Chivas Performance Guidelines v.Jun 2018

Guidelines

Published March 2018

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Introduction

In line with Pernod Ricard, we want to achieve leadership. How we define that leadership goal within Chivas Brothers is very simple – from 2017 we want to gain market share, 0.5% every year for the next 3 years.

Underpinning all of this is you , our team .

As a focused Scotch business, we have an exciting opportunity to really drive our business and brands forward. And it is by being fully united and aligned, that together we will generate even greater impact in our markets and with our consumers. Only through a high performing, engaged and motivated team will we achieve our goals, therefore it is critical we maximise the potential of each and every one of our people. Our performance management process is designed to provide clarity on our business aims and objectives, helping each of you to understand and recognise your part in contributing to those objectives and provide a mechanism supporting your personal develop, enhancing your skills to become the best you can be. The key element of our performance process is the conversation between you and your manager. This is very much a two-way conversation and the purpose is to provide agreement and clarity on your objectives for the year ahead, discuss personal development opportunities and methods and review progress towards any future career aspirations you may have. One result of this conversation should be the creation of a meaningful learning plan, supporting you in reaching your full potential. The purpose of this e-book is to provide both reviewers and reviewees with a comprehensive guide to the performance management process.

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Contents The Chivas Performance Cycle – at a glance ................................................6

1. Looking Forward..........................................................................................7

Setting Objectives............................................................................................8

Career Aspirations...........................................................................................9

Mobility .............................................................................................................9

Career & Personal Development.....................................................................9

Establishing your Learning Plan ..................................................................10

Chivas CASK and Learning Management System ......................................11

What’s expected of you in relation to the Competencies/Values?.............11

2. Mid-Year Review ........................................................................................12

What happens if changes are to be made to objectives? ...........................13

Pernod Ricard Leadership Competencies ...................................................16

Strategic Vision..............................................................................................19

Entrepreneurship ...........................................................................................21

Results Orientation........................................................................................23

Live the Values...............................................................................................25

Team Management.........................................................................................27

People Development......................................................................................29

Chivas Brothers Values & Competencies ....................................................31

Team Spirit - Leadership ...............................................................................35

Team Work .....................................................................................................37

Communication..............................................................................................39

Interpersonal Skills........................................................................................41

Customer Focussed ......................................................................................43

Delivering Results..........................................................................................45

Doing Things Safely ......................................................................................47

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Problem Solving ............................................................................................49

Creativity & Innovation..................................................................................51

Continuous Improvement..............................................................................53

Assessing Competencies/Values .................................................................55

3. Looking Back Meeting – The Approach and Process .............................57

Key Steps of the Looking Back Meeting ......................................................58

Manager Preparation .....................................................................................59

Stakeholder Feedback:..................................................................................61

Employee Preparation ...................................................................................69

Assessing Objectives....................................................................................73

Assessing Competencies/Values .................................................................74

Determining the Total Assessment Score ...................................................75

4. Calibration Process ...................................................................................76

4. Calibration Process cont. ..........................................................................77

5. Salary Review Process ..............................................................................78

Annual Salary Awards ...................................................................................79

Salary Reviews – Summary...........................................................................82

6. The Final Step – Confirming Ratings........................................................83

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The Chivas Performance Cycle – at a glance

Step in the Process 1 Looking Forward Meeting

When

What

• Set your objectives • Agree what is expected of you in relation to Competencies / Values • Define future aspirations and needs • Complete on-line Chivas (what does this mean?) • Establish your Learning Plan • Submit completed form • Review your performance year to date • Review progress against your Learning Plan • Your final opportunity to review/amend objectives • Consider Stakeholders for feedback • Submit any Chivas Performance updates to HR • Review performance against the PR Leadership Competencies (Grades A-C) • Review performance against the Chivas Values (Grades D&E) • Review Learning Plan completion • The overall performance rating should not be shared at this time • Submit completed form • Exec and Senior Managers will review the final calibration output and salary review recommendations for their function • Your Line Manager confirms rating and associated salary increase • Gather feedback from peers • Review performance against objectives

1 Jul – 1 Oct

2 Mid - Year Review

1 Jan – 28 Feb

3 Looking Back Meeting

16 Jun – 14 Aug

6 Final Calibration

By 4 Sep

7 Communicate performance

By 15 Sep

rating and salary increase

8 Complete process by adding

• The overall ratings and comments are added to the form to complete the Chivas Performance process.

