TELUS International Philippines, Inc.

31st Floor Discovery Centre,

25 ADB Ave. Ortigas Center, Pasig City 1605
Philippines
telusinternational.com.ph

780 498 7330 Telephone

780 498 7340 Facsimile

Memorandum
Date : January 1, 2023
To : ______________________________________
__________
From : Corporate Affairs and Finance Operations Management
Subject : Finance Commissions and Incentives - PPO Documentation
Total Rewards - PPO Documentation

I. RATIONALE

To outline the goals and objectives of a member for________________________ team. This is divided into two
parts:Company Values and Individual Performance are equally weighed.

The PPO shall follow these clauses:

▪ The metrics covered are subject to revisions per quarter, as dictated by the account Statement of Work
▪ Revisit is done quarterly, with the calculation based on average monthly data
▪ All metrics are measured on an individual level every month, unless otherwise indicated

II. COVERAGE

Personal Performance Objectives (PPO) is a system that follows TELUS International’ Performance Management Policy,
which, in a nutshell, aims to understand and focus each Team Member’s work expectations and skill development.

This document will serve as a guide for company regularizations, annual appraisals, promotional appraisals, and mid-period
performance reviews necessary for the Team Member’s evaluation.

III. RESPONSIBILITIES

The following key personnel shall be responsible for the proper monitoring and completion of the PPO:

KEY AREA KEY PERSONNEL RESPONSIBILITIES

Submission Team Leader ▪ On a monthly basis, the Team Leader
shall submit necessary documents and
templates for Immediate Supervisor’s
verification, approval, and evaluation.
Evaluation Team Leader ▪ On a quarterly basis, the Team Leader
shall ensure one-on-one feedback is
given through a formal Interim Review,
highlighting Associate’s strong points and
areas for development/improvement.
Approval ▪ As case would dictate, the Account
Senior Operations Manager general Manager shall submit the
necessary documents and templates to
HR Documentation and Payroll for
alignment or confirmation.
Documentation Team Leader ▪ As case would dictate, the HR
Documentation POC shall evaluate the
submitted documents and templates and
shall prepare corresponding papers that
signify closure of the case.
Review HR Business Partner ▪ Assigned HR Business Partner shall
review this document upon revision of the
operations team

IV. PROCEDURAL NARRATIVE

The Individual Performance shall constitute 50% of the final rating of a Team Member, with the remaining 50% taken from the
TELUS Values. Each criterion listed below has been weighed via corresponding percentages to show how prioritization has
been made.

A. ____ Company Values

1. We passionately put our Customers and Communities first

a. Driving Success
b. Inspiring trust
c. Continuously Improving

2. We Embrace Change and Innovate Courageously

a. Seizing opportunities
b. Persevering
c. Taking Risk

3. We Grow Together Through Spirited Teamwork

a. Engaging
b. Collaborating
c. Developing

B. INDIVIDUAL PERFORMANCE

1. Attendance – 15%

As employees of a performance-based center, each person, regardless of job level, is expected to report for work as scheduled.
Absenteeism and Schedule Adherence is one of the primary drivers of team Service Level and Agent Productivity. Attendance
and Schedule Adherence’s paramount importance can be summed up by concluding that before all other metrics can accurately
be measured, the employee has to first be at work and be on time for work.

Consecutive absences due to sickness with proper documentation will only be counted as one. Maximum number of
consecutive absences is 5. Bereavement, maternity and paternity leaves are exempted.

Tardy Occurrence exempted are the dates where consequence management is waived due to unforeseen instances like bad
weather, etc.

On a 4-point scale based on the absenteeism rate, this metric is measured as follows:
2. Internal Quality Monitoring (CEA/TL) – 15%

Internal and External quality monitoring and cross site audits are considered the best controllable assessment coming from both
onshore and offshore prospective. It accomplishes many objectives, such as: accuracy, agent skills verification, process control,
and agent professionalism.

