ALTERNATIVE WORK ARRANGEMENTS (AWA) POLICY EXHIBIT I

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1 ALTERNATIVE WORK ARRANGEMENTS (AWA) POLICY EXHIBIT I

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3 ALTERNATIVE WORK ARRANGEMENTS (AWA) POLICY Alternative Work Arrangements (AWA) is a management tool that defines guidelines for a number of non-traditional and flexible staffing, scheduling, and office planning options. A variety of Alternative Work Arrangements have already been implemented successfully across the Blue Box, including telecommuting arrangements, compressed work weeks during the summer, and flextime arrangements for those working at appropriate job functions. Alternative Work Arrangements serve a number of purposes. They help to meet employees needs for balance between their work and personal lives, and thus help assure that excellent employees remain at the Company. They also address important Company concerns, particularly those involving the cost-effective use of office space. The American Express Company supports Alternative Work Arrangements and encourages managers to explore them whenever they seem practical. According to American Express Company policy, managers and employees who are interested in pursuing an alternative work arrangement must carefully review the AWA Policy form, the AWA Selection Criteria form, and the AWA Decision-Making Template and Guideline s, which are included here. These forms and documents will help them understand how an AWA situation can best work for themselves and their business units. Managers should also note that AWA policies change frequently, and the policies included here may have changed by the time an AWA situation is needed. Managers should check with the Employee Relations Group (ERG) or the on-line Bulletin Board for the most current policy forms. AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 3 of 20

4 AWA POLICY ELIGIBILITY Am I eligible for an Alternative Work Arrangement? Employees (current and new hires) who are in good standing with the Company and are not on any form of counseling or action plan (e.g., employees who have received a 30 or better or a G and L rating of 3 or better on their most recent performance evaluation) are eligible to apply for an alternative work arrangement. In addition to the performance criteria, each Alternative Work Arrangement also has specific skill-set and position responsibility guidelines. (Please refer to the attached Selection Criteria for details.) Employees on Alternative Work Arrangements are responsible for maintaining performance levels that meet eligibility standards. Employees in Alternative Work Arrangements who receive ratings below 30 or G/L 3 on their performance evaluations may be counseled for their performance issues and in certain instances may be asked to return to a traditional work schedule/arrangement or their employment terminated. LENGTH OF ASSIGNMENT Is there a minimum length of service required for participation in an Alternative Work Arrangement? How long can I be on an Alternative Work Arrangement? There is no minimum length of service for participation in an alternative work arrangement. However, to ensure that newly hired employees are effectively acclimated to the organization, managers who approve Alternative Work Arrangements for employees with less than one (1) year of service should ensure that their implementation plans allow for sufficient access and exposure to co-workers, peers and departmental procedures. An Alternative Work Arrangement can be approved for a shorttime to accommodate a temporary need (e.g., an employee who elects to work part-time upon returning from leave, or to telecommute temporarily due to a medical condition * ) or can be considered on a longer-term basis. All Alternative Work Arrangements will begin with a trial period of up to 6 months during which time the manager and employee can evaluate the situation to determine how well it is working (e.g., are performance expectations being met, does department have sufficient coverage?). At the end of the trial period, the arrangement can be approved on a longer term basis or the employee may be asked to return to a traditional work schedule. (Managers who identify problems prior to the 6 months should address them with the employee and, if necessary, cancel the arrangement prior to the end of the 6 month trial period.) Although arrangements can be approved on a longer-term basis, to meet * Employees may also be eligible for Family and Medical Leave. Page 4 of 20 AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM,

5 business needs, all Alternative Work Arrangements are subject to change at any time, per manager discretion.. AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 5 of 20

6 REQUESTING AN ALTERNATIVE WORK ARRANGEMENT How do I request an Alternative Work Arrangement? If you are interested in requesting an Alternative Work Arrangement, you should: 1. review the attached Alternative Work Arrangements Decision-Making Template and Selection Criteria to determine if your skills and position meet established guidelines 2. consider your own work style to determine how comfortable you will be with the proposed arrangement 3. be realistic about your potential to enter into an Alternative Work Arrangement without negatively impacting the customer, the department,or the Company 4. determine which type of arrangement will best meet your needs 5. submit an Alternative Work Arrangement Request Form (attached) to your manager for discussion/approval at least 30 days prior to the requested effective date. APPROVAL PROCESS What approvals are required for an Alternative Work Arrangement? Two levels of approval (including the requesting employee s direct supervisor or approval from a VP) are needed for all Alternative Work Arrangements. If a manager decides not to approve a request, he/she should meet with the employee and discuss the business rationale. Manager and employee can decide at that time if the proposal can be modified or reevaluated at a future date, or if an alternative arrangement can be considered. When reviewing a request for an Alternative Work Arrangement, managers should consider the impact to the entire department, not just his/her direct reports (e.g., how will the proposed arrangement impact customers, co-workers in other areas of the department, or other departments/locations as well as workflow and team issues). Managers who have questions regarding Alternative Work Arrangement requests should contact the ERG at for guidance and policy interpretation. To discuss any issues relating to the Alternative Work Arrangement s impact on head count (e.g. job sharing), contact your department Finance representative. SELECTION CRITERIA What criteria will be used o approve/deny Alternative Work Arrangement requests? When evaluating Alternative Work Arrangement requests, managers will consider a variety of work-related factors. To facilitate the decisionmaking process, they should refer to the attached Decision-Making Template and the Selection Criteria matrix, which includes the type of Alternative Work Arrangements available as well as the eligibility and competencies required for each. Carefully review employee competencies, past performance evaluations, and job descriptions when considering any Alternative Work Page 6 of 20 AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM,