By 30 Sep

confirmed rating and comments

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1. Looking Forward

The purpose of the Looking Forward Meeting is to:-

• Set your objectives • Agree what is expected of you in relation to Competencies/Values • Identify and agree development needs and future career aspirations • Establish your Learning Plan

The on-line Chivas Performance form:

The on-line Chivas Performance form can be accessed via our people portal, Chivas CASK. Chivas CASK is contained within the Resources section of Chivas Spirit – or you can access it here

If you are unable to connect to our network for any reason such as working from home or working from another location, please use this link: https://www.chivasperformance.com/ Guidelines on how to use the Chivas Performance online system are contained within Chivas Spirit – or go directly to them here Prior to your Looking Forward Meeting your Line Manager will create your on- line form within Chivas Performance. They may ask you to complete some of the form prior to your meeting – and they may have already added suggested objectives for the year ahead. Following your Looking Forward meeting, agreement of your objectives, clarity on your future career aspirations and formulation of your Learning Plan your Line Manager will complete and submit the online form. You and your Line Manager can then view the online form at any time.

Looking Forward Meetings should take place between;

1 JULY TO 30 SEPTEMBER with forms submitted by 1 OCTOBER

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1. Looking Forward cont.

Setting Objectives An objective can be defined as:- “An end that can be reasonably achieved within an expected timeframe, with available resources”.

In general, an objective is broader in scope than a goal, and may consist of several individual goals. Objectives can be a fundamental part of your job or related to a specific project.

Day to day job delivery can be included as one of your objectives with the following guidelines for each band;

CBL Job Bands A-C

- - -

up to 25% of objectives set up to 50% of objectives set up to 75% of objectives set

CBL Job Band D CBL Job Band E

Setting objectives is a critical part of the process as it is:-

• The way in which our business objectives are cascaded down to individual level • One of the key measures that determine your overall individual performance • Your opportunity to influence the activities you will be involved in for the coming year.

Your objectives must be

S pecific

– Clear, straightforward and easily understood (who, what, why, where?)

M easurable

– Quantity, quality, money, resources (how much, many, how will I know it has been accomplished?)

A chievable

– Challenging but still possible within the person’s control and capability (how can the objective be accomplished?)

R elevant

– Should be linked to the overall goals of the business, department or team, develops the person’s skills /experience (what value is it adding to the business?)

T ime bound

– To be completed within an agreed timescale …. And they must be weighted to add to a total of 100%

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1. Looking Forward cont.

Career Aspirations

This section of the on-line form helps you and your line manager to focus on your preferred career direction.

Here you are asked to consider whether you are happy to continue in your current role or if you feel ready and capable of moving to any new opportunity that may arise. You can also distinguish whether you would consider such an opportunity from within your own function through to another part of Pernod Ricard. Comments can be added for clarity. The timeline to consider in this section is over the course of the coming 3 years.

Mobility

In the Mobility section of the on-line form you can provide further detail about your geographical mobility to ensure that there is a clear understanding of your ability to relocate should an opportunity arise at another business location and/or another part of the Group. Again, comments can be added if required.

Career & Personal Development The final section invites you to indicate if you wish to be considered for on one or more of CBL’s key development programmes, particularly within the coming 12 months.

These programmes are:

• Career Placements • CBL Management Development Programmes • CBL Mentoring Programme

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1. Looking Forward cont.

Establishing your Learning Plan The Looking Forward meeting is an opportunity to discuss your learning and development needs. Development solutions should be captured within your individual Learning Plan contained within Chivas CASK. This is a key part of the process and should be completed in conjunction with your on-line form.

Things for consideration include:

• What skills and knowledge you require for your current role • Making sure you are fully aware of which set of competencies are relevant to you • Identifying any gaps you may have in your skills or knowledge base in relation to your current role • Discussing future career aspirations • Understanding the areas you may need/want to develop to progress into your next desired role • How you can use the LMS catalogue and the i- zone to proactively seek out development options to support your needs • Taking responsibility for your own Learning Plan and keeping a record of every kind of training and development you undertake

Line Managers should :

• Consider the identification and discussion of their team members development needs and career aspirations as a key part of their leadership role and the Chivas Performance Process • Encourage their team members to identify options to support their needs, but also help to point them in the right direction – LMS, i-zone • Take responsibility for ensuring all of their direct reports have their development needs captured within individual Learning Plans

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1. Looking Forward cont.

