HPWS Certification - SEA

Respect Capability of all Colleagues

• Maureen, OTC Manager, allows her direct reports to use their capabilities and make decisions independently

• Leaders are in full command, and in control of their current situation, and solely decides on every single matter no matter how big or small.

• Joseph, CSL Lead, gives recognition in public and constructive feedback in private.

Common Objectives

• Each member of the leadership team has different goals, which enables them to cover all issues and concerns.

• All members who are involved in the meeting have an equal seat when it comes to the decision making process

• CS&L Function has a limited number of objective and a set of concise metrics.

Effective Team Work

• Charity, CS&L Lead, recognizes and celebrate team success when her line exceed expectations

• Each function makes a decision of his own, work on his own, and does not coordinate with others.

• Employees in CSL “look out for each other” as they have deep trust for all team members

Informed People Making Timely Decisions

• There is regular communication and understanding of business performance at all levels (good and bad) with no data withheld.

• Nelson, Warehouse supervisor focuses so much in his own work, to the point that he doesn’t know how his work fits in to the ‘bigger picture’

• In a OTC sub function, shared decision making is present, which results into job fulfillment and sharing of responsibility

Focus on Delivering Business Results and 100% Employee Involvement

• Demand Planner’s achievement is measured on how his contribution impacts the compelling business need.

• All of the CSL Colleagues have SMART goals

• Nora, CLD Manager, ensures that all projects are on track and resources are effectively deployed in line with the function’s goals

Managing by Principles

• Rules are always followed. Rule books and policy dictate action without consideration of principles.

• Colleagues at all levels share a common mindset around principles which allows healthy debate, better decisions & reinforcement of principles

• People are treated as they want to be treated - and consistent with our principles

Skills and Contributions Based Rewards

• The reward system is communicated regularly so all colleagues understand how and when to use it

• Paul, Log Ops Manager, is proud of his team reward system and like to tell external people about it

• Rewards are fair, equitable, consistent and transparent (not based on years of service)

Continuously Improving Organization

• We assumes that everyone they hire is a technical expert already, therefore no need to upgrade skills

• Ernie, Import Planner is multi-skilled and able to work outside Log Ops Team

• Leslie, CS&L Lead supports the career framework and encourage colleagues to gain multi-skills

Goal Setting-Problem Solving; Drive to Zero Losses and Defects

• Employees in Distribution Center are keeping their area defect free.

• Employees in the OTC are working and driving towards loss elimination and can take you through the losses they have eliminated in the last three months.

• Aaron, DP Lead is solely responsible for all the KPI his direct reports own.

Assessment and Renewal

• Greg, a Logistic Admin, is always looking for ways to assess the current way of working and create improvements.

• CSL does not sacrifice the long term to meet the short term needs.

• As CSL Team, we proactively partner with our customers and consumers to win together.