Performance & Reward Management For Tenix MarinePresented by

Punnoose Pachikara ( 648722x)Sachin Potdar (6482376)Bhavika Agnihotri (5784131)Karine Draschler (6466834)Verica Mitricevic (1546511)

History Timeline

1956 - Transfield is founded by two Italian engineers, Carlo Salteri and Franco Belgiorno.

1987 - Transfield spreads its wings into defence.

November 1997 - Transfield splits into different sectors and is re named Tenix defence.

1998 - Tenix continues to expand with Hawker de Havilland (an aero structure manufacturer) and Enetech (a leading engineering and maintenance contractor).

June 2000 - Tenix purchases Vision Systems defence business, Vision Abell and LADS Corporation

2001 - Tenix sold Hawker de Havilland to Boeing and the Enetch division is renamed Tenix Alliance.

Under the Tenix name there are 11 divisions

.Tenix Defence.Tenix Alliance.Tenix Datagate.Tenix Projects.Tenix LADS Corporation.Tenix Investments.Tenix Aviation.Tenix Solutions.Tenix Information Security.Tenix In New ZealandTenix Affiliate

Vision

To be the pre-eminent Australian provider of high-technology and engineering solutions in the defence and commercial markets in their region and beyond.

Values

Safety & The EnvironmentIntegrityTeamworkLeadershipInnovation & ImprovementTenacity

Remuneration Range

Minimum- 80% of mid pointMidpoint Maximum- 120 % of mid point

New recruits - between mid point and minimum

Total Remuneration Package (TRP)

Base Salary Superannuation

Higher ManagementMobile phonesVisa cards

Changes applicable with promotion

Remuneration & Benefits

Purpose Comply with Industrial AwardsCompetitive with other comparable organizations

Superannuation

Legal requirement

Standard 9 %

Non financial Benefits

Fitness One Corporate membershipOptus Corporate Memberships

Performance Management Framework and Structure Comprehensive Performance Management Policy Structure - Found on the company Intranet site - Under Human Resources; Performance icons This intranet page provides information on the following topics: -Performance Management-Learning and Development-Internal Training -Development-Australian Defence Force (relevant to industry sector)

Performance Management Policy Simply, easy to read (4) Page Document Purpose: The performance of each employee affects the ongoing success of Tenix. This policy is designed as an effective approach to performance appraisal that provides the linkage between the work of employees and the achievement of organisational goals

LayOut of Performance Management Policy Document

PurposeScope References Business Policy: 1. Performance Review - Position Description - Performance Plan - Professional Development and Career Plans - Regular Performance Appraisal Business Procedure: 2. Review Procedures - Timing - Preparation - Review - Discussion - Completion - Performance Problems - Employee Counselling

Performance Appraisals: User friendly easy to follow on-line tools - Separate instructions for Managers & Employees Easy to follow step-by-step guidelines Appraisals = Employees/Manager Ratings: O = Outstanding S = Superior FE = Fully Effective MR = Meets Requirements U = Unsatisfactory

Comments by Manager; Employee; Discussion; Plan; Timelines are agreed upon

Recognition and RewardsBackground and PurposePracticing Core Values, implementing strategies that emphasise these ValuesCommitted to recognise excellence in Performance

Scope of the RewardsAll Employees except the consultants and contractors.

Styles of RecognitionRewarding is not enough but rewarding at the right time with the right spirit is what makes it effective and desirable.

RecognitionOutstanding Performance

Outstanding Performance is anything that has arisen a specific achievement or significant contribution by an individuals or team that has beneficial impact on Tenix business. advances business goalsan exceptionally effective and cooperative way demonstrating superior interaction across Tenix and/or its clientsdemonstrate a sustained commitment to Tenixserve as a role model for others

Long Service Recognition

RecognitionOutstanding Performance

Level 1: On-the-spot RecognitionLevel 2: GM RecognitionLevel 3: Executive GM RecognitionLevel 4: Chairman Recognition

Long Service

5 years10 Years and so on

Recommendations

Evaluation of their strategic communication and relationship building policies

Use of informal feedback, diagnosis of any issues and action planning to be encouraged

Include a career management cycle in the performance management policy

Performance management policies need to be updated on the intranet .

Flexibility to choose a bouquet of benefits in the TRPChild support centres and in house health club

Thank You