything’ has gained popularity within recent times. This cannot be the standard for forward-looking businesses and the concern should be: “What is the character behind the image”. Image can fade, but character will last. Another concern should be whether staff is encouraged to do the right thing or the easy thing. Shortcuts, cheating and deception, which never have a good end, although they may be hidden for a long time, cannot provide the foundations on which good governance can be built. So we must never discount the power of truth. It is like cork. It always rises to the surface. In the matter of governance, one must consider the place of institutions in our country. continued on next page 22

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The Employersâ&#x20AC;&#x2122; Consultative Association of Trinidad and Tobago

Voice of the Employer Vol. 2. 2010

THE CHAMPION EMPLOYERâ&#x20AC;&#x2122;S PERSPECTIVE The ECA is pleased to dedicate this section to the 2009 Champions WE SALUTE YOU ...

Satnarine Bachew, General Manager accepts the Champion Employer Award on behalf of Trinidad Cement Limited

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TRINIDAD CEMENT LIMITED’s JOURNEY TOWARDS BECOMING CHAMPION EMPLOYER 2009 TCL recognizes the critical role its human resources play in creating a sustainable advantage for the organization. In this regard, the Company set about implementing deliberate strategies and interventions to address the continuous building of the “right” kind of leadership, workforce behaviours, culture and mind-set as well as workforce competencies that will ultimately create value for the organization. The strategic HR management philosophy adopted by the organization is built around eight (8) key pillars – Talent Acquisition, Organization Capacity Building, Performance Management, Executive Development, Organizational Structure and Design, Employee Wellness, Compensation Management and Labour Management Relations. These pillars work in tandem to create a harmonious work environment characterized by a highly skilled workforce, high employee morale and low turnover which result in increased productivity and effective communication strategies across all levels. The main drivers towards the creation and maintenance of an environment of workplace dignity, high productive effort and output for TCL are the Company’s pursuit of tripartitism, internal stakeholder partnerships, co-operation, conflictavoidance and employee shareholdings. These are governed by the Organization’s code of conduct between Management and its unionised workforce which ensures consistent and correct compliance of leadership personnel with the terms of Company/ Union Agreements, statutory requirements and unwritten norms and principles that govern workplace relationships. These funDr. Rollin Bertrand, damental principles are meant to guide its leadership personnel Chief Executive Officer to conduct and manage workplace relationships in accordance with the highest principles and standards of good industrial relations practice and have worked to ensure that work teams meet and exceed their targets without counter-productive conflict or disruption. The Company has therefore adopted a philosophical platform of ‘Productivity Bargaining’ as its approach to the Collective Bargaining process as it seeks to emphasize settlements that secure win-win outcomes by ensuring that payroll increases are as far as possible matched by productivity improvements. This approach together with tripartitism has worked well for TCL, as records speak to the fact that most of its matters are settled bilaterally without recourse to the Ministry of Labour and the Industrial Court. Maximizing the use of the organization’s human resources by focusing on developing the skill and competence levels of the workforce. By providing opportunities for learning and development therefore, the organization has demonstrated its commitment to employees through the allocation of time for employees to attend training as well as the reimbursement of tuition through its Self-initiated Training Programme. Further, TCL has adopted initiatives such as Mentorship and Leadership Coaching Programmes as an on-going developmental strategy for its young upcoming professionals, Trainees, Managers and Supervisory Staff to cultivate and increase leadership competencies within the organization. This model of Labour Management Relations calls for TCL’s guiding philosophy of treating with its people as special and precious continue to be the cornerstone of its cultural change initiatives. In this regard, the Company’s Reward and Recognition Programme has been adopted as one of its strategies for shifting cultural norms from a construct of entitlement to one of reward for performance through recognizing and rewarding creativity and innovativeness, teamwork, continuous learning, employee commitment, performance and long service.This strategy is conceived against the view that “you get the best effort from others not by lighting a fire beneath them, but by building a fire within them” by providing a supportive climate that not only encourages productivity and output but rewards conscientiousness,continued on next page

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diligence, effort, creativity and entrepreneurship. TCL also implemented deliberate strategies to build and enhance communication channels within the organization and among its key stakeholders such as weekly departmental and town hall meetings, monthly non-crisis meetings, focus group session, newsletters, an open door philosophy and a general policy of open communication on issues. These strategies serve as a vehicle for fostering employees’ voice and empowerment and the resolution of industrial relations issues. Through these fora, the Company ensures that its employees understand the vision, business goals and strategies, products and services and employees are encouraged to voice their opinions and concerns to management. Additionally, the mood and climate of the organization is regularly audited through the conduct of employee morale surveys which allows the organization the opportunity to assess employee engagement and satisfaction while developing strategies in collaboration with stakeholders to treat with areas of concern to employees. TCL aims to leave no stone unturned in its quest for world class Health, Safety & Environment (HSE) excellence by offering a wide range of educational/training programs which can benefit employees both in and out of the working arena. The Annual Safety and Environmental Refreshers which include the Occupational Safety and Health 10-hour program, sensitization on our Environmental Management System and the Occupational Safety and Health Act all seek to educate, empower and influence employees to ensure that all activities are carried out in a healthy, safe and environmentally conscientious manner. For many years, TCL has been engaging in numerous philanthropic activities. In April 2009, TCL was officially welcomed into the United Nations Global Compact (UNGC) as a participant in the Global Corporate Citizenship Initiative which requires compliance with the UNGC’s ten principles under Human Rights, Environment, Labour and Anti-Corruption. This participation also includes the implementation of Corporate Social Responsibility (CSR) activities that extends both within the organization and externally to the surrounding communities and environment. This is evidenced by the Company extending it’s learning and development strategy to the wider community via long-standing partnerships with UWI, UTT and MIC with a view to developing local talent within the country’s workforce through its Apprenticeship and Graduate Trainee Programmes. Since then, the Company has embarked upon several CSR initiatives with a new focus in compliance with the principles of the UN Global Compact. Some of these activities to date include:- Launch of ‘Grey to Green’ campaign aimed at reducing the Company’s carbon footprint. - The establishment of TCL Group Village consisting of five (5) homes at Grant Trace, Morne Diablo as a result of an alliance between the TCL Group and Habitat for Humanity. - Employee’s self-initiated fundraising activities to benefit external humanitarian causes. - TCL and Trinidad & Tobago Manufacturers’ Association (TTMA) pilot project aimed at demonstrating the effect of internal CSR practices on improved productivity. - Distribution of water to residents in Claxton Bay and Mayo for agricultural and domestic use. - Introduction of TCL Premium, an environmentally friendly brand of cement. - Employees’ Haiti Relief effort coordinated by TCL and the Oilfield Workers’ Trade Union (OWTU) Local Branch - TCL sponsored Junior Achievement Company, where TCL employees provide assistance to youths in the fundamentals of entrepreneurship. - Annual Christmas Party for children of the Mayo Village. - Establishment of internal environment committees. TCL’s commitment to such CSR objectives is not obligatory but voluntary and is greatly influenced by our stakeholders. At TCL, corporate social responsibility is not a simple goodwill motivation but it is a way of life within the organization and a way of doing business with external stakeholders. Increased voluntary involvement by employees in CSR initiatives has helped to foster a greater bond with our surrounding communities where most of our employees reside. ****