Chivas CASK and Learning Management System

CHIVAS CASK provides CBL employees with access to : C ompetencies Functional Skillsets (Operational areas only) and Standard Operating Procedures A ssessments records of assessments S kills identification of skills gaps and resources to support K nowledge access to a wealth of learning including classroom training courses, the i-zone and Pernod Ricard University.

Your user name and password for the site is the same as your network user name and password. You can access Chivas CASK and find further information on how to use the system via Chivas Spirit or by clicking here .

What’s expected of you in relation to the Competencies/Values?

It is important at the beginning of the performance year that you know what is expected of you in terms of competencies and behaviours with clarity around how you can demonstrate each competency or value.

You should ensure you understand which set of competencies/values are applicable to you and how you can positively demonstrate them.

The Pernod Ricard Leadership Competencies are applicable to Chivas Grades A-C, our Chivas Values are applicable for Chivas Grades D, E and Union Represented Grades.

For further information relating to the competencies and values click here.

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2. Mid-Year Review

Purpose

The purpose of the Mid-Year Review is to meet with your Line Manager and:

• Review the current status of each of your objectives • Ensure the on-going relevance of original objectives, making any changes required to ensure there is correct focus • Review feedback received (if applicable) • Discuss examples of how you have demonstrated relevant competencies or values • Highlight your strengths and achievements to date • Identify any areas for development • Discuss progress made against your Learning Plan and consider any additional needs

By the end of your Mid-Year Review you should have:

Clarity, focus and an understanding of what’s required of you for the year ahead.

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2. Mid-Year Review cont.

What happens if changes are to be made to objectives?

The Mid-Year Review provides an opportunity to remove, add or amend objectives.

If an objective is no longer relevant or it has been superseded then your Line Manager will:

• Retain the objective within the on-line form and change the % weighting to 0% • Insert a comment confirming removal date in the achievement column • Ideally create a replacement objective noting its commencement date • Re-weight the remaining original objectives if there is no replacement objective • Ensure the overall total remains at 100%

If the objective has been partly delivered but is no longer required then your Line Manager will:

• Consider how much of the objective has been delivered • Decide if it is appropriate to recognise the work done • Adjust the weighting accordingly • Revise the weighting of other objectives or add another objective • Ensure the overall total of the objectives remains at 100% If any objectives have been removed or revised the form should be re-submitted by clicking on the “submit” button. Please note changes to objectives can be made up to the end of April in exceptional circumstances . In such cases the agreement of the relevant Exec Member is required.

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2. Mid-Year Review cont.

It may be useful for Line Managers to gather feedback on an individual’s performance at Mid-Year Review time from key stakeholders.

Feedback is important as it:

• Provides evidence to support your performance evaluation • Is good practice, promoting improvement • Encourages you to continue or stop demonstrating certain behaviours • Provides a structured and safe way to give and receive information concerning perceptions Further information and guidelines on the feedback process can be found later in this document or by clicking here.

The Performance Feedback Form is available on Chivas Spirit or click here.

Reviewing Learning Plans

As part of the Mid-Year Review you and your Line Manager will review the progress you have made in relation to the development needs established at the beginning of the year.

This review should include:

• Discussion of what has been achieved/partially achieved or has still to commence • Review of any supporting materials to support progress • A check to ensure the original needs are still required considering any business or role changes • Removal of any non-relevant development objectives • Addition of any new development requirements • Update of Learning Plan information within LMS by your Line Manager Further information for managers on how to update Learning Plans within Chivas CASK can be found in the Employee Development section of Chivas Spirit.

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2. Mid-Year Review cont.

Competencies/Values

The benefits of Competencies and Values include:

• Reinforcing the competencies/values which deliver business performance • Clarifying the high standards of performance expected by all of us • Defining our company culture – “how we do things around here” • Translating our values into everyday actions • Helping managers to interpret and assess employees against the defined and agreed standards • Assessing actions and behaviours that make a difference – not on personality • Providing better feedback to help people perform better in the future • Understanding development gaps and encouraging people to develop the right competencies/values for success • Identifying talent within teams and encouraging employees to grow • Reminding us all to act as role models for each other

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2. Mid-Year Review cont.

