CHICAGO HEIGHTS COMPLEX

Achieving Explosive Results to Ensure the Success of Ro !" # n! the I$T through Eng ging n! E!uc ting E ch Other in the %un! &ent ls of our $usiness'

Agen! Overvie"
( # )
Welcomes and Overview Introduction to TOPIC

(iscover#* Appreciative Interviews (iscover#* 1:1 1:1 Appreciative Interviews Mixed groups of pairs search for themes and factors Mixed groups of Pairs search for themes and factors that give life! to life! our TOPIC that give to our TOPIC
"unch "unch8 Customer Panel

9enchmar&ing ' Inputs: :ngagement through Creating our shared #istor$ :ducation in the -undamentals of our 9usiness %ta&eholder groups: Identif$ing proudest prouds! Mind Map our Positive Core and what we want to &eep
%ummar$ ' Close

( # +
%ummari(ing )a$ 1* Overview of )a$ +

(re overview 8 positive image6positive action (re&ing* &ing: AI Mixed groups: Improvement possi,ilities for our Introduction to Principles of :ngagement! Mapping #ighest Impact Opportunities Images of our -uture around Opportunities of most interest 4aller$ and self1selection ./ew0 self1selected Image of our future around groups2 principle of most interest .in new0 self1selected groups2 "unch
"unch

(esign*

Presentations of Images )eclaring aspirations and goals for the future3 )eclaring Aspirations for the future: 1 $r3 4oal and

%ummar$ ' Close

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,-. S/MMIT AGE0(A 1continue!2*

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%ummari(ing )a$ +* Overview of )a$ ;

(esign* (esign*

Input: %haring the -undamentals of our 9usiness Wor& on 1 $r3 4oals and action steps Wor& on 11$ear targets and action steps Prepare presentation of $es1a,le proposals for action! Prepare presentations to group Communit$ -orum:
"unch

Presentations from ;1< Action 4roups

(estin#*

"unch Communit$ -orum: Presentations from all principle groups

Personal Commitments Open microphone! to entire communit$ for comments6reflections Close

0OTE* All sessions will ,egin and end on time3 There will ,e ,rea&s each morning and afternoon0 with refreshments3 All sessions will ,e videotaped so a summar$ of deli,erations and action plans can ,e communicated to the whole s$stem3

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3HAT IS A0 4AI5 ORGA0I6ATIO0AL S/MMIT7

This is not $our t$pical planning meeting=

The 3HOLE S8STEM participates 9 a cross1section of as man$ interested parties as is practical3 That means more diversit$ and less hierarch$ than is usual in a wor&ing meeting0 and a chance for each person to ,e heard and to learn other wa$s of loo&ing at the tas& at hand3 -uture scenarios 8 for an organi(ation0 communit$ or issue 1 are put into HISTORICAL and GLO$AL perspective3 That means thin&ing glo,all$ together ,efore acting locall$3 This feature enhances shared understanding and greater commitment to act3 It also increases range of potential actions3 People SEL%:MA0AGE their wor&0 and use (IALOG/E 8 not pro,lem1solving! 1 as the main tool3 That means helping each other do the tas&s and ta&ing responsi,ilit$ for our perceptions and actions3 COMMO0 GRO/0( rather than conflict management0! is the frame of reference3 That means honoring our differences rather than having to reconcile them3 APPRECIATI;E I0</IR8 1AI2 9 To ppreci te means to value>to understand those things of value worth valuing3 To in=uire means to stud$0 to as& ?uestions0 to search3 AI is0 therefore0 a colla,orative search to identif$ and understand the organi(ation@s strengths0 its@ potentials0 the greatest opportunities0 and people@s hopes for the future3 COMMITME0T TO ACTIO0 9 9ecause the whole s$stem! is involved it is easier to ma&e more rapid decisions0 and to ma&e commitments to action in a pu,lic wa$>in an open wa$ that ever$one can support and help ma&e happen3

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Appreciative In?uir$ <1)! C$cle