As it is an agent’s right to be monitored week after week, regardless of tenure, each is encouraged to fully participate in QM
sessions with the immediate Team Captain and/or a Customer Experience Analyst. As high performing Team Members,
everyone is enjoined to report weeks without monitors to the immediate Supervisor and the Operations Manager.
As employees who promote high quality of work, regardless of tenure, are expected to deliver accurate outputs. Any Escalations
and Onshore Coaching Notes on incorrect processing or a hint of incorrectly completing a request will decrease work quality and
might give a negative impression on our clients. Any hit received monthly will merit the following points in the PPO system.
Note: All internal quality audits done by CEA team and onshore coaching notes reported and documented escalations shall be
counted part of this metric and will sum up to the total audits weekly and monthly.

On a 4-point scale based on the percentage of the Quality Monitoring form approved by TELUS, the average of this metric is
measured as follows:
4 100%
3 98.01% - 99.99%
2 98.00%
1 <=97.99%

3. Onshore Coaching Note – 10%

Onshore Coaching Notes are issues raised by Onshore and other departments basing on the reported transaction. It is an on
shore initiative to audit off shore counterpart (Manila Team) to measure accuracy, process control, and agent professionalism.

Upon validation by TL and SME, only Valid Executive Escalations will be included in this metric.

As employees who promote high quality of work, regardless of tenure, are expected to deliver accurate outputs. Any Escalations
and Onshore Coaching Notes on incorrect processing or a hint of incorrectly completing a request will decrease work quality and
might give a negative impression on our clients. Any hit received monthly will merit the following points in the PPO system.
On a 4-point scale based on the percentage of the Quality Monitoring form approved by TELUS, the average of this metric is
measured as follows:
4 100%
3 98.01% - 99.99%
2 98.00%
1 <=97.99%

4. Subject Matter Expert Audit (SME) – 10%

Internal and External quality monitoring and cross site audits are considered the best controllable assessment coming from both
onshore and offshore prospective. It accomplishes many objectives, such as: accuracy, agent skills verification, process control,
and agent professionalism.

As it is an agent’s right to be monitored week after week, regardless of tenure, each is encouraged to fully participate in coaching
sessions with the immediate Team Captain and Subject Matter expert of the team.
As employees who promote high quality of work, regardless of tenure, are expected to deliver accurate outputs. Any SME audits
on incorrect processing or a hint of incorrectly completing a request will decrease work quality and might give a negative
impression on our clients. Any hit received monthly will merit the following points in the PPO system.
Note: CEA team and SME will coordinate with each other daily on their audit transactions to avoid duplicate audits in a week.
On a 4-point scale based on the percentage of the Quality Monitoring form approved by TELUS, the average of this metric is
measured as follows:
4 100%
3 98.01% - 99.99%
2 98.00%
1 <=97.99%

5. Responsiveness – 10%

Responsiveness is based on the timeliness of response provided to the members of the organization. This includes but not limited
to chat transaction, email communication, Google meeting and other form of communication used by the company. We are given
24-48 hours timeframe to response to email (depending in the urgency of the email) and not more than 2 hours to response using
chat conversation.

Technical difficulties will be considered during the validation process. It will be validated by the TL and SME, only valid
transactions will be included in this metric.

On a 4-point scale based on the number of missed response, metric is measured as follows:

5. Service Level Agreement / Cycle Time – 40%

Service Level Agreement metric is based on the SLA defined and approved by our onshore managers. The following are the
specified client Service Level Agreement for both teams and 40% of SLA shall be divided as follows:

Note: References will be the productivity tracker and email report sent by the client
Team member working on multiple tasks will add the total number of assigned tasks for the month. We will count the number of
tasks versus the missed SLA.

CIM
Non-Database SLA 20.00%
Database SLA 20.00%
CPMS
All Tasks 40.00% (Audit files are subject for different deadline due to bulk request)
Total Rewards
Daily Tasks SLA 20.00%
Monthly Task SLA 20.00%
On a 4-point scale based on the number of missed SLA, this metric is measured as follows: (number of LOB transactions
missed)

V. Overall Rating

Summary of metrics:

The Final Score is the sum of individual points calculated by multiplying specified weight with individual ratings.