Pernod Ricard Leadership Competencies

All of our CBL job grades A-C will be assessed against the Pernod Ricard Leadership Competencies.

To achieve Pernod Ricard’s ambition our Leaders need to:

• Be fully aligned with Pernod Ricard’s values, culture and business strategy • Present a consistent and compelling vision for all employees of where Pernod Ricard is going and how it will get there • Motivate, inspire and act as a role model for others By adopting the Leadership Competencies within our Performance Review Process we have a tool to enhance the performance of the Group. All Grade A-C employees are encouraged to develop a combination of the six key competencies, forming three distinct areas of responsibilities as a Leader:

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Pernod Ricard Leadership Competencies

Strategic Vision

Overall Mindset

Balancing high-level strategic thinking with pragmatic implementation and operational management

Entrepreneurship

Results Orientation

Core Mission

Being a role model and delivering results in the Pernod Ricard way while continually adopting a creative approach to the business

Live the Values

Team Management

Employee Engagement

Recognising and developing both individual talent and collective team abilities

People Development

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Pernod Ricard Leadership Competencies cont.

Strategic Vision

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Pernod Ricard Leadership Competencies cont .

Strategic Vision

What is Strategic Vision within Chivas Brothers?

Defines the future state vision, identifying opportunities to create a long- term value or drive improvement, and shares the vision convincingly to inspire change

Behaviours

• Create vision: Creates and/or influences the vision of the future for the Team/Function/Company • Alignment: Checks that the vision fits with the wider vision of the Function/Company, demonstrating an understanding of the connections between areas of the business • Develop a strategy: Assesses gap between current state and vision in order to develop a journey plan with milestones, methods and changes required to move towards the vision • Share & inspire: Shares vision with team and peers to gain understanding, buy-in and engagement • Convert to objectives: Breaks down the strategy into specific elements which will maintain the momentum of the journey; cascades these through into clear, specific and achievable objectives

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Pernod Ricard Leadership Competencies cont.

Entrepreneurship

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Pernod Ricard Leadership Competencies cont.

Entrepreneurship

What is Entrepreneurship within Chivas Brothers?

It is an individual’s mind-set and attitude; it is a way of thinking and acting; of imagining new ways to solve problems and create value – driven by PASSION.

Behaviours • Maintains a long-term perspective and persistence to reach the end goal • Works with an agile mindset and challenges the status quo with passion and energy • Takes every decision ‘as if this were my own business’ • Constantly confronts new ideas and trends; build intellectual curiosity by reading about current events or new business developments • Seeks advice and support from others who have achieved, including experts in and outside of the network • Fosters a culture where people implement ideas and learn from their successes and failures to improve the business, celebrating and rewarding ideas and entrepreneurial behaviours

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Pernod Ricard Leadership Competencies cont.

Results Orientation

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Pernod Ricard Leadership Competencies cont.

Results Orientation

What is Results Orientation within Chivas Brothers?

Articulates and energises the goal, working in a boundary-less way – and delivers the right way.

Behaviours

• Always considers best practices and utilises the collective experience of the team where appropriate • Sets challenging, stretching goals for themselves and others • Has a can-do attitude, maintaining a high level of composure and performance in difficult and/or time pressured conditions • Understands and is aligned with business strategy, processes and targets • Knows customer requirements and communicates a sense of urgency and control in delivery • Understands and focuses on the key priorities whilst ensuring successful completion of tasks • Uses a Greenline approach to articulate the desired outcome,‘the There’ with specific Results, Standards & Purpose.

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Pernod Ricard Leadership Competencies cont.

Live the Values

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Pernod Ricard Leadership Competencies cont.

Live the Values

What is Living the Values within Chivas Brothers?

Promotes Pernod Ricard’s key values through maintaining professional and ethical standards and commitment to CSR initiatives.

Behaviours

• Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Consistently upholds high professional and ethical standards aligned with the Company’s values and specifically the Chivas Values • Maintains high ethical standards by challenging inappropriate behaviour • Demonstrates commitment to Corporate Social Responsibility (CSR) through actions and behaviours • Treats people with respect and recognises the contribution of others

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Pernod Ricard Leadership Competencies cont.

