F.O.C.U.S. on my Abilities! Keith P. Wiedenkeller, SPHR Senior Vice President & Chief People Officer AMC Entertainment Inc.

About AMC Founded 1920 $2.7 Billion in revenue 350 locations / 5100 screens 19,000 Associates - Two Main “Cohorts” Field Corporate Teeenage kids?

About AMC Core Purpose: We Make Smile Happen Guiding Principles: Leadership Ownership Service Innovation & Diversity Teeenage kids?

Furthering Opportunities Cultivating Untapped Strengths A program designed to equip AMC with the tools and knowledge to be intentional in employing associates with disabilities.

Background Partnership with Autism Society Sensory Friendly films Develop workplace program for employment within AMC theatres for individuals on the autism spectrum Equal work / equal pay

The “Business Case” An Opportunity One in five Americans has a disability 26 million with disabilities are of working age 90% estimated unemployment rate One in every 100 children are born with Autism Good business 92% of Americans view companies that hire people with disabilities more favorably than those that do not People with disabilities and their network represent $1 trillion dollars of annual buying power 54 million Americans with disabilities represent the third largest market segment in the United States, right behind Baby Boomers and the mature market. (MarketResearch.com) These numbers are staggering!! Through this program AMC is drawing a line in the sand and stating that we refuse to sit by and watch these numbers grow! We refuse to be quite hampered by the unknown. We refuse to let someone else do the hard work of Figuring It Out! We have been built on innovation and this program is just that- innovation. Equally as incredible are the other numbers on the loyalty perspective

Potential Obstacles Misconceptions about: Accommodations Productivity Attendance Morale impact Slippery slope Sourcing qualified candidates Previous experiences

Objectives Go beyond compliance to doing the right thing Create a level playing field Provide access to integrated employment MUST be able to replicate Universal design Identify and eliminate barriers to employment Competitive hiring process Competitive wages FOCUS is guest facing- we refused to just say it can’t be done. FOCUS empowers us (the Home Office, the theatres, our General Managers and our theatre teams to refuse to stand by!! We all can make a difference as is evidenced by the excerpts from the letters I just read.

Team AMC Subject Matter Experts Recruitment Diversity Theatre personnel Subject Matter Experts

Community Partners Autism Society Indiana University Ziggurat Group Kansas Instructional Support Network Blue Valley School District

Theatre Survey: Managers’ Experiences Barriers Successes Barriers: Job Coach issues were cited as the #1 concern from theatres Standardized interview process ATS Standardized interview process ( approx 1.75 million applications for film crew alone this past year.) The unknown- I don’t want to make a wrong step- paralysis through analysis. Resources Successes Associates with disabilities performing wide range of duties, usher, box, ticket drop, concessions, facilities, crew, supervisors, managers.

Expectations Same standards for all associates Must be able to effectively interact with guests and fellow associates Job coach fades after 30-45 days Associate to work up to full potential (same expectation for all associates)

Applicant Tracking System - web based On-line assessment Recruitment Applicant Tracking System - web based Legally compliant Vendor helpdesk assistance On-line assessment All candidates must take assessment Standard candidate scoring not definitive Corporate HR involvement Moves candidate through hiring process to allow for extended interview to take place

Interview Process General Manager is the direct contact and owns FOCUS program at the theatre level Travelling Interview developed Provides exposure to all areas of the theatre/working environment Points out sensory/physical environment concerns (bright lights, slick floors, hot/cold areas, etc.) Allows for candidate self de-selection during interview

Role of Job Coach Job Coach was cited as #1 concern of field management Job Coach Requirements developed 100% compliance expected Support communication; do not speak for the person Build skills; don’t do the job for them Know acceptable performance standards Identify and facilitate natural supports Constantly challenge associate to do more with less support Support managers and co-workers (disability etiquette) Sets expectations and “replacement clause” if job coach is not performing duties