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LARGE CATEGORY WINNER INSIDE SCOTIABANK’S COCKPIT: FLIGHT RULES 101 Be assured that I am not an aviator, so I will not attempt to give you directions on how to fly. But I will tell you this, despite whatever industry you are in, to see your Company soar, you must establish ‘Flight Rules’. What do I mean by ‘Flight Rules’? Well, with an actual flight, there are rules that need to be developed to direct the course of the flight to the desired destination; you have to assess many things including the equipment and resources you have for the journey and the conditions you’ll be flying in, the time you need to get there and the best path to take, and you need to plan accordingly. It is the same with any Company that wants to have a successful ‘flight’ and achieve its goals, whether you call it ‘Flight rules’ or ‘strategies for success’, there must be principles that the Company can believe in and live by, which will steer the organization to where it wants to go. Allow me to share with you, the ‘Flight Rules’ of Scotiabank Trinidad and Tobago as we soar towards achieving our business goals while ensuring that we are an Employer of Choice. As the Managing Director, I sit in the cockpit, bearing the incredible responsibility to lead, but the beauty about leading a Company such as Scotiabank T&T is that steering the course of the Company is not a one man job but a collective Team effort. And I can tell you; this is one captain who knows the importance of what’s happening in the cabins with the passengers! After Richard P. Young years of working and learning as a leader in other Companies, Managing Director I came to my own personal realization that the cliché isn’t just that it’s real the simple truth is utterly profound…people are the foundation for success. It is the people on board who propel the Company forward and I am honoured to work for a Company whose core principles, strategies and practices recognize and highlight the value of people. For us at Scotiabank it’s about living what we talk about. We find ways to incorporate our core values in everything that we do. That spirit of team is the glue that gels every initiative, every concept, every goal together. And that must begin at home – in the ‘cockpit’! In our peer recognition program employees reward each other under the categories of the core values: Commitment, Respect, Insight, Integrity and Spirit. This tool not only builds the team spirit and the values that are stated as essential for survival, but it more than ever embraces the practices that are preached. At Scotiabank we believe in ‘One Team One Goal’. But the concept of working together towards a common goal would not be effective as a onetime Campaign with a big fancy launch and rolled out to employees in theory. This is one of the key reasons why I work so closely with my HR ‘flight crew’ to ensure that we effectively communicate with employees and get the messages from the cabins into the cockpit – and vice versa! continued on next page

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This means implementing tools that allow two-way communication that is open, honest and comprehensible to all on board, not just as an announcement on the overhead sound system. One thing that I have learnt is that if you don’t really listen to your employees, they will not really listen to you, and even with all the advancements in technology, operations and finance, without people, no real success can be attained, far less maintained. We speak a lot about singing from the same song sheet because goal alignment is key – once we know the song and our parts, the rest is easy. Where our employees can grab hold of the Company vision and hold it in their hearts as their own, the sky is truly the limit. So how exactly do we do this two-way communication thing? What do we say to our employees and what do they say to us? Well we have several initiatives in place and we continuously think of new and creative tools, but I will share some of the key avenues of communication. If you have ever heard me speak, you would have surely heard the words “Townhalls”, because I believe in them as any pilot believes in ensuring the mechanics have been checked and prior to take-off. My team and I visit EVERY location each for a 2-3 hour meeting in their ‘capital cities’ and we get to share strategy and the journey ahead and of equal in importance, we get to hear what’s working well and not so well. It’s true that the best problem solvers are sometimes the ones at the centre of it. We use as many mechanisms as possible so everyone has a channel they feel comfortable with – whether they be employee focus groups, newsletters, frequent touchbase meetings, surveys, EAP, an ombudsman, a formal chain of communication…just to name a few. Our employee “ViewPoint” Survey is a key mechanism for giving employees a voice, which is tagged to a metric or a measure of these opinions. What’s critical is the action planning that takes place after which puts the focus where employees feel the greatest impact – in the immediate environment they work in. In 2010 we transitioned from assessing employee satisfaction ratings to “engagement”. All the theory and practice certify that an engaged employee has a direct and exponential impact on the company’s productivity and success. One personal observation that I have made which assures me that our employees are proud to work for Scotiabank is their resilience. Like any real flight, there will be turbulence, but I have seen Scotiabankers step forward with passion, live the values and rally together to overcome challenges and create opportunities. Demonstrating the core values of Commitment and Spirit, they learn from mistakes and press on with renewed purpose. And the journey continues. It’s sprinkled with many stops, some long and arduous flights, some testing of the emergency equipment and some where it is a first class experience. With exceptional results come even greater expectations. My Team and I remain committed to the execution of our goals, that we will be an Employer of Choice, ECA Chairman Mr. Ruben Mc Sween (centre) is joined on stage at the Champion with employees who eagerly see Employer Award Ceremony by the Large Category Champions; The Scotiabank to it that the Scotiabank jet soars Team - L-R - Managing Director, Richard Young, General Manager Human Resource, Martin de Gannes, Team Leader, Employee Relations Misty Dorman-Hoin full flight. sein, Assitstant Manager, Benefits Administration, Narderley Rambharat, General Manager, Business Support, Mahadeo Sebarath and (then) District General Captain R. P. Young Manager, Dave Ramsumair ***