Team Management

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Pernod Ricard Leadership Competencies cont.

Team Management

What is Team Management within Chivas Brothers?

EMPOWER – INSPIRE & NURTURE

Behaviours

• Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Actively supports the team vision, inspiring colleagues to do the same • Creates a culture of responsibility, empowerment and shared purpose among team members • Adapts management style to different situations and individual styles and strengths, and provides focus and support to the team during stressful situations • Empowers team members and their colleagues to make decisions, providing guidance and support when required • Creates and/or embraces a development culture where team members are encouraged to be proactive about learning, sharing their knowledge and experience through openness and honesty • Recognises and rewards individuals or team members at a local level, supporting exemplary behaviour

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Pernod Ricard Leadership Competencies cont.

People Development

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Pernod Ricard Leadership Competencies cont.

People Development

What is People Development within Chivas Brothers?

To encourage and support others in achieving their full potential through tailored development plans, effective coaching & mentoring, as well as clear, defined business objectives

Behaviours

• Encourages themselves and others to work outside of their comfort zone and creates the right conditions for demonstration of new skills and behaviours • Understands the CBL/PR Talent Management approach and is transparent with their team in where they fit within these processes and where their development plan supports this • Provides stretch objectives and opportunities to their teams ensuring that the correct level of support is provided to achieve them • Both understands and demonstrates the importance of mentoring and coaching either team members of others within the business • Uses the Greenline methodology to create Clarity and Commitment - openly provides on-going constructive and balanced performance feedback to direct reports and/or colleagues where appropriate, using the key skills of Hear, Enquiry, Acknowledge and Straight Talk

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Chivas Brothers Values & Competencies

All of our CBL job grades D-E and Union Represented Employees will be assessed against the Chivas Values & Competencies.

These are complimentary to the Pernod Ricard Leadership Competencies and are more relevant for our employees in these job grades.

Our values are important, we must all strive to demonstrate and develop against each of them and where applicable, you will be measured against them.

Chivas Brothers has 3 Values consisting of 10 interrelated Competencies defined as follows:

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Chivas Brothers Values & Competencies cont.

Motivates, leads and develops others to achieve their goals and realise their potential

Leadership

Team Spirit

An effective team player who recognises the contribution of others

Team Work

WE ARE ONE TEAM WHERE EVERYONE MATTERS

Communicates relevant information openly and accurately using the most appropriate channels

Communication

Interpersonal Skills

Professionally and consistently interacts with all people

Professionalism

Customer Focussed

Understands customer’s needs and always delivers a quality service

A SUPERIOR BLEND OF QUALITY AND SERVICE

Delivers excellent results through effective planning and organisation

Delivering Results

Takes personal responsibility for and adheres to Quality, Safety, Health & Environment Regulations

Doing things Safely

Makes decisions using sound judgement and analytical skills

Problem Solving

Flair

Creativity & Innovation

Thinks creatively and challenges the norm to make positive changes

WE ALL HAVE IDEAS TO CONTINUALLY IMPROVE

Explores boundaries and takes the initiative to make improvements

Continuous Improvement

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Chivas Brothers Values & Competencies cont.

On the following pages you will find specific information for each of the CBL Values and associated Competencies, the purpose of which is to:

•

Help you to understand what is expected of you

•

Support conversations with direct reports

•

Support the assessment of the competencies

For each competency, a description is provided together with a collection of behaviours - ways in which the competency is brought to life and demonstrated providing us a common language and shared understanding of the value and competency. You should consider the list of behavioural indicators as a guide, not as a checklist or an absolute – but as a collection of behaviours typical of that competence.

There may be many more ways in which a competence could be positively demonstrated.

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Chivas Brothers Values & Competencies cont.

Team Spirit - Leadership

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Chivas Brothers Values & Competencies cont.

Value – Team Spirit:

Competency - Leadership

What is Leadership within Chivas Brothers? Motivates, leads and develops others to achieve their goals and realise their potential

Behaviours • Sets and leads by example for others to follow

• Demonstrates enthusiasm, optimism & passion when working • Shows initiative and solves problems with a ‘can do’ attitude • Sees their own and others’ mistakes as learning opportunities • Keeps promises by doing what they say they will do • Sees the bigger picture while understanding their own role and the part it plays in the team • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk

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Chivas Brothers Values cont.

