EBITDA Map

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av Sajath Ahmed

HR EBITDA IMPACT

Manpower Costs

SLC CAN & US: $253M per year (Salary, OT, fringe, Payroll Taxes)

Consultants/Third Party

Can we drive them lower?

What and where are our current consulting costs?

Contractuals

$9M in consuting expenses in 2006

$1.7M in IT

Approx. 4% of overall manpower expenses

How can we track & monitor them?

How many are FTE substitutes?

Salaried

Review DC formula

Phasing-out options for older employees

Generous enough face to the market?

Variable

Base Comp.

Upward pressure on base Comp. due to scarcity

Introduce skils-based pay?

How do we reduce our dependance on external hires?

Market Driven

Total Comp. Strategy

Compa-ratio SLC: 1

HUS: ?

Avg. Comp: 70K

$2.4 M salaryincrease 2007 (3.5%)

We are currently 5% to 10% under our target policy postion (we are supposed to ba at 65% but we are at 55% of our target position)

Is our Comp. policy correct?

Keep 65% policy bu correct it with the variable compensation part?

Do we have this discipline to go this way?

Subtopic

Should we segment our Comp. policy by employee category?

Is off-shoring or outsourcing an option?

Increase Comp to stay competitive?

Compress Comp. to preserve EBDTDA?

Hourly

Payroll Taxes

WSIB

Benefits

Harmonization

Focus on segments

Variable (OT, Premiums)

25% of our costs relate to Hourly overtime ($13M of OT on $48M base)

What explains the significant reduction of OT over the last 3 years?

Local control & management

Use management rights correctly

Are there portions of OT that we have control over?

Base Wage

Introduced Skills-based pay?

No gains realy possible

Manpower Effectiveness/Productivity

Through traditional HER Means

Labor Relations

LR Strategy

Communications sub-strategy

Build trust with local Union executives

Nobodies?

Partners?

Enemies?

Build links with central Union office

International context

Global competition

Coaching

Win-Win model

Management rights

Personel scheduling

Ratio of FTEs VS contractors

Work organization

Performance management

Multiskilling

Manpower planning / forcasting

Incentives

OD

Change Management

Go further with past investements

Portfolio management

Priority & capacity planning

Realize project promises

Org. Design

Build accountability

Optimize organizational structure

Less siloed

Encourage flexibility and adaptability

Historical budgeting pratices VS zero based

Review spans of control

Empowerment

Multi Skilling

Autonomous teams

Encourage Internal Mobility

Workplace

Development

Performance

Organizational Performance

Redefine organizational performance

Focus on key initiatives / Don't get sidetracked

Dialogue

Learn to deal with performance issues directly

Without being politicaly correct

With honesty

Clearly

Redefine individual performance

Review double-dipping problem

Alignment

Staffing

Phasing-out of employees?

Exit strategies

Employee Mix?

Recruitement