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Our Mission

To Advance Employers’ Interest for the Creation of Optimum Sustainable Value for all Stakeholders

Our Mandate To Provide Employers with Quality Representation at the Organizational, National and International Levels in Order to Ensure the Strength and Success of the Employer Community for the Socio-Economic Well-Being of the Nation

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What We Do? - Advocacy and Representation of All Employment Issues - Free Telephone Advisory on Labour Legislation, Industrial Relations, National Standards on Working Conditions and Human Resource - Research: Compensation Surveys, Labour Market and Employment - Publications - Compilation of Wages and Salaries; Collective Agreements and Industrial Court Judgments, etc. - Outreach: Informative Website, Radio Series, Subscription to Employers Voice Magazine, information via email - Forming Alliances/Networking - Meetings on various topics of interest - Employers Solution Centre Limited provides Training, Human Resource and Industrial Relations Solutions in addition to any other consultancy request at discounted membership prices

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SMALL CATEGORY WINNER SHELL TRINIDAD LIMITED STRIVING FOR EXCELLENCE Shell values its employees and strive for excellence in all aspects. Our core values are honesty, integrity and respect for people and this is reflected amongst our staff and we maintain these standards. We place a lot of emphasis on HSSE Health safety and environment and ensures a safe working environment. We engage our employees on whatâ&#x20AC;&#x2122;s happening in the business and provide a very open environment for employee feedback, Shell believes in very open communications. Our Shell people survey which is a annual feedback benchmark for employees demonstrate excellent results regarding pride in working for shell and recommending Shell as a good employer. We recognize and reward our employees training and development play Kathy Ragoobarsingh, Human Resource Manager accepts the award for Shell Trini- a key role in sustaining overall dad Limited as they are named winners of the Small Category from ECA Chairman good performance from staff Ruben Mc Sween members. We have also introduced our Shell Open University which allows staff to develop and upgrade themselves in the several courses that are available - thousands of courses/training programmes are accessible via the Shell Open University. Additionally we contribute to the society - sustainable development is of high importance to us. We offer scholarships - centenary scholarships annually and we continuously abide by our business principles. The investment in our people, through a strong employee value proposition, has attracted and retained a workforce that is motivated, meet customers needs and develop our business into the future. Our people are our strength. At times if a staff member chooses to leave (which is rare) within months he/she requests to return. This is attributed to the family atmoshpere that prevails amongst all members of staff. Diversity is important to us - we provide an inclusive working environment, developing talent, investing in leadership at all levels, and sharing experiences. Additionally, we celebrate every festival e.g. Divali, Eid, Emancipation Christmas and all others, everything is organized by the employees for the benefit of the staff. ***

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COATES BROTHERS (CARIBBEAN) LIMITED #12 LABEL BOULEVARD TRINCITY INDUSTRIAL ESTATE TRINCITY PHONE: 868-640-9835/1923/5354 FAX: 868-640-3112 www.sunchemical.com 16

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Voice of the Employer Vol. 2. 2010

The following Companies were the Small Contenders • • • • •

COATES BROTHERS MALABAR FARMS SHELL TRINIDAD LIMITED TIGER TANKS VENTURE CREDIT UNION

WINNERS SHELL TRINIDAD LIMITED

Kathy Ragoobarsingh, Human Resource Manager accepts the award for Shell as they are named winners of the Small Category

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COATES BROTHERS GIVING ITS BEST TO EXCELLENCE Coates Brothers Caribbean Limited has been in existence since 1968 and has certainly stood the test of time. We have employees that have spent a complete working career here like: - Anthony Boodramsingh - Yvette Del Pino - Prakash Daber We have loyal customers and suppliers that stayed with us through good and bad times. As a “new kid” I started as a technician at Coates just as I completed my final exams at UWI. Everyone was eager to teach me; I had a boss who was academically inclined, I got my practical lessons from the production unit and I had to do technical service. It was baptism by fire. As the years rolled by I gained experience in all areas of the business and “grew up” in the business alongside the other employees. Then one day, I became the “Boss”. My understanding of the complete organization and the workforce was called to test. I knew every employee by first name (that wasn’t hard as we were small) and a little about their lives. I was no longer a peer. So what was the magic spell? OSHA Awardee 2010 From Left: Suzetta Ali, CEO and Brenda Payson-Young, Customer Service Representative

- Understand your employees - Understand the needs of your business - Understand your customers - Understand your suppliers - Understand and accept that you will not be liked by everyone everyday.

The art of communication and knowing the individuals play a vital role. You have to not just hear but listen to what is being said and understand what is not being said. At the same time assert your role as not just a manager but a leader. A General always leads his army fearlessly and is not afraid to seek advice from his foot soldiers. Such is the case. I try to lead by example as many times I can be found in the lab or on the production floor assisting. I even assist in deliveries. No task is beyond me and by that action I am part of my organization and not an executive spectator. continued on next page

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Voice of the Employer Vol. 2. 2010

I have an open door policy and no employee has to make an appointment to see me. They call me directly on my cell when I am not in office. In short I am accessible. I invite their opinion on issues affecting them and we have informal meetings about our customers, projects and even the status of the company. There may be sometimes when an autocratic style is used especially when it comes to meeting customer requirements but mainly a participative approach to internal issues is used. At the end of the year, I get the same gift as everyone else; not because I am the “boss” means I get something different. In other words, your job function does not make you less important or not deserving of the same gift that the CEO gets. We assist at Christmas time by giving each employee vouchers to utilize at the supermarket and we have an “Appreciation Luncheon” not a Christmas party as some members of our organization do not celebrate Christmas. We embrace all beliefs. This year we won the OSHA award in small business and this reflects our commitment to the safety of our employees. ***