Value – Team Spirit:

Team Work

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Chivas Brothers Values cont.

Value – Team Spirit:

Competency – Team Work

What is Team work within Chivas Brothers? Is an effective team player, respecting the contribution of others

2. Attached Behaviours • Rallies team spirit and helps build a team that people want to join • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Treats other people and their contributions with respect and integrity, giving recognition and thanks for a job well done • Both seeks and provides support to others to meet the teams’ objectives • Appreciates expertise and experience in others and is willing to share their own • Sees the bigger picture and recognises that one person’s weakness is another person’s strength

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Chivas Brothers Values cont.

Value – Team Spirit:

Communication

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Chivas Brothers Values cont.

Value – Team Spirit:

Competency – Communication

What is Communication within Chivas Brothers? Communicates relevant information openly and accurately using the most appropriate channels

Behaviours • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Listens to the opinion of others and creates a safe environment to encourage honest and spontaneous feedback • Shares information inclusively and appropriately with all team members and across teams • Seeks to establish personal relationships through face to face communication • Is always courteous and appropriate in the way they speak to and about others • Seeks to understand the bigger picture and wider business through proactive communication

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Chivas Brothers Values cont.

Value – Professionalism:

Interpersonal Skills

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Chivas Brothers Values cont.

Value – Professionalism:

Competency – Interpersonal Skills

What are Interpersonal Skills within Chivas Brothers? Professionally and consistently interacts with others

Behaviours • Always treats others equally and fairly • Is honest and demonstrates high levels of integrity and confidentiality when required • Projects Chivas Values at all times when representing the company • Builds effective internal and external networks • Will share and receive both good and bad news with their team and others in a professional and supportive manner • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Delivers constructive feedback to the team, peer group, more senior colleagues or other departments

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Chivas Brothers Values cont.

Value – Professionalism:

Customer Focussed

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Chivas Brothers Values cont.

Value – Professionalism:

Competency – Customer Focussed

What is Customer Focus within Chivas Brothers? Understands customer’s needs and always delivers a quality service

Behaviours • Strives to exceed customer expectations

• Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Builds relationship with customers to understand their needs and views in order to deal effectively with their requirements • Takes personal responsibility for resolving customer queries and follows them through to completion • Actively seeks customer feedback and improvement ideas • Can influence and negotiate where necessary to achieve win-win situations • Regularly involves internal and external teams to generate ways to improve performance

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Chivas Brothers Values cont.

Value – Professionalism:

Delivering Results

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Chivas Brothers Values cont.

Value – Professionalism:

Competency – Delivering Results

What is Delivering Results within Chivas Brothers? Delivers excellent results through effective planning and organisation

Behaviours • Understands and focuses on the key priorities whilst ensuring successful completion of tasks • Can adapt priorities and work with others flexibly to meet changing business demands • Feels empowered to get the job done by using skill, knowledge and judgment • Sets challenging, stretching goals for themselves and others, delegating where appropriate • Regularly reviews personal & team performance against objectives linked to Company performance • Anticipates problems and provides solutions • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk

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Chivas Brothers Values cont.

Value – Professionalism:

Doing Things Safely

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Chivas Brothers Values cont.

Value – Professionalism:

Competency – Doing Things Safely

What is Doing Things Safely within Chivas Brothers? Takes personal responsibility for and adhering to Quality, Safety, Health & Environment Regulations

Behaviours • Takes personal responsibility for adherence to the rules and regulations contained within the Quality, Safety, Health & Environment Handbook • Understands rules regarding personal health and safety and that of others, who may be affected by their actions of omissions • Leads by example and has a positive attitude to safety • Actively participates in relevant training courses and refresher training • Prepares for and adheres to all company audit requirements • Ensures all direct reports are aware of training requirements specific for their role contained within individual Learning Plans

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Chivas Brothers Values cont.

Value – Flair:

Problem Solving

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Chivas Brothers Values cont.

Value – Flair:

Competency – Problem Solving

What is Problem Solving within Chivas Brothers? Makes decisions using sound judgement and analytical skills

Behaviours • Deploys a range of techniques to problem solving • Can identify and suggest the best solution to the problem based on facts, figures & logic • Identifies risk of recommended solutions & propose ways to manage those risks • Can make responsible decisions or knows when to involve management to support decision-making where needed • Encourages others to propose solutions • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Questions and challenges others to ascertain the facts of a problem or solution

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Chivas Brothers Values cont.

