Employee Relations & HRBP raci charts 08.10.17 PROPRIETARY & CONFIDENTIAL

RACI Role Definition Responsible Those who do the work to achieve the task Accountable The one ultimately answerable for the correct and thorough completion of the deliverable or task (CAN BE ONLY ONE ENTITY) Consulted Those whose opinions are sought (SMEs) and with whom there is two-way communication Informed Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication PROPRIETARY & CONFIDENTIAL

Overview of Employee Relations (1) Provide guidance to managers on appropriate level of Disciplinary Actions to ensure adherence to policies/guidelines and consistent application (2) Conduct Investigations into allegations of harassment, discrimination, retaliation, etc. and respond to governmental agency charges and attorney demand letters (3) Ensure appropriate management of requests for Workplace & Leave Accommodations under ADA and other protected leaves of absence requests (4) Review all recommendations for Termination, conduct risk assessment and provide guidance to managers (5) Coach managers on ongoing Performance Management process; guide through development and implementation of performance improvement plans (6) Partner with other functions on issues with HR impact (e.g., HRBPs, Compliance, Corporate Security, Employment Counsel) (7) Manage ER cases, monitor ER trends, analyze key metrics, and recommend Proactive Measures

Employee Relations: Involuntary Termination Process Manager recommends termination (performance/conduct) Employee Relations Primary POC for Manager Gathers necessary information, reviews relevant documentation Completes termination review form Conducts risk analysis with guidance from employment attorney as appropriate Provides recommendation for term HRBP Is made aware of significant issues Provides business insight (and historical context/past practice for legacy CHC) Influences high-risk termination requests Manager Initiates request with ER Provides ER with relevant information and documentation Executes termination decision PROPRIETARY & CONFIDENTIAL

Scenario 1 – Termination RACI Activity Employee Relations HR Business Partner Employment Attorney Manager/ Supervisor Senior Management Other Understand the Business Context for the Termination Request Accountable - Responsible Consulted Informed N/A Conduct Due Diligence Responsible Complete the Termination Review Form Consulted as appropriate Conduct Review with Law Department (if needed) Prepare a Final Recommendation Communicate Final Recommendation to Business Accountable – Responsible Conduct Termination Meeting (if applicable) Responsible as applicable Accountable-Responsible PROPRIETARY & CONFIDENTIAL

Employee Relations: ADA Process Employee requests an accommodation under the ADA Matrix / Hartford Conducts intake, sends and maintains required documentation Facilitates the interactive process Follows up with employee and manager post approval Serves as primary point of contact for employees, managers and ER Employee Relations Serve as ADA Subject Matter Experts Provide final approval/denial of accommodations in complex cases or where there is lack of alignment Address issues/concerns related to accommodations through Matrix/Hartford and the manager Managers Have a general understanding of ADA and expectations Actively participate in the interactive process Manage and monitor approved workplace accommodations Interact with Matrix/Hartford and ER as necessary Report any concerns or issues to Employee Relations PROPRIETARY & CONFIDENTIAL

Scenario 2 – ADA RACI PROPRIETARY & CONFIDENTIAL Activity Employee Relations HR Business Partner Employment Attorney Manager/ Supervisor Senior Mgmt Matrix/ Hartford Begin process by sending ADA packet to employee Informed N/A Accountable - Responsible Review Medical Evaluation Form Accountable – Responsible Informed – re request, not medical info Paperwork sent to ERC Speak with Employee and Manager Accountable-Responsible Informed as appropriate Consulted Understand the Business Implications Accountable- Responsible Conduct Risk Analysis; Determine other Options Make Recommendation to the Business If Leave or Accommodation is Approved, Determine Strategy for Filling or Holding Position Open Accountable If leave or accommodation is denied, legal MUST be consulted. Document the Action Accountable to send letter PROPRIETARY & CONFIDENTIAL