Suzetta Ali, CEO, Coates Brothers Caribbean Limited accepts Finalist award for the Small Category from his Honour Cecil Bernard, President, Industrial Court of Trinidad and Tobago

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To achieve the highest quality service in some of the most demanding markets, Tiger Tanks Trinidad Unlimited (TTTU) empowers and educates its single greatest asset, its employees. Our people are our strength. They provide our resource base and determine our integrity, reputation and vitality. Our core values are Timeless, Teamwork and Commitment. At TTTU, workers receive extensive amounts of training in their respective fields of work. Recently, our troops underwent general and confined space rescue training. Thus, it is ensured that our workers are fully equipped with the knowledge that they require to perform outstandingly both on and off the jobsite. It is the policy of Tiger Tanks Trinidad Unlimited to ensure that all of its employees are provided with a work place safe from recognized hazards that complies with established Safety Standards, provisions of the Occupational Safety and Health Act, other applicable local and international safety codes. The company is also committed to ensuring that its operations are performed in a manner that minimizes any negative impacts on the environment and that compliance with any local (and in the absence of local), international environmental laws, regulations, policies and codes of practice is achieved. Application of technology is the key to providing added value to our customers. As such, TTTU stays on par with new technological advancements in our area of expertise. These developments aid in both increasing the efficiency of our employees and reducDennis Latif ing their workload. Thus, our employees work with cutting edge technolGeneral Manager ogy and software to improve the service experienced by our customers. This recognition of our performance is the measure of our success and our means of achieving sustained growth. TTTU ensures the integrity of its equipment with a disciplined combination of rigorous inspections, testing and maintenance programs which are all undertaken by competent operatives. TTTU prides itself on identifying each client’s unique needs and responding with a rapid flexible service that meets and exceeds client’s expectations in terms of price delivery, products and support. Only by setting ourselves high standards and monitoring our performance can we strive for continued improvement. Our employees are always encouraged to work towards excellence in all of their endeavours. Subsequently, TTTU aids its employees in recognising their full potential by performing evaluations based on their performance. From these evaluations, employees gain valuable insight into their roles, functionalities and performance in our organization. Thereafter, they are encouraged to achieve their goals and reach their maximum potential. continued on next page

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Voice of the Employer Vol. 2. 2010

In addition, the company is provided with feedback indicating methods of which we can facilitate them in their developmental process. Thus, TTTU works hand in hand with its employees to ensure that it achieves a fully developed workforce capable of maintaining and raising our standards. Tiger Tanks Trinidad Unlimited has established a framework for the achievement of the company’s environmental, health and safety goals and objectives. We are committed to continually reviewing our ongoing programs in order to ensure its appropriateness and continued suitability. As such, management constantly explores any innovative ideas and new technology in connection with our field of work. Our latest acquisition, of which TTTU is the first company in Trinidad and Tobago to invest in this type of technology, allows for a faster treatment of hazardous waste whilst not perilously affecting the environment. TTTU places the highest priority on the safety and well-being of people, the preservation of property and protection of the natural environment. Our company has recognized that employees are our most cherished assets. As such, TTTU is committed to ensuring that its employees can function in an atmosphere where mutual respect and open communication are facilitated and welcomed on a continuous basis. Thus, TTTU makes every attempt to allow its employees to achieve self actualization in accordance with Maslow’s Theory. This is done by involving our company in a series of community based projects. Our community of La Brea has received support in the forms of; Adult Literacy Classes and Sponsorships for various activities such as the Fyzabad Community Football League, La Brea Youth for Christ Exhibition and Guapo Government Primary School’s Sports Day. Additionally, TTTU washed and cleaned all the tanks at the Guapo Government Primary School and by extension participated in the Inter coastal clean up on the Vessigny beach located a stone’s throw away from the company’s headquarters. TTTU takes pride in its employees and ensures that they are at the heart of every operation ventured. Thus, each employee is treated and respected as an upstanding individual of society. Our company ensures that employees work in a friendly and safe environment. At TTTU our employees are not just our co-workers, they are our family. ***

The dedicated Team at Tiger Tanks Trinidad Unlimited

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WITHOUT GOOD GOVERNANCE, WE ARE DOOMED TO FAILURE

continued from page 7

Respect for institutions is important and necessary and, in this regard, the hierarchical order, comes into play. Generally, in business organizations, there is room for style, individual and collective. Some are less formal than others, but once the levels of formality and informality are established, they ought to achieve their business objectives. The impediment to that achievement, however, may well lie, sometimes, in a possible blurring of lines, as a direct result of informality which does not make quite clear, who is in charge; in other words, where informality causes the hierarchical order to dissipate. As for institutions outside the private sector, as well, it is important that the levels of authority, the rules of engagement, final responsibility, be clear and be well understood by those who make policy and those who are charged with putting it into effect. At official level, there can be no room for misunderstanding and misinterpretation of the governance structure, even as mechanisms are put in place for embracing the idea of participation, at all levels. In sum, Ladies and Gentlemen, good governance inculcates order, which is a necessary ingredient, if you will, for maximizing the abundant human and natural resources with which we are blessed. Without good governance, it is easy to indulge in frenetic activity, without thrust, thereby missing the opportunities that present themselves, or which we ourselves create, to be as successful a people as we can be. ***

His Excellency Professor George Maxwell Richards, President of the Republic of Trinidad and Tobago and Her Excellency Dr. Jean Ramjohn-Richards are presented with tokens of appreciation from ECA Chairman, Mr. Ruben Mc Sween

