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248 Main Street North Mount Forest, Ontario NOG2LO
1-877-409-5051 (tel) 519-509-5053 (fax) DESIGNATED INSTANT RESPONSE TEAM
September 21,2011 SNCLAVALIN
455 Rene-Levesque Blvd. West
Montreal, Quebec Canada
Dear Stephane, Further to our many discussions and your recent correspondence (August 15, 2011), I have reviewed the notes and records from our initial fact finding sessions held in country in July 20.11.
In order to address the three needs you have identified, we have compiled some detailed outlines as to the risk assessments that were already done while in country and I can
confirm that out team has amended positions and concerns based on the recent events in the past Thirty (30) days. We recognize that in order for your Employees to return to Libya and re-engage in the projects that were halted due to the political issues and especially the safety concerns there are many factors to consider prior to re-integrating your workforce. We realize that based on our initial findings and presence in country during the week of July 17th, your staff on the ground were content to continue although concerns for safety were pointed out on several occasions. I share the relief that you expressed that to date, your 25 employees stationed in country remain safe and continue to perform their duties amidst very difficult and trying circumstances,
How to help Employees on the ground and those who plan to return to Work in
Country? In reference to the first point, you raise a curious question about how to guide employees currently on the ground to remain neutral in the current precarious environment. It is difficult to know how the rapid change in events may have impacted them, and in our experience the impact of the violence that they may have witnessed in addition to the day to day stress of "surviving and functioning" during a serious conflict may not be evident for weeks or months to come. With this in mind, it is important to prepare resources and make available to the employees who remained in country as well as their families a debriefing process so that their wellbeing and emotional health can be properly evaluated.
SNC Lavalin. Employee Re-lntegrotton Outline
September II, 2011
There will be posttraumatic stress, which may not manifest itself on a day-to-day basis and will not necessarily be visible or noticeable as an employer. The situation on the ground, as you are aware is unique and the fact that you had 25 dedicated employees who chose to remain to protect the assets and interests of your projects is a heroic effort put forth which deserves recognition. I believe that the terminology that you are seeking • is (to encourage a nonconfrontational approach with the emerging governance of the country ) may be best described as an impartial and non-partisan policy approach. In order to implement this kind of policy or approach one must first determine the purpose of such a policy or request of employee work teams. First and foremost it is imperative that the safety and wellbeing of Employees be a top priority. In order for that to occur Employees need to agree and fully understand the purpose of such a policy and that it is not intended to thwart personal preference or opinion, but merely to reduce potential harm due to the very sensitive nature and uncertainty of the future within the Country. I have included in the work plan a unique non partisan impartiality policy framework for your consideration which I believe will address this concern and need that you have put forward. There are two approaches to consider. The first being in consideration of those employees on the ground who have worked throughout the conflict. The second being those that will be brought back into the workplace (some returning with experience in the country and perhaps others who have never worked in the region at all until this time with no history or basis to compare past, present or future.) The most effective way to establish how to develop this safety policy would be to meet with the employees on the ground as a first step to see how they may wish to proceed and to create an opportunity to support them through the adjustment and reaction to what they have just experienced. It is possible that this core group of Employees may also be mentors for those returning and provide support and clarity as to the nature of the events and why a non partisan impartial approach is critical for successful completion of previous projects 81Id implementation of the new projects that have not yet been implemented or initiated. The Non Partisan- Impartial Policy has many benefits, which I will summarize briefly: I) Provides a corporate statement that does not position or impose a viewpoint which will encourage an all inclusive mindset; 2) Non judgmental contractors will be more readily received by new Government officials especially if they are not being compared to past representatives even if the belief is that change has done more harm than good; 3) Employees will be less likely to be fractured based 011 their support of lor endorsement of one side or another; 4) The transitional phase is going to evoke emotions and feelings that may be difficult to manage in a remote work area within a post war environment;
SNC Lavaltn, Employee Re-Integration Outline
September 2 I, 2011
5) Non-Partisan impartial policies provide a behavior expectation that fosters professional conduct keeping project goals aligned without compromising the feelings of employees. (In other words- its okay to have an opinion privately but that this is not to be expressed in the workplace so as not to incite conflict or division within work teams); 6) Senior Management will be better equipped to address and identify issues early if public workplace dialogue boundaries are crossed. In this instance it is important that team leaders and managers receive specific coaching to encourage open "private" discussions so that freedom of speech is not discouraged but that workplace decorum is to remain respectful in light of the delicate balance that needs to be achieved; 7) Non-Partisan - Impartial Policy facilitates a professional proactive interface with government representatives and will promote a faster return to normal operations therefore increasing likelihood of resuming existing projects and continuation of previous projects; and 8) This policy will also position the corporation to adapt readily to all government and governance changes that mayor may not occur so that assets are protected and investments in people are preserved.