Value – Flair:

Creativity & Innovation

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Chivas Brothers Values cont.

Value – Flair:

Competency - Creativity and Innovation

What is Creativity ad Innovation within Chivas Brothers? Thinks creatively and challenges the norm to make positive changes

Behaviours • Can think differently or “out of the box’ when faced with new situations or problems • Works positively with enforced change and can deal with uncertainty in a positive manner • Respects but is not restricted by past experience or tradition when looking to make positive changes • Presents well thought out and reasoned arguments for change tackling negative attitudes head on • Communicates in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Uses a range of techniques to persuade and help others accept change • Is energetic in their approach, combined with a sense of urgency to get the job done

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Chivas Brothers Values cont.

Value – Flair:

Continuous Improvement

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Chivas Brothers Values cont.

Value – Flair:

Competency - Continuous Improvement

What is Continuous Improvement within Chivas Brothers? Explores boundaries and takes the initiative to make improvements

2. Attached Behaviours • Understands the need for and positively strives to continually improve everything they do • Maintains a positive attitude if ideas or suggestions are not taken forward. • Enables CI conversations through communicating in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Positively encourages and helps others to formulate and submit their suggestions and ideas • Is constructive and inspiring in the way that they identify areas for improvement • Is sought out by other areas of the business for their willingness and positive approach to challenging the norm and offering suggestions

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2. Mid-Year Review cont.

Assessing Competencies/Values

When you are preparing for your review assess yourself against the relevant set of competencies/values and consider the following:

• How does my actual behaviour compare against the indicators? • Do I consistently demonstrate this competence in my daily work? • Do I only demonstrate some of the indicators all of the time? • Do I demonstrate all of the indicators but only some of the time? • Do I demonstrate more of the negative indicators than the positive? • What else am I doing to positively demonstrate the competencies? • What evidence or examples can I provide? • What are my strengths? • Where do I feel I exceed what’s required?

• What do others say about me? • What are my development areas?

Managers should also consider these questions in relation to each of their team members throughout the year and prior to undertaking reviews.

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2. Mid-Year Review cont.

Assessing Competencies/Values

When assessing an employee against the competencies/values it is important to:

• Consider the level and nature of their job • Measure them relative to their job, not in absolute terms nor in relation to other employees • Prepare to communicate in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk • Prepare and provide examples for the individual and encourage them to do so – accurate measurement requires specific examples otherwise it is little more than a guess • Review feedback received from their stakeholders – look for trends and remember frequency of behaviours – is this something that happens always, often, sometimes, rarely….. • Consider their performance throughout the year and avoid assessing them on their past couple of month’s performance • Remain objective – don’t ignore your gut feel but ensure it is supported • Identify any gaps an individual may have and help them to identify development options to support these • Consider their career potential and aspirations and help them to identify the key competencies they need to develop for their next role • Agree development needs for current or next role and identify suitable development options to support these • Capture development needs by means of individual Learning Plans • Encourage individuals to take responsibility for their Learning Plans

Further information on how to rate each competency is contained within the Looking Back Section – click to go straight there.

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3. Looking Back Meeting – The Approach and Process

The Looking Back section of this guide includes the following:

• The purpose of the Looking Back Meeting • The benefits • The key steps • Preparing for the meeting - Arranging the date - Stakeholder Feedback - Employee/Manager Preparation • Post Meeting – Manager Responsibility: - Assessing Objectives - Assessing Competencies - The Total Assessment Score - Updating the Learning Plan

The Purpose of the Looking Back Meeting

This meeting provides an opportunity to look back over the entire performance review period (or time worked if you recently joined the Company) to review and discuss your performance.

As managers are encouraged to share regular feedback with direct reports throughout the year, the examples and summary of the year just gone should come as no surprise. The Looking Back meeting reviews performance. Assessment ratings will be shared with you prior to the September payroll date following the Company calibration process and once all overall performance ratings have been approved.

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3. Looking Back Meeting cont.