The Employersâ&#x20AC;&#x2122; Consultative Association of Trinidad and Tobago

Voice of the Employer Vol. 2. 2010

The following Companies were the Medium Contenders

• • • • • • •

EASTERN DIVERS COMPANY LIMITED MAGIC MIST SERVICES LIMITED LAKE ASPHALT TRINIDAD LIMITED PHOENIX PARK GAS PROCESSORS LIMITED TRINIDAD AND TOBAGO MORTGAGE FINANCE THE BUSINESS SUPPLY GROUP TRINIDAD CEMENT LIMITED

WINNERS TRINIDAD CEMENT LIMITED

Keith Johnson, Human Resource Manager accepts the award for TCL as they are named winners of the Medium Category

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EASTERN DIVERS COMPANY LIMITED CORPORATE CULTURE: SHAPING THE ENVIRONMENT OF A CHAMPION Surviving thirty-six years in a highly competitive and hostile business environment, there are many things as Chief Executive Officer I have had to learn and change along the way. Today, having the responsibility of leading a Group of Companies spanning Marine, Emergency Response (Fire, Medical, Rescue etc.), Training and Development Services, I know that “business as usual” won’t work anymore, nowhere in the private sector, government, or in NGOs. As stated by Jack Welch, CEO and Chairman of General Electric, “if you are still doing things now the same way you did them five years ago, you are probably doing some things wrong.” The reality is that there have been fundamental and sometimes traumatic changes in the business world, and individuals in organizations have changing expectations about their jobs and about their leaders. Long-term corporate loyalty and related safety nets seems to be things of the past. The current generation of workers will not normally tolerate command and control leadership. They multi-task, make more career shifts, handle expanding responsibilities and expect opportunities to grow. They have come to expect more reasons to excel than merely producing profit for someone else. Within the Eastern Group of Companies, we, as a management team, have drawn from these diverse experiences, and would like to highlight one such area, which has been a critical element in shaping and sustaining us as a champion employer. Over the years, we have come to recognize that much more than systemically analyzing the market, studying our competiZita Phriday-Lewis tors, crafting a strategic agenda in response to global changes and Chief Executive Officer challenges, is the effective management and on-going development of our human resources. Locating these developmental initiatives within a corporate culture that embraces core values such as integrity, trust, openness and teamwork, among others, has been a major contributor to our phenomenal success. While the mission and strategic objectives provide the “what” to be achieved, our core values emphasizes “how” the mission is to be accomplished. Modeling these documented core values from the top has provided a framework and environment within which productive, motivated and happy employees excel. Indeed they are our best advertisement, and as they interface with you, our cherished stakeholders, our reputation is enhanced by your positive endorsement. Instilling a culture of Integrity, ethical behaviour, and compliance has not been an overnight experience. We recognize that while the scandals of the past may presumably be behind us, their legacy lives on. At a time when shareholders’ perception and confidence in businesses are at its lowest point, it is even more critical that our managers and staff understand and comply with the myriads of complex new regulatory requirements developed to ensure fair and equitable trade among businesses and individuals, for “a good name is rather to be desired than much gold.” Our strategy for creating and sustaining this corporate culture embraces the following: 1. Focusing on our top managers, from whom the character and spirit of the organization resonates. In this environment of complex anti theft/bribery/corruption regulatory requirements, we could not assume that simply having effective procedures and policies in place, the ‘tone’ of the organization would be set. It is of critical importance to have leaders in positions that are truthful, honest and fair, just as they expect their staff to be. continued on next page

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Voice of the Employer Vol. 2. 2010

2. Promoting transparency at all levels in the Group. Creating a culture of discipline and integrity requires that the entire management team reflect those essential qualities/values. Employees generally mirror the behaviour of managers, not just what they say. Sustaining this culture requires continuous and repeated effort to ensure the principles are taught, inculcated and emphasized at all levels in the organization. 3. Encouraging direct and honest communication with employees. Senior managers are encouraged to connect with employees face-to-face, not simply through memos and emails. Managers are encouraged to be honest, open and direct about expectations, and vice versa, a message that sometime needs to be repeated before it is fully practiced. In the absence of 800 numbers, employees and others are able to complain about things theyâ&#x20AC;&#x2122;ve observed without fear of retribution. 4. Compliance requires management support. Establishing a culture of compliance isnâ&#x20AC;&#x2122;t something that can be delegated. Our ISO 9001:2008 Quality Management System demands that Managers and supervisors who lead staff be knowledgeable and supportive of all the initiatives/programs fostering compliance and continuous improvement. 5. Empowering employees. Employee involvement in the design, development and implementation of all relevant initiatives creates a feeling of being a part of the team that values and encourages them to be ethical. Behaviours that are consistent with all of our core values are rewarded at our quarterly Reward and Recognition Programs. 6. Periodic reviews. Our on-going audit/review program is designed, among other things, to ensure compliance with all our programs/initiatives. This includes consideration of how effectively our service delivery/initiatives are working, and whether there is need to make necessary adjustments and address complaints. Finally, we at Eastern seek to be a good corporate citizen in all aspects of our operations and activities. To this end, we have brought together a series of operating principles under the broad heading of Corporate Social Responsibility (CSR) to serve as a guide to employees in all aspects of their work for the organization. In promoting ethical business conduct, the principles of accountability, honesty and integrity among others, in all aspects of our business are valued. In so doing, we ensure: i. ii. iii. iv.

Fair treatment of all employees and clients; Transparency of our business practices; High standards in all matters relating to health, safety and the environment; and Ethical business practices throughout our operations, internally and externally.

We recognize that the involvement of our employees is key to the future success of the business and we have for many years adopted a policy of keeping employees fully informed on all matters affecting them. As we continue to operate in this highly competitive industry, we are confident that this positive corporate culture will continue to shape for us, the environment of a champion organization. ***

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PHOENIX PARK GAS PROCESSORS LIMITED CHAMPION EMPLOYER FINALIST EMBRACES CORPORATE SOCIAL RESPONSIBILITY Since its inception in 1991, Phoenix Park Gas Processors Limited has recognized its social responsibility to national growth and development. The earliest manifestation of this was the establishment of a committee of volunteers known as the Philanthropic Contributions Committee. To date, this committee is responsible for evaluating and approving requests for financial and technical assistance from national and community organizations especially nongovernmental organizations (NGOs) and community based organizations (CBOs). However, as the company embarked on larger social projects and enhanced its internal policies and governance systems, it recognized the need to streamline its corporate giving, by separating philanthropy from corporate social responsibility.