Rating
4.00 Excelling
3.00-3.99 Achieving
2.00-2.99 Developing
1.00-1.99 Below Standards / Needs Improvement

VI. Performance Management

A. RECOGNITION
 As a core function of performance management, the company upholds the belief that employees should be managed
appropriately. Monthly Business Reviews are conducted to review performance and set goals. Employees are
expected to meet standards and attain an overall score of 2.0.

Employees who are able to exceed standards are eligible for programs and items such as (but not limited to):

● Cash Incentives
● SOPA Recognition Awards
● Mentoring/Leadership Programs

The Incentives shall be determined by Management and communicated to the Team Members on a monthly basis.

B. QUALIFIERS

A. In order to qualify for any incentive scheme, the requirements noted on the 2023 Baleen Performance Payout must
be met. Examples are as follows:

B. TI Audit (Disqualifiers)

TI Audit will be an audit process within TIP team members that is aimed to increase quality control in our
transactions.

TIP Team Leader will randomly assign a record for each of the TIP team members to audit and review. 2 records /
report or transaction weekly will be assigned for each team member to review. The audit score of the records that
were assigned by the Team Leader to be reviewed will be the only one that will accepted by the Team Leader to
reflect in the team member’s scorecard for the month. All audit results will be forwarded to the Team Leader. The
Team Leader is assigned to collate and create a report every month for the audit results. All incorrectly processed
records will be corrected immediately and proper coaching will be done by the Team Leader.

TI Audit shall be implemented to correct processed records before it can get caught by the Onshore team,
Customer Experience Analyst and Subject Matter Expert. Defective cases shall form part of process calibration and
as a Baleen Disqualifier.
TI Audit Score is computed as Total # of Passed Audits / Total # of Audits Completed. Passing Rate is 90%.

Thus, sequence of Baleen Qualifiers are as follows:

- No failing metric
- Highest Baleen Score in the group
- TI Audit Score
- Highest Productivity Incentive (CIM) and Highest number of processed transactions (Total Rewards)
- Unplanned Absence/s
- Tardy Occurrence/s and Total Tardy Minute/s
- No of working days
- Compliance to site schedule
- Accuracy and completion of reports
- Etc. (others applicable on team and on Baleen Payout Memo)

Management reserves the right to make changes depending on the needs of the company and its clients.

C. PROGRESSIVE DISCIPLINE

For employees who are below standards per Key Performance Indicator (KPI), the team member shall be given the
following coaching/counseling methodology. This will be for a rating below baleen score of 2.00.

1 st offense : Hint 3
2nd Offense : Hint 4
3rd Offense : Hint 5

Consequence management process shall commence if a team member is unable to meet targets for the month. If a
Team Member is able to meet standards consistently for 6 consecutive months after corrective action is given, his
corrective action shall be reset to Hint 3. However, if a Team Member has already reached his 3rd offense, the next
 disciplinary action shall be reset only to the 2nd offense after 6 consecutive passing months when the offense was
committed.

Through a formal planning session, the above metrics and goals have been discussed by the Team Leader and/or Operations
Manager with the Team Member on January 31, 2023

Hence, effective January 1, 2022 all these metrics shall be used to measure the Team Member’s performance.

_____________________________________ _____________________________________
Team Member’s Printed Name and Signature Team Leader’s Printed Name and Signature

Noted By:

___________________________________________________________
Operations Manager – Corporate Affairs and Finance Operations Management
Printed Name and Signature

SIGN OFF SHEET

This is to certify that I understood 2021 Team Finance Commissions and Incentives - PPO Documentation and Total Rewards -
PPO Documentation attached to this sign off sheet.

WORKDAY ID NAME DATE SIGNED SIGNATURE