How to approach and open dialog with the new Government and preserve prior contracts and engagements
This is an area that requires some mutual discussion, however on the face of the intent, in my opinion it would make imminent sense to set up meetings with the Libyan Embassy in Ottawa and include the Canadian Ambassador who returned to Tripoli in these discussions to seek guidance as to the protocol to engage in these discussions. It is my understanding that based on the critical nature of your existing contracts and pending projects, that it will be a priority for the New Government to proceed and resume all of the above because it demonstrates a state of normalcy and control as well as honor and commitment. There have been many political statements in the past week in particular indicating that Libya is anxious to resume relationships with corporate entities that were forced to halt activities. There is uncertainty as to the viability of the existing transitional government and indications that the originally planned turn over to a govemance body chosen by the people could prove to be difficult to achieve. It is also possible that the NTC in place may not be as willing to step aside now that there are emerging issues and power struggles beginning to occur. A thorough security and strategic analysis is required to position your corporation for success regardless of the govemance structure that mayor may not evolve. This is another reason why a corporate non partisan- impartial policy should be considered to set the stage for appropriate dialogue that does not bind the corporation to any particular interest group or leadership model which is at risk for further change or disruption. All of
SNC Lavaltn, Employee Re-Integration September 2/, 20 J I
the above requires a thorough cost analysis combined with a risk analysis that will support change, which may be rapid and unpredictable.
Integration and Return to Work Undertaking
You have highlighted the need for non-judgmental behavior from your employees. The policy suggestion will go a long way to address this.
In addition to this the policy development (non-partisan impartial policy) could be the
basis for the return to work briefings that we would recommend. The briefing would include a summary of what has occurred since halting projects, and the current state of affairs. In addition to this the corporate goals and objectives can be outlined and your employees (prior to departing home bases) should be prepared and briefed so that they know what to expect. These mini workshops (to be referred to in work plan) could begin almost immediately and a security assessment and briefing for employees with procedures and tips to keep them safe in an uncertain environment, It is important to identify the work team needs, roles and nuances so that we can prepare them and also your senior management Teams to avoid any potential conflicts that may be harmful to the employee or the corporation. It is important that returning work teams view the corporation as caring, supportive and responsive. This process will also address procedures for evacuation and the levels of security that will be covered and implemented as required. Eac11work team should also be encouraged to bring forward concerns to a third party to assist with any awkwardness that may mise so that the employee/employer relationship is preserved and that project Teams safety and wellbeing be top priorities, Regular meetings and debrief sessions will be critical because eyes and ears on the ground will be your best guide as to the status of the operations and the needs going forward.
In summary it is evident that there are more variables and unknowns to manage than that which you would encounter in any other environment. The potential fluctuation in events will prove to be a huge challenge for your Senior Management Teams as well as those on the ground. I believe that what you are seeking is a bridge to keep the various pieces together, knowing that there is a shaky foundation in country. In reality the preliminary meetings with Government Officials are possible in the near future, however there are hundreds of companies vying for a foot in the door first. You have the potential to move quickly if you choose to do so (but hopefully not until all risks of doing so are evaluated). Your Employee teams may not be ready for four to six months, however the preparation and training can begin at any time prior to the actual reentry into the country. It may be best to approach this from two tracks; one, the official government track, and secondly your internal employee preparation track.
SNC Lavalin, Employee Re-Integration Outline September 21, 2011
As you are aware we have the following skill sets to assist you with this undertaking, which include the facilitation, strategic analysis, risk assessment, conflict resolution prevention strategy, policy development, the diplomatic relationship background, and security expertise. We are confident that we can assist you at this very difficult time and we are prepared to assist you in any way that we can to help you and your team and especially the people of Libya successfully and safely rebuild all that they have the potential to be. Kindest Regards,
Cynthia Vanier, C.Med Vanier Consulting Ltd. firstname.lastname@example.org
SNC Lavalin, Employee Re-Imegratton September 2 J, 2011
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