Eugene Tiah Cheif Executive Officer

In 2009, PPGPL’s emphasis on corporate social responsibility was to create an overarching framework which would govern existing and future initiatives. This framework is strategically aligned to the company’s business objectives and corporate vision. It is in the company’s approach to constantly improve all aspects of its business that resulted in Phoenix Park Gas Processors Limited being a finalist once again in the ECA’s Champion Employer Award.

PPGPL has taken a few steps to advance its CSR agenda. The company is an active member of the Energy Chamber’s CSR Committee which is the leading organization that focuses on developing CSR in the corporate sector in T&T. Through this committee, the company is able to positively influence the growth of this important aspect of doing business in today’s world. PPGPL was also the winner of the Energy Chamber’s CSR leadership Award in 2008 and was a finalist in 2009. continued on next page 26

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Voice of the Employer Vol. 2. 2010

Another feature of PPGPL’s CSR focus is through community relations. As part of its thrust to be a responsible business in the communities within which it operates, the company completed a Community Needs Assessment for its pipeline and fenceline communities to get a better understanding of the needs of the communities from the communities’ perspective. The report which captures the outcome of several meetings with community groups and organizations, gives PPGPL a clear path forward in designing community plans that meet the specific needs of communities instead of using a “one hat fits all” approach to their development. As far as PPGPL is concerned, CSR means more that sponsoring a onetime activity. The company is interested in sustainability, transparency, good governance and corporate alignment. Projects pursued under CSR must reflect these core principles. In terms of the social aspect of CSR, projects are either selected or developed in-house. There must be a corporate fit with projects chosen. In other words, PPGPL will not support a project that contradicts any of its core values or policies. Further to this, the company focuses on areas of safety, education, socially disadvantaged, youth development and the environment. In recognition of its 17th consecutive year of no accidents or incidents, an internationally recognized safety milestone, achieved in 2009, PPGPL initiated a national road safety campaign. The project is being implemented in 2010. The company chose to address directly the carnage on the nation’s roads, an issue aligned to its safety philosophy that all accidents can be prevented. ***

PHOENIX PARK GAS PROCESSORS LIMITED MOST VALUABLE ASSEST THEIR TEAM

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Voice of the Employer Vol. 2. 2010

THE BUSINESS SUPPLY GROUP PERSONAL COMMITMENT TO PERFORMANCE The Business Supply Group Ltd. (BSG) is the umbrella organisation for two companies, BOSS and SCRIP-J. These deliver quality products and services in the areas of office supply and printing respectively – the total Business Solutions provider. Working under this umbrella, we are able to ensure that our goals and synergies are maximised. BSG is the market leader in its field and we are perpetually evolving, with new products and services constantly added to our portfolio while existing products are always being improved. With this growth comes constant opportunity for development. We are excited to have our employees grow with us and we rigorously pursue opportunities for their personal development. Our success is the result of our pursuit for excellence and our personal commitment to performance and accountability. We value our customers highly and our employees even higher. What makes us a Champion Employer? - our Human Resource Management and Industrial Relations Policies and Procedures. As an organisation Policies and Procedures are key elements in ensuring objectivity and consistency when managing employees regarding HR and IR. BSG has clearly defined HR/IR Policies and Procedures that are well communicated to all our employees. Our HRM Policies and Procedures falls into the categories of Recruitment / Selection and Orientation, Succession Planning, Wages and Salaries Administration, Health and Safety and the Environment, Performance Management and Training and Development. While our IR policies falls under Hours of Work, Probation, Termination of Employment, Statutory Deductions, Leave Entitlements, Pension, Medical and Life plans to name a few. Our Managers and Supervisors are constantly trained and coached in these areas to ensure compliance. Our systems are well structured and ensure that there is proper documentation, for future reference and follow-up. The key to successful HR/IR management is documentation; once done in conformance with set standards renders the entire process less complicated and easier to manage. Communication also plays a vital role in managing your employees. Having good systems, policies and procedures are great, however, employees are a vital part of our organisation and they need to be constantly communicated concerning the organisation’s operations, therefore, at BSG all our plans are well communicated to our employees so they don’t feel left out and it is great in particular when employee “buy in is required”. All new policies/ procedures are communicated to our employees before implementation. BSG will continue to strive for excellence, as we recognise that our Human Resource is a key component for the future growth and development of our organisation. We will continue to evolve and keep abreast of current HR/IR developments so that with continuous improvement our organisation will develop the reputation of being the preferred place of employment. ****

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Voice of the Employer Vol. 2. 2010

The following Companies were the Medium Contenders

• ATLANTIC LNG TRINIDAD LIMITED • BPTT • SCOTIABANK TRINIDAD LIMITED

WINNER SCOTIABANK TRINIDAD LIMITED

Richard Young, Chief Executive Officer accepts the award for Scotiabank as they are named winners of the Large Category

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Yet another child has been murdered after suffering sexual abuse. The same week that hit the news media, there were two other reports to the Coalition Against Domestic Violence of abuse to boy children, one damaged so badly that his sphincter muscles may need surgery. Like most reports of abuse to children, these never got into the papers. There is an appalling lack of counselors to help them and their families, which we are trying to address. We need help to help abused children and their abused mothers. We have no government or external funding to keep the Coalition alive, and we really are struggling. Will you help us? If you can manage a standing order of at least $100.00 a month we may be able to keep going. It is not much (less than a bottle of scotch) but it will enable us to keep on helping the victims of violence and abuse that come to us. Make a donation in the name of your own child, or someone you want to honour this holiday season. We have an account for donations at Republic Bank, Park Street, number 180-457805-001 and an e-mailed instruction to your bank will usually suffice to set up a standing order. If not, the attached note should be adequate. It is what we do to fight violence in our society. Will you be part of our fight? Hopefully