Positive PositiveCore Core 3h t "e v lue 3h t "e v lue&ost &ost

(iscover# (iscover#

0e" 0e"Te Te &s &s Inclusion Inclusionof of Others Others I&ple&ent I&ple&ent tion tion Pr Pr ctices ctices

(estin# (estin#

Achieving Explosive Results to Ensure the Success of Roadway and the IBT through Engaging and Educating Each Other in the Fundamentals of our Business

I& I& ges gesof ofthe the %uture 3e %uture 3e 3 3 nt nt

(re (re & &

Principles Principlesof ofEng Eng ge&ent ge&ent Go Go ls ls n! n!Actions Actions

(esign (esign

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CHICAGO HEIGHTS COMPLEX Su&&it O>?ectives

Attain and sustain our vision of )elivering a Premium Product Through our People0 Pride0 and Performance Anderstand the principles of Open 9oo& Management and explore how we can create tailor1made education to :ngage :ach Other in the -undamentals of our 9usiness Implement an action plan to Achieve explosive results to ensure the success of Boadwa$ and the I9T through engaging and educating each other in the fundamentals of our ,usiness=! 4enerate excitement and commitment around the Chicago #eights initiative and the AI philosoph$0 ,uilding on our past $ears successes Cultivate a climate of trust and ownership through ongoing communication Identif$ opportunities to engage the entire Chicago #eights Complex Co1create our principles 8 our deepest ,eliefs a,out a health$0 functioning organi(ation 8 principles that reflect our ideas around decision ma&ing0 power and authorit$0 sharing of information0 etc3

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Achievin g Besults to :nsure the %uccess of Boadwa$ and the I9T through :ngaging and :ducating :ach Other in the -undamentals of our 9usiness=

Intervie" Gui!e .Completed ,$ DDDDDDDD o@cloc&2

Organi(ations that continuall$ produce explosive results0 those trul$ exceptional companies that have achieved performance excellence and have stood the test of time0 are ,uilt on a shared vision3 :mplo$ees at all levels are committed to a common vision that guides actions and decisions and provides a sense of how to proceed in times of change3 When people are aligned around a shared vision0 the$ are clear a,out where the compan$ is going and what it ta&es to win3 The$ understand how their own efforts directl$ contri,ute to the overall success of the compan$ and provide long term strength and sta,ilit$3 These organi(ations continuall$ succeed ,ecause each emplo$ee thin&s0 feels and acts li&e an owner of the compan$3 This sense of ownership is highest when all emplo$ees are educated and trained to succeed3 The$ understand the ,ig picture!0 the connection to their performance o,Eectives0 and have the freedom and authorit$ to ma&e decisions and influence change3 9oundless partnerships are formed with the unions0 with customers and across all functional areas3 A strong sense of communit$ and trust develops at ever$ level3 :ach individual participates in constructing the future0 which creates a shared commitment to inspired action3 <uestion )* Thin& a,out a time at wor& that $ou recall as a highpoint!333an experience or moment $ou remem,er as having left $ou with an intense sense of pride0 excitement0 or involvement in having ,een a part of something that was meaningful3 If $ou are a mem,er of a current AI team0 recall a highpoint! experience directl$ related to $our participation on that team or related to a solution that $our team came up with3
)escri,e that experience* What was going onF Who was involvedF What made it memora,leF

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<uestion +* Companies that support a culture of learning continuall$ invest in their most valua,le asset 8 their people= )escri,e a learning experience that contri,uted directl$ to $our success and allowed $ou to perform at a particularl$ high levelF
What made this learning experience exceptionalF What +1; things could ,e done to ,uild a culture of learning at Boadwa$F

<uestion ,* Boadwa$ will achieve a sustaina,le competitive advantage when ever$one is full$ engaged in the success of the Compan$ and committed to the success of each other3 This engagement allows true partnerships to emerge0 which are characteri(ed ,$ a spirit of trust and common commitment3 )escri,e one time when $ou felt a sense of engagement and trust ,etween management and la,or within this organi(ation: a time when $ou felt a true partnership! emerging3
#ow did it come to passF What was $our roleF What would have made it more powerful or memora,leF