Job Coach Requirements Support communication; do not speak for the person Build skills; don’t do the job for them Know acceptable performance standards Identify and facilitate natural supports Constantly challenge associate to do more with less support Support managers and co-workers (disability etiquette) Sets expectations and “replacement clause” if job coach is not performing duties

Onboarding Email offer letter sent to candidate Policies and Procedures Federal, state and local forms and/or regulations Paperwork completed electronically Caregiver involvement 60 days vs. traditional 30 days Job coach participation in all training 1st week’s scheduled to accommodate school schedule Off peak hours (to develop experience & confidence) Expectation to progress to higher volume periods as with ALL associates to reach full potential General Manager and associate (with job coach/ or caregiver support) Informal communication points 14 days 30 days Job coach begins fading 45 days 60 days Firm “Go”/ “No Go” after 60 day probation period

Theatre Training & Communication Modified training schedule Job Coach involvement Expectation to progress to higher volume periods Integrated with other associates Flexible communication tactics Scheduled touch points 60 day trial period Manager training 60 days vs. traditional 30 days Job coach participation in all training 1st week’s scheduled to accommodate school schedule Off peak hours (to develop experience & confidence) Expectation to progress to higher volume periods as with ALL associates to reach full potential General Manager and associate (with job coach/ or caregiver support) Informal communication points 14 days 30 days Job coach begins fading 45 days 60 days Firm “Go”/ “No Go” after 60 day probation period

Accommodations Maps or illustrations Auditorium layouts Specialized formats for commonly used reports Allows for individualization of “where and when” Performance schedule Employee schedule Cue cards Reinforce processes and procedures at key positions/ locations/ stations How to make popcorn… Remember to…

Results Gone from 1 to 70 theatres actively participating in less than a year Approximately 200 “official” participants Attention/interest increasing weekly

Personal Drive Contributes Outstanding Scores Ability Consistent From our associates: Honor Feedback Personal Drive Make Guest Connections Ability Contributes Consistent It’s been my honor to work with Kyle, an associate who was hired last April at Town Center. Although autism may limit the different tasks Kyle is scheduled for, it has never limited his ability to make connections with our guests or contribute in a positive manner to our operations.  Kyle is consistently hard working but when the manager on duty informed him that he would be completing an Usher Shift Evaluation worksheet last week, Kyle took his personal drive to a whole new level and was our first (and only) associate to receive five Outstanding scores by getting check marks for every single line item evaluation (including Earn a Smile.)  During a recent informal theatre visit by a DO who was just watching a movie on her day off, I received feedback that a member of Town Center’s leadership team did not make a connection with her while ringing up her tickets at Guest Services, but that Kyle noticed her in the lobby, remembered her face and warmly greeted her. Outstanding Scores

Exceeded Expectations From the families: Believing Opportunity Exceeded Expectations Self-Confidence One Year Anniversary Kyle had his one-year anniversary as an employee at AMC this week, and the whole experience has far exceeded our expectations.  He has turned another corner in his life, and I am grateful to both of you for believing in Kyle and for your advocacy in the FOCUS program. The job has given him a sense of responsibility and self-confidence, and provided him the first opportunity in his life to feel independent of direct supervision and a part of something meaningful.  Meaningful Grateful

What did we learn? Find the RIGHT partner Job Coach key Education Be flexible; question paradigms Easier than you’d think Cheaper than you’d think More upside than you’d think

“In any moment of decision, the best thing you can do is the right thing; the next best thing is the wrong thing; and the worst thing you can do is nothing at all” -- Teddy Roosevelt Making a difference Take the time to do it right and set up for success Benefit seen in other employees Positive perception from theatre guests Individual Gain experience and build a resume Work up to pull potential within the organization Kyle’s watch story Ultimately success will be in what you and your theatre do, can watch others get involved or refuse to sit on the sidelines and empower yourselves to be the difference maker.

Tyler Weekly – Studio 30

Questions?