Diana Mahabir- Wyatt CHAIR Coalition Against Domestic Violence _____________________________________________________________________ SAMPLE STANDING ORDER Date ... , 2010 Name of bank Address Dear Manager, Would you be so kind as to send a standing order of$100.00 monthly to the Coalition Against Domestic Violence at Republic Bank, Park Street, # 180-457 -805-001. This should come from my account # Many Thanks, _____________________________________________________________________ This one step can help thousands

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TALENT MANAGMENT IN 2010: FOUNDATION FOR GROWTH Brenda Lee Tang, FCCA Head - Corporate Development, ACCA CARIBBEAN Brenda Lee Tang is a Fellow of the Association of Chartered Certified Accountants. As Head of Corporate Development, ACCA Caribbean, Ms. Lee Tang leads ACCA’s business and key relationships in the Caribbean and is responsible for advancing ACCA’s strategy in the region.

The current economic climate means that survival is the primary focus for the majority of Caribbean businesses. But a new report by ACCA (Association of Chartered Certified Accountants) is advising organisations not to compromise talent management in the race to drive down cost as we believe good talent management practices lay the foundation for business growth, and are at the heart of value creation in the knowledge economy. Our report, called Talent management in 2010: foundations for growth, concludes that although talent management practices are becoming more widespread and more highly regarded, there is still an informal approach to finance talent development in many organisations around the world. The survey of more than 1,400 individuals from 105 countries shows that talent development programmes were hit in the downturn, recruitment was frozen and investment in training reduced. ACCA’s concern is that businesses strategies of cost cutting will damage the prospects of an organisation’s long term growth. Our view is that even in these difficult times, staff cuts should always be a last resort. Rather, we believe that it is now a good time for businesses to invest in their current talent pool and to add depth to their existing skills through continued investment in training and professional development. It could be as late as 2010 or 2011 before the world begins to emerge from the current economic situation, but when the upturn in the economy does arrive, you do not want your business to be at risk as a result of short-term thinking in the past. Respondents claimed that the biggest limitations on talent management programmes were that the company had higher priorities, or that the cost of the programmes appeared to be too expensive. As a result, many organisations have extensively cut their investment in training and development. ACCA believes it is vital that talent management remains a top priority and that funding should not be heavily cut, with our report saying: ‘organisations will depend upon the talent they employ. Human, not physical, capital will be the global currency and the primary organisational asset.’ Creativity is called for when it comes to keeping talented staff. continued on next page

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Voice of the Employer Vol. 2. 2010

There are alternative ways to reduce staffing costs without compulsory redundancies. Reducing the working week or implementing caps on staff pay can save money temporarily. When the upturn begins these strategies increase firms’ ability to retain talented staff, rather than footing the bill for a costly and timely recruitment process. Businesses that are poised to recover first will also have the opportunity to tout for talent from competitors in a more disadvantaged position. Some organisations have retained budgets for talent management. Just under 50% of respondents in the report claimed that reductions had not been made. However, in these cases where companies have not cut the budget for talent development their current talent strategies are not delivering the benefits they should be. Our survey suggests that, at present most talent management practices are informal, sometimes run in isolation, and often functionally based without being part of a wider plan. In order to create a successful programme, a formal and coherent plan for the entire organisation is needed. It is reported less than 20% of respondents claimed that their organisation had a talent management strategy available to all finance professionals and that was cross-organisational.Present strategy appears to be focused on management level, rather than on developing younger talent - who will be the leaders of the future. Currently ‘many organisations are not using an appropriate blend of development activities to develop their finance talent and some activities may not be generating proportionate benefits.’ There are a wide range of development activities to nurture talent, the report disappointingly finds that the majority of organisations do not utilise the entire range and tend to focus on one aspect. The following list denotes the most popular (in order): o Training courses o Seminars o Conferences o Coaching and Mentoring o Pursuing professional qualifications Training tools which are perceived to be effective may not always be utilised, with regards to coaching ACCA’s 2008 report on coaching concludes that it ‘remains an aspiration rather than a reality for most organisations that employed finance professionals; however it is highly valued as a development tool.’ This suggests that development tools which companies theoretically recognise as useful often go un-practiced. Ensuring that the most useful programmes are implemented and focusing on the entire team not just management is instrumental to successful talent management. The report finds encouraging statistics that finance professionals recognise the merits of talent management as part of long term strategy, almost 70% considered it ‘very important.’ Larger organisations generally had implemented superior development programmes, but regardless of size most recognise its importance. When properly harnessed the talent management programme produces: better succession planning, the addressing of skill shortages and the retention of key staff. In the upcoming years, there will be greater recognition of the importance of knowledge and skills that employees can bring to their organisations. Leveraging people’s talents will be the difference between good and truly great business performance. In the race to pull out of crisis those who keep development programmes will do so faster and have the capacity to tout the best talent from competitors. ***

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ION EMPLO P M YE A R CH

Voice of the Employer Vol. 2. 2010

TOOLKIT

CALLING ALL EMPLOYERS ARE YOU A CHAMPION Do You: - Have Strong Management Policies? - Make sure that OSH is on your Agenda - Give Equal Opportunities? - Focus on Staff Development? - Think Green? - Give Back to Your Community? - Have a Recognition Programme? Then you are a Champion Employer Let us reward you! Nominate your Organisation to be the Next Champion! Competition begins 01 January 2011 Visit www.ecatt.org to download the application form and start your registration today! For further information please contact: Marsha Gomes or Sharmila Debideen at 625-4723 ext. 226/242 www.ecatt.org E-mail: mgomes@ecatt.org or sdebideen@ecatt.org

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CHAMPION EMPLOYER TOOLKIT Guide for Employers to become the next Champion CATEGORY A.

ADVICE

MANAGEMENT SYSTEMS

A management system is the framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives

Your mission statement should make mention of your employees

This section looks at the Company’s 1. Mission Statement 2. Core Value Statement 3. Code of Ethics or other similar document B.