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<uestion @* A trul$ outstanding organi(ation is one where each person is given the opportunit$ to displa$ financial responsi,ilit$3 Anderstanding how what I do impacts the ,ottom line0 doing things right the first time0 and ,eing aware of the costs of doing ,usiness are all components of financial responsi,ilit$3 )escri,e a time when $ou felt $ou exhi,ited a clear sense of financial responsi,ilit$3
What was it a,out the situation that ena,led $ou to do thisF What ; things could ,e done to strengthen ever$one@s sense of financial responsi,ilit$F

<uestion A* Imagine $ou have awa&ened from a deep sleep3 A sleep so deep and so restful that it lasted < $ears3 It is now the $ear +77C and upon $our return to wor& $ou are ,oth ama(ed and delighted ,$ what $ou see3 The Chicago #eights complex has achieved a,solutel$ explosive results3 Over these four $ears the facilit$ has experienced incredi,le growth and has achieved record ,rea&ing profita,ilit$3 The partnership ,etween Boadwa$ and the I9T has never ,een stronger3 Chicago #eights is recogni(ed compan$ wide as the model of flagship excellence3 :ach individual in the complex is activel$ engaged in the success of the compan$0 is committed to the success of each other0 and full$ participates in the dail$ ?uest of achieving explosive results3
What happened to allow Chicago #eights to reach this level of excellenceF What ; dreams6visions do $ou have to help Chicago #eights6;7I continue to achieve explosive resultsF

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(ISCO;ER8* (iscovering our Positive Core n! Opportunities .Completed ,$ DDDDDDDDDDD o@cloc&2

Purpose* To appreciate and welcome each other0 and to capture the common factors that will help us achieve explosive results3

)B Intro!uce the person #ou intervie"e!B 4o around the ta,le3 Introduce $our interview partner to the group and share highlights from $our interview .high point stor$ and vision of Boadwa$23

+B 0ext 9 s

groupC t lD >out 1e ch person sh res2*

-rom the stories $ou heard0 what stands out as &e$ factors or themes that cause emplo$ee engagement* that cause emplo$ee@s to thin&0 feel0 and act li&e owners of the Chicago #eights ComplexF Capture $our themes on a flipchart

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SEL%:MA0AGEME0T n! GRO/P LEA(ERSHIP ROLES

:ach small group manages its own discussion0 data0 time0 and reports3 #ere are useful roles for self1managing this wor&3 Le !ership roles c n >e rot te!B )ivide up the wor& as $ou wish:

(ISC/SSIO0 LEA(ER 8 Assures that each person who wants to spea& is heard within time availa,le3 Jeeps group on trac& to finish on time3

TIMEEEEPER 8 Jeeps group aware of time left3 Monitors report1outs and signals time remaining to person tal&ing3

RECOR(ER 8 Writes group@s output on flip charts0 using spea&er@s words3 As&s person to restate long ideas ,riefl$3

REPORTER 8 )elivers report to large group in time allotted3

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CHICAGO HEIGHTS ROA(3A8

Custo&er P nel 3orDsheet

13 )escri,e a time when Boadwa$ exceeded $our expectations3 A time when we delivered what $ou consider a premium product3 What happenedF Wh$ did it exceed $our expectationsF DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD +3 #ow can we partner so that we can ,oth achieve explosive resultsF DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD ;3 What ma&es Boadwa$ distinctive6uni?ue in the mar&etplaceF DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD <3 What are $our future transportation needs and what ; wishes do $ou have for Boadwa$ to help $ou achieve thoseF DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD

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CHICAGO HEIGHTS ROA(3A8

Alco Present tion

13 "isten for what Alcoa did in the following areas and ta&e notes: Eng ge&entC E!uc tionC n! Me sure&ent DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD DDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDDD +3 What intrigues $ou a,out AlcoaF ;3 What did $ou find excitingF <3 What would $ou li&e to &now more a,outF

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:/4A4:M:/T T#BOA4# :)ACATIO/ I/ -A/)AM:/TA"% O- 9A%I/:%%

