1. Empire Southwest
2017 Companywide EOS Results

2. Response Rate Survey administered from April 17- May 5th.
Employees
Responses
Empire
89%
Dealer Average
Highest
99%
In previous years we received 1st, 2nd, 3rd, etc. ranking. Starting in 2017 the focus will be on quartile ranking.
We are at 85% engagement with 89% of the company participating. It’s a great result that we can all be proud of.
Poor
Below Average
Average
Good
Excellent
<50%
55 – 76%
77 – 82%
83 – 87%
>88%

3. Benchmarking- North America
INDEX
% Favorable
Overall Dealer Average
N America Average
Highest Score
Top Quartile
50th Percentile
Engagement
85%
74%
78%
87%
82%
80%
Leadership
73%
76%
84%
77%
Executive Management
66%
71%
83%
Safety
92%
88%
94%
89%
Values
86%
Learning & Development
67%
69%
70%
Communications
Customer Focus
Collaboration
58%
57%
81%
68%
Recognition
60%
64%
Green = improvement 2pts. or higher
Red = decrease 2pts. or higher

4. Benchmarking- North America
INDEX
% Favorable
Overall Dealer Average
N America Average
Highest Score
Top Quartile
50th Percentile
Accountable for Results
82%
79%
91%
77%
Career Advancement
68%
62%
63%
64%
Change
78%
70%
74%
87%
75%
Continuous Improvement
72%
High Performance
83%
86%
81%
Inclusion
67%
71%
Wellness/Health
92%
Workgroup Effectiveness
73%
85%
Strategy & Execution
80%
89%
Yellow = new index

5. 3-Year Trend
This slide shows Empire’s 3-year trend. Results have remained fairly consistent showing that we remain strong in Safety, Customer Focus and Values. We continue to have opportunities in the areas of Collaboration, Recognition, and Communication.

6. Empire vs. CAT Global Results
The slide shows how Empire (red line) compares to other dealers that participate in the survey.

7. High Performance Priorities
INDEX
QUESTION
% AGREE
% AGREE
Executive Management
Actions by Executive Management show genuine interest in the well-being of employees.
75%
73%
Change
This company is making the changes necessary to compete effectively.
78%
80%
Recognition
I feel appreciated at work.
71%
The Executive Management of our company has clearly communicated a vision of the future that motivates me.
74%
76%
Inclusion
In our organization decisions and/or actions show we are committed to attracting, developing and retaining a diverse work force.
This company recognizes outstanding contributions.
68%
69%
I feel supported in my efforts to adapt to organizational changes.
My ideas and suggestions count.
72%
I have confidence that Executive Management is making decisions that will ensure our company's long term success.
84%
82%
I have the same opportunity to succeed as others with similar experiences, performance and educational background.
When we talk about priorities, the most important thing is for you to understand what is important to your team. Let me repeat that….
However, we want you see what priorities are for Empire employees overall. Priorities are shown in order of importance to the company’s employees.
Executive Management – It is very important to Empire employees to understand the direction of top leadership. Employee confidence in decisions being made shows significant impact on engagement.
Here’s how you can kill two birds with one stone…
Pick one thing to move forward that is on your team’s priority list.
No matter what maintain or enhance our engagement if we focus on personal growth, building networks and aligning employee individual contributions with the company critical success factors.
Examples:
Personal growth – Sue needs to learn excel to build spreadsheets for new hire survey analysis.
Building network – “One Empire” too broad. Think of relationships that would add the most value to your work outside of your immediate workgroup.
Alignment of individual contributions to critical success factors -
Ex. Management- TQ
Inclusion- 50th
Recognition- TQ
Change-TQ

8. ACKNOWLDGE what we have done well: improved Safety results, Dealer Loyalty rating, and individual and team contributions made despite the challenges.
Here’s how we want to move forward…
Having made positive progress in the last year, we want to recognize our strengths and what we have done well.

9. ALIGN individual priorities to critical success factors…
Personal growth for new and tenured employees
Build our networks: build relationships for mutual benefit with colleagues, clients and Suppliers/Partners
Align daily work of employees to the Vision Triangle and mission critical items in your deparment: Employee motivation and satisfaction is nearly impossible to generate if employees don’t understand—and CARE ABOUT---how their jobs contribute to the greater good of the organization, and to the good of the Empire’s clients.
Look for ways in which we can continue to maintain and enhance our employee engagement and the success of Empire. To do so, we must focus on the priorities...what is meaningful to you and build more momentum for the future.
That means:
Personal growth… getting better at who we are and how we contribute
Expanding mutually beneficial relationships inside and outside of our department
Last but not least, we all want to be on point with what is important for Empire and our department. You and I want to be very clear about how we contribute and recognize that everything we do counts.

10. ACTION Choose our high priority initiatives that can impact our department and create value.

11. Whereto from Here
Determine what we want to do as a team to enhance our engagement
Incorporate our individual and team initiatives into upcoming EPAs to recognize successes
Because Empire aspires to Be the Best, individual and team efforts will start becoming a part of EPA discussions.
Your thoughts shared in this meeting will be use to determine our priorities and how to move forward.

12. 2017 Employee Opinion Survey