INDUSTRIAL/EMPLOYEE RELATIONS

This section looks at the Company’s Employment Policies as it relates to: 1. Union 2. Collective Agreements 3. Communication Mechanisms 4. Dispute resolution procedures

This can be in the form of a notice board, emails, memos, training, staff meetings etc. Sample Grievance Procedure A grievance is a complaint which has been formally communicated (either orally or in writing) to Management regarding the real or perceived violation of the contract of employment and/or any established principle or practice of good industrial relations between the Worker and the Company. STEP ONE (1) A Worker who has a grievance must bring the matter to the attention of his/her immediate Supervisor orally or in writing within specific (No. of working Days) from the time the matter first arose. The Supervisor then has (No. of working Days) to resolve the matter. STEP TWO (2) If there is no satisfaction by the Aggrieved Worker he/she can refer the matter to the Grievance Handling Committee. Within No. of Days days of receipt of the complaint, the Chairman of the Committee will then appoint a threemember panel (of which at least one person would have experience in the field of Industrial Relations to hear and determine the said matter. The Committee will then have (No. of Working Days) to resolve the matter. STEP THREE (3) If there is no satisfaction at Step (2) the Aggrieved Worker may refer the matter to the CEO. The CEO may then appoint any number of persons, within or outside the organisation to hear and assist in resolving the said Grievance. The CEO then has (No. of Working Days) to resolve the matter.

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C. OCCUPATIONAL HEALTH & SAFETY This section looks at the Company’s OSH Policies and Prcatices - Are you OSHA Compliant? - Do you have a Policy that is consistent with the OSH Act of Trinidad & Tobago - Do you have a joint management/employee OSH committee - Are your OSH beliefs known to employees and is it translated in your action? Wellness committee that provides information to staff on health and wellness and encourages the team by hosting events that promote the importance of good health and well being are also encouraged.

http://www.ttosha.com/ Officers at the OSH Authority can be contacted for advice on how to become OSH compliant. The ECA also has booklets from the OSH Authority on the duties of both the Employer and Employee. You can call our office at 625-4723 ext. 242 or contact the OSH Authority directly to obtain a copy.

OSH Act: http://www.ttparliament.org/publications. php?mid=29&alpha=O&activetab=1 You can also call the ECA to obtain a copy of OSHA’s booklet on the Guidance on Safety and Health Committees or please visit the OSHA Authority’s website.

D. HUMAN RESOURCE MANAGEMENT This section is specific to how you treat your employees - Do you have an Employee Handbook/Manual - Do you have other policies - HIV/AIDS, Sexual harassment policy, Gender equality? - Is there opportunity for promotion with Internal job postings? - Do you have Leadership development programmes including coaching, training and executive development? - How much time does your employee get each year in training and re-training - Do you have an Employee Assistance Programme or make one available to staff on request? Companies can contact Families in Action for information on obtaining assistance for employees such as counseling if needed. They can be contacted at: 622-7337/6952 or this service can be provided by hiring qualified persons on the job to deal with such issues

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This sets out all the requirements, rules etc. for the employee whilst employed at the organisation – The ESC, the ECA’s subsidiary can assist you with the creation of a policy if your organisation is in need of one or can also make amendments to existing policies. You can call them at: 625-4723 ext. 243/231 The Ministry of Labour has issued a National Workplace Policy on HIV/AIDS May 2009 Booklet which provides guidelines for companies to follow in creating a policy. Your policy should not be less than what is stipulated in this booklet. The ECA can be contacted for a copy or you can visit the Ministry’s site at www.labour.gov.tt

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E. TRAINING AND DEVELOPMENT This section refers to the percentage of your workforce that received direct training in 2010. You should attach on a separate page, the general positions of employees who received training in 2010 and in what areas (i.e. managers, supervisors, administrative and technical staff, etc.). Training and Development can be either InHouse or external. In-House sessions can be as simple as management delivering on a particular topic such as customer service or any area that is important to the company. This must be backed up with sufficient evidence that training did occur.

F. CORPORATE SOCIAL RESPONSIBILITY This section refers to your External and Internal CSR policies in 2010. Your work with your employees is as important as your work with your environment and community.

If you wish to develop a recycling drive at your workplace you can contact SWMCOL at: 625-6678/80 or e-mail them at: info@ swmcol.co.tt. There are several ways you can assist the environment. By adopting simple practices such as taking off the lights in the office at the end of the day, not printing unless absolutely necessary and the planting of new trees and plants around your office and home if possible are just some of the ways you can help save the environment. Assisting your community can be any form of financial assistance to the less fortunate, schools, orphanages etc. Whatever you do to ensure that the environment in which you operate or the country at large benefits in some way.

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Voice of the Employer Vol. 2. 2010

G. EMPLOYMENT CREATION This section refers to your hiring practices 1. Your permanent or temporary, full-time or part-time workers from among the following groups

Formula: No. of Employees at the end of 2009 No. of Employees at the end of 2010 x 100

Do you have a policy for hiring - The physically or mentally challenged? - Gender equality? - Persons below 25 or over 55 years of age?

H. RECRUITMENT, RETENTION AND RECOGNITION 1. Mentoring and succession planning 2. Non-discriminatory recruitment practices 3. Effective rewards for varying employee levels 4. Incentive based programme initiatives 5. Recognition strategies (public and private)

35. Effective rewards for varying employee levels â&#x20AC;&#x201C; Rewards can be either monetary or non-monetary. Some non-monetary ideas include: Flexible working time, extra vacation days, thank you notes, introducing new office games which boost the morale of the entire office. The following website provides an extensive list of innovative ways to reward your employees. http:// www.hrworld.com/features/25-employees-rewards/ 37. Recognition strategies - There are several ways your firm can choose to recognize employees. These can be through staff meetings, displaying staff employee of the quarter winners in the waiting room of your building, through the internal and the external newsletter or company website just to name a few.

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The Employersâ&#x20AC;&#x2122; Consultative Association of Trinidad and Tobago

Voice of the Employer Vol. 2. 2010