LinD %in nci ls To Action

%ollo"ing Action F Eeeping Score

Eno"ing F Te ching Rules

Gt De in G &e

Sh re! Process 1Ro !" # F I$T2

TrustHCre!i>ilit# F P ssion

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43e re full# eng ge! in the success of the co&p n# n! co&&itte! to the success of e ch otherB5 :: I(S

,-. Principles of Eng ge&ent

PREAM$LE*
As an organi(ation and as individuals of the ;7I Complex0 we are guided ,$ a strong and clear sense of our vision0 values and principles3

;ision* )elivering a Premium Product Through our People0 Pride0 and Performance! 4Achieving Explosive Results to Ensure the Success of Ro !" # n! the I$T through Eng ging n! E!uc ting E ch Other in the %un! &ent ls of our $usiness'5 Core ; lues* :ngagement0 Pride0 Innovation0 Customer -ocus PRI0CIPLES*
13 We are committed to developing leadership at ever$ level3 This includes the development of self1managing practices and allowing individuals to ,uild and demonstrate leadership a,ilit$3 We are committed to having leaders from all wor&groups emerge where,$ supervision@s role will evolve into a teaching and coaching resource3 We are committed to supporting and educating all emplo$ees to pla$ these new roles3 +3 We are committed to two1wa$ and ongoing communication where relevant information a,out the ,usiness is shared freel$ and timel$ in order to ,uild in each person a sense of how their particular actions and decisions impact the ,ottom line3 ;3 We are committed to self1management wherein all emplo$ees understand how what the$ do impacts the ,ottom line of the compan$3 -or that to occur0 all emplo$ees must: - %ee themselves as an owner of the ,usiness - #old personal accounta,ilit$ and responsi,ilit$ for the success of the ,usiness - Kiew their wor& as valua,le and as adding value - Activel$ see& to improve their personal performance on a dail$ ,asis

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,-. Principles of Eng ge&ent 1continue!2

<3 We as an organi(ation value education and learning and commit to creating resources and opportunities for ,uilding learning practices3 Our emplo$ee@s commit to participating full$ in leveraging these opportunities to create a d$namic and responsive organi(ation3 We commit to continuall$ challenge ourselves to move out of our comfort (ones0 to thin& in new wa$s0 to ac?uire new &nowledge and s&ills and experiment with new and ,etter wor& methods3 C3 We ,elieve that the most effective decisions are made ,$ those closest to the information3 We are committed to ensuring that there are sufficient resources and education availa,le to allow ever$one to ma&e a well1informed and timel$ decision3 We are committed to a decision ma&ing process that: - Is free of ,ureaucrac$ - 4enerates individual and corporate ownership0 responsi,ilit$0 and accounta,ilit$ - Involves people in maEor decisions that are relevant to them and their wor& G3 We are committed to the success of the compan$3 This commitment will guide how we manage and ,uild relationships3 We are committed to proactive and timel$ intervention into possi,le disagreements and will alwa$s attempt to resolve these at the first level3 We respect that each issue has a level of process that is most appropriate for its resolution3 All mechanisms and processes will recogni(e the relevant legal0 contractual0 and organi(ational parameters3 We operate with mutual respect and trust3

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1C

(ISCO;ERI0G O/R POSITI;E CORE .Presentations are due at o@cloc& 2

Self:M n ge: %elect a discussion "eader0 Becorder0 Time&eeper and Beporter Purpose* To capture the common factors0 from our interviews0 ,enchmar&ing and inputs0 which will help us achieve explosive results3

13 -rom all of the stories $ou heard toda$0 what stands out as &e$ factors or themes that cause emplo$ee engagement* that cause emplo$ees to thin&0 feel0 and act li&e owners of the Chicago #eights ComplexF +3 %tories from $our interviews0 our customer panel0 Alcoa and the ::-9 presentation ;3 Capture $our themes on a flipchart

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1G

POSITI;E IMAGE POSITI;E ACTIO0

L L L L L L

Powerful Place,o

P$gmalion

Positive Affect

An,alanced MInner )ialogue!