Benefits of a Looking Back Meeting

The meeting should provide you with: • Clarity and focus on your performance

• Motivation to contribute to the success of the business • An opportunity to discuss successes and achievements • Identification of development areas • Open and honest, constructive feedback

Key Steps of the Looking Back Meeting

1. Arrange Meeting Date Looking Back Meeting (LB) date arranged - must be held prior to 14 August

2. Request Stakeholder Feedback Manager to request feedback from stakeholder using Performance Feedback form

3. Preparation Manager and employee to prepare examples to support discussion/assessment for LB.

Manager incorporates stakeholder feedback

4. Conduct LB Meeting LB Meeting held anytime between mid June and 14 August. N.B. At this time assessment ratings are not shared with the individual

5. Complete online form/Update Learning Plans Manager to complete online form with examples, objective % achievement and competency assessments Learning Plan to be updated and completed.

6. Update the Chivas Performance on-line form and submit The completed on-line process should include the suggested rating and be submitted no later than 14 August.

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3. Looking Back Meeting cont.

It is essential that the online form is submitted no later than the 14th of August . If an employee’s form and TAS score has not been submitted by this date, any salary increase due will be delayed and paid at a later date. The Line Managers’ salary increase will also be delayed.

Manager Preparation

Arrange and Commit to a Looking Back Meeting Date: This seems like an easy and self-explanatory step to take, but often a date is set and is then delayed for various business reasons.

The timing of the performance review is known in advance each year, and therefore managers are asked to demonstrate their commitment to their employee’s development by investing time to prepare for and hold the performance discussions and documentation required within the review period. Managers should arrange a date, time and venue for each of the meetings with their direct reports well in advance of the deadlines and make it happen. This should be planned ahead taking consideration of any planned holidays.

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3. Looking Back Meeting cont.

Obtaining Stakeholder Feedback:

Employees and Managers are encouraged during the Looking Forward meeting to identify key stakeholders to provide feedback about the employee during the year.

Therefore, obtaining feedback from stakeholders can be obtained at any relevant point throughout the year. It can often be easier to obtain feedback during the year than waiting until the Looking Back review period approaches, when many stakeholders are being asked to prepare feedback for several employees. The manager is responsible for obtaining and collating the feedback and a feedback template is available on Chivas Spirit (spell out location / path) to utilise.

Why do we need feedback?

• It provides evidence to support performance evaluation • It is best practice and promotes a continuous improvement culture • It is a gift - it informs of how you are perceived and so enables you to stop or continue demonstrating certain behaviours • It is a structured and safe way to give and receive information concerning perceptions

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3. Looking Back Meeting cont.

Stakeholder Feedback:

What are the principles of giving and receiving feedback? Feedback should be:-

• Communicated in a Greenline way inspiring Clarity and Commitment using the key skills of Hear, Enquiry, Acknowledge and Straight Talk

• A balance between what is valued about a you and anything else that would be useful for you to know

• A focus on “how” you do what you do – not your general personality

• Generated from something observed by the provider – what they have seen or heard – not what others have told them about

• Specific examples with evidence to support any comments made

• Constructive and reflected over a period of time, rather than just the immediate past

• Easily understood as key stakeholders review their answers before submission

• Useful in helping you to focus on your business competencies

• A key element in constructing your Learning Plans

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3. Looking Back Meeting cont.

Stakeholder Feedback cont.

How should feedback be given?

In Chivas Brothers we use the “Greenline”methodology in all our interactions - including when feedback is shared with you by your Line Manager.

All of our employee’s attend our Spirit of Leadership interactive session to learn how we ensure great interactions by taking the Greenline approach. If you have not yet attended the course you can view available sessions via Chivas CASK or contact a member of the Employee Development Team

Who decides who feedback should be requested from?

You and your Line Manager should agree a list of no more than 5 key stakeholders. The Line Manager will then make the final decision as to who they will seek feedback from.

When should the stakeholders be contacted?

It is useful to gain agreement from key stakeholders well in advance of them providing feedback – Line Managers are encouraged to do this at mid-year review, but there may also be occasions when it is entirely appropriate to do this at the beginning of the new performance year. Making the request early gains commitment from the stakeholder and also helps them manage the number of requests they agree to.

Who should request the feedback?

The Line Manager should request feedback from the stakeholders on behalf of the employee.

Who should the feedback be returned to?

The form should be returned to the Line Manager who requested the feedback.

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