Employee Relations: Performance Mgmt & Disciplinary Process Manager seeks guidance on employee performance/misconduct Employee Relations Primary POC for Manager Gathers necessary information requested from manager, reviews relevant documentation Assists manager with drafting PIP/corrective action form (CAF) Provides guidance on PIP check-ins/coaching/ discipline delivery Provides recommendation HRBP Is made aware of significant issues Provides business insight (and historical context/past practice for legacy CHC) Partners to influence key/sensitive recommendations Has visibility to CAF and PIP history Manager Initiates request with ER Provides ER with relevant information and documentation Creates initial draft of PIP/CAF Executes PIP/CAF PROPRIETARY & CONFIDENTIAL

Scenario 3 – Perf Mgmt & Discipline RACI Activity Employee Relations HR Business Partner Employment Attorney Manager/ Supervisor Senior Management Understand the Business Context for the Request Accountable - Responsible N/A Responsible Consulted By manager Conduct Due Diligence Complete the CAF or PIP Deliver the CAF or PIP to employee – get a signature and upload Informed (ensure visibility to CAF/PIP) For PIP: Meet at 30 day and provide feedback to date For PIP: Meet after 60 days end of PIP Informed as appropriate Informed if failed FWW or PIP as part of Term Review Accountable-Responsible Informed PROPRIETARY & CONFIDENTIAL

Employee Relations: HR Investigations Process Employee alleges harassment/discrimination/retaliation Employee Relations Crafts investigation strategy with guidance from attorney as needed Conducts investigation (including interviews, review of relevant documentation) and drafts investigation report Recommends remedial action and other outcomes HRBP Is made aware of high-risk investigations Provides business insight (and historical context/past practice for legacy CHC) Partners to influence key recommendations, including remedial action Employee Initiates investigation via various channels by raising concerns Provides ER with relevant information and documentation PROPRIETARY & CONFIDENTIAL

Scenario 4 – Investigations RACI Activity Employee Relations HR Business Partner Employment Attorney Manager/ Supervisor Senior Management Compliance/ other functions Inform and Engage Investigative Resources Consulted Accountable - Responsible N/A Inform Senior Business Leaders Informed as appropriate Informed Develop Investigation Strategy Consulted as appropriate Conduct Investigation Accountable – Responsible Reach Investigation Findings Determine Whether Discipline or Corrective Action is Appropriate Responsible Accountable PROPRIETARY & CONFIDENTIAL

Sample scenario #1 An anonymous letter is sent to a facility raising concerns about culture and poor leadership, with no mention of specific individuals Depends on size of facility or whether there are multiple businesses/teams located there If no details or specifics, HRBP can make leadership/ER aware, incorporate engagement survey results, possibly hold roundtables If there are some identifying characteristics that allow for follow-up, HRBP and ER partner/interview employees ER will only investigate if there are specific allegations of wrongdoing by specific individual(s) that, if substantiated, would result in remedial action PROPRIETARY & CONFIDENTIAL

Sample scenario #2 AN2N question about sit/stand desks Example of issue that is handled inconsistently across businesses If related to medical issue, triggers accommodation request and ADA process with Matrix/Hartford Remember to consider other functions responsible, here, Facilities would be consulted PROPRIETARY & CONFIDENTIAL

Sample scenario #3 Question about application of attendance policy in particular team Business owns attendance policy (until policy harmonization across enterprise) HRBP can interpret policy and address general issue on applicability If related to a specific employee’s attendance that may potentially involve corrective action, ER guides manager on drafting and delivering discipline PROPRIETARY & CONFIDENTIAL

Agreements from RACI Sessions Recognize we are all one HR team, united front, there are no “vetoes” either way In this period of transition, overcommunicate ER will inform (not consult) HRBPs of all involuntary terminations ER will ensure HRBPs have awareness of PIP/CAF HRBPs will update ERCs on business changes that may impact ER issues ERCs and HRBPs will partner to set cadence for regular meetings HRBPs will continue to upload PIPs/CAFs to legacy CHC employee files until Workday go-live Ongoing discussion (TBD post-launch): Risk tolerance in employment decisions How to encourage accountability by managers to follow ER recommendations