Bise and -all of Cultures

Affirmative Capa,ilit$

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1H

ACHIE;I0G EXPLOSI;E RES/LTS AT CHICAGO HEIGHTS .Completed ,$ DDDDDDDDDDDDDDDD o@cloc&2

Self:M n ge* %elect a )iscussion "eader0 Becorder and Time&eeper Purpose* To imagine and define the future $ou want to wor& toward 8 a Chicago #eights Team that is trul$ dedicated to Achieving :xplosive Besults to :nsure the %uccess of Boadwa$ and the I9T through :ngaging and :ducating :ach Other in the -undamentals of our 9usiness=! 13 Asing the feed,ac& from the group ta&e 1711C minutes to revise0 edit0 or improve on $our principle statement3 Ase vivid language 9e positive 9e ,old0 provocative N ma&e it a stretch that will attract others

+3 Put $ourselves < $ears into the future3 It is +77C3 Kisuali(e the Chicago #eights Complex $ou reall$ want0 from the perspective of the Principle area $ou have chosen3 What is happeningF #ow did this come a,out* what helped it happenF What are the things that support this Kision* leadership0 structures0 training0 procedures0 etc3F #ow does this help us Achieve :xplosive BesultsF

;3 Choose a creative wa$ to present $our Kision to the rest of us in a C1 minute portra$al! as if it existed now 8 use as man$ mem,ers of $our group as possi,le in the presentation3 :xamples: O A TK /ews Beport O A %ong or Poem O A )a$ in the "ifeN O A %&it O A #iring Interview O :tc3 O

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Eng ge&ent through E!uc tion in the %un! &ent ls of our $usiness

Eng Eng ge&ent ge&ent E!uc E!uc tion tion Me Me sure&ent sure&ent

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1I

ACHIE;I0G EXPLOSI;E RES/LTS AT CHICAGO HEIGHTS (esigning our %uture

Self:M n ge* %elect a )iscussion "eader0 Becorder0 and Time&eeper Purpose* To ,egin translating $our Principle %tatement into a 11$ear goal and action plans to ,e ta&en in the next G11+ months3

Part A
13 "everage the Positive Core and our )ream: $our interviews and common themes0 the customers input0 and the Alcoa input3 9rainstorm ideas related to $our specific principle that will help us achieve explosive results and put us on a course to reali(e $our Kision for +77C +3 9ased on the ,rainstorming0 formulate a 11$ear goal that will allow $our principle statement to come to life and ena,le us to achieve explosive results3

Part 9
;3 9rea& into ; su,1groups around engagement0 education0 and measurement <3 Identif$ action plans in each group to achieve $our 11$ear goal: Agree on &e$ targets and scenarios for how to get there: who would need to do whatF 9$ whenF
4uidelines for $our 4oal and Action Plans: a2 ,2 c2 d2 e2 )o the$ support our topic statementF )o the$ address6reflect the underl$ing principle statementF What are we alread$ doing that can ,e continued or enhancedF What are new actions that would create an impactF Can all sta&eholders support the ideasF

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ACHIE;I0G EXPLOSI;E RES/LTS AT CHICAGO HEIGHTS (ecl ring the %uture 3e 3 ntBBB .Presentations are due at o@cloc& 2

Self:M n ge: %elect a discussion "eader0 Becorder0 Time&eeper and Beporter Purpose: To prepare and present $our Principle 4roup@s proposals for Achieving :xplosive Besults to :nsure the %uccess of Boadwa$ and the I9T Through :ngaging and :ducating :ach Other in the -undamentals of our 9usiness3 13 )iscuss and finali(e $our 4roup@s 11$ear 4oal and Action Plans ,$ addressing the items ,elow3 Points to A!!ress n! Inclu!e in #our Present tion*
/ame of Principle 4roup and names of group mem,ers3 Pour 11Pear 4oal ' Action Plans around :ngagement0 :ducation0 and Measurement Beturn on Investment: What will this recommendation do for Achieving :xplosive BesultsF #ow can we measure thisF #ow will $our team continue wor&ing this processF

Present tions shoul! >e li&ite! to )- &inutes

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