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8 To determine if a position is appropriate for an Alternative Work Arrangement, managers should consider not only if an employee s current position can accommodate the proposed work arrangement, but also if the position can be modified in some way without negatively impacting the customer, employee, or the department. For example: 1. Can non-priority assignments or responsibilities be handled differently, transferred to another individual, or handled by job sharing or by creating two separate jobs? 2. Can goals/deadlines be re-negotiated? 3. Does the proposed change offer hidden benefits such as expanded coverage for department (e.g., flextime or compressed work week)? Not every situation will be suitable for an Alternative Work Arrangement, and those that are will require a great deal of thought and planning to make them successful. One of the most challenging and critical aspects of an Alternative Work Arrangement is managing it effectively. Specifically, ensuring that all parties concerned have a clear understanding of expectations and guidelines prior to entering the arrangement, maintaining effective communication with employees regarding business initiatives, goals and performance expectations, and continuing to ensure that the employee remains an integral part of the team. A successful Alternative Work Arrangement is one in which the department continues to operate effectively, business needs are being met and the employee is meeting department expectations (i.e., quality and quantity) and successfully adhering to the communication plan. Below are the steps that managers should take when implementing Alternative Work Arrangements. I. Review the attached Decision-Making Template and Selection Criteria to determine if the arrangement meets business needs. Consider the impact that the arrangement will have on the entire department -- not just on your direct reports. If the request is denied, share your decision with the employee. If the request is approved, follow steps II -- IX. II. Discuss elements of career development with employee to ensure that he/she has a clear understanding of the impact that the Alternative Work Arrangement may have on his/her career. Employees should be aware that factors such as the ability to effectively network, participate in, and lead project teams, attend meetings, and travel can impact an employee s career development. Therefore, employees should consider the extent to which the proposed work arrangement might limit their ability in these areas and as a result impact their career development. III. Establish a schedule. (Once finalized, the schedule should be shared with other members of the department, as well as with appropriate external contacts and partners in other departments.) Although schedules will be established with the best interests of both employee and Company in mind, they may have to change to accommodate business demands, and employees should remain flexible about these potential changes. The degree to which an employee may be expected to change his/her schedule (e.g., regularly, or only in emergency situations) should be discussed and agreed to before the arrangement begins. Schedules should meet the following Page 8 of 20 AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM,

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10 MANAGER RESPONSIBILITIES have reviewed my employee s Alternative Work Arrangement request. Now what do I do? A. For all Alternative Work Arrangements meets business, customer, and employee needs provides coverage during peak periods does not negatively impact other members of the department provides coverage during core departmental hours B. For job sharing only ensures that both employees are involved in important meetings and other major functions, as needed ensures equitable distribution of responsibilities and hours ensures that employees will be able to utilize the same work space/computer avoids duplication of effort ensures, to the extent possible, that the employees cover each other s absences and PTO days C. For compressed work week only distributes the hours as evenly as possible over the compressed work week (e.g., 4 days at 10 hours per day in a 40-hour-per-week office) D. For flextime and telecommuting schedules only clarifies start-of-day and end-of-day ranges clarifies how often and on what days employees will be expected to be in the office to attend meetings, address work issues, etc. IV. Appoint a backup who can support the department and respond to critical situations in the employee s absence. Clarify communication expectations to ensure regular, effective communication between employee and manager as well as employee and other members of the department. This is essential if employees in Alternative Work Arrangements are to remain productive integral members of the team. The discussion of expectations should include guidelines for timing and method of communicating reports and assignments, specify due dates, and explain preferred method of transmission, e.g., fax, , overnight courier.) Managers should also pre-arrange weekly meetings to ensure that assignments, priorities, and goals are addressed and can be discussed on a regular basis. Clarify and communicate performance goals to ensure that both manager and employee have a clear understanding of the employee s PMP and job responsibilities in their new work arrangement (e.g., core hours, availability for meetings, etc.). Performance expectations should include a recap of the employee s new schedule, clarification of the core hours during which they must be available, and a review of communication expectations. A discussion of the Alternative Work Arrangement should be included in the employee s mid-year and annual performance evaluation. It is essential that both manager and employee understand that the Page 10 of 20 AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM,

11 employee s new schedule is not intended to reduce his/her involvement in, or commitment to the job, department, or Company. AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 11 of 20

12 V. Communicate the need for telecommuters to have appropriate child care arrangements in place. Ensure that telecommuters understand that working at home is not a substitute for child care. VI. Change the employee s status on the Employee Information Change Form and ensure that time sheets are properly coded to reflect any reduction in hours. Time sheets should reflect actual days and hours worked. Employee Information Change Forms (EICF) only need to be changed if an employee s total bi-weekly hours change. Therefore, no change is required for flextime, compressed work week, or telecommuting arrangements unless an employee has reduced his/her hours. However, part-time and job sharing arrangements must be changed on the EIC Form (contact your Relationship Leader for details). VII. Keep co-workers informed. Ensure that co-workers are well informed of employee s schedule and communication plan and that they understand that employees on Alternative Work Arrangement are still integral members of the team and should continue to be copied on memos and reports, and included in meetings and activities, as appropriate. Also explain how co-workers roles will change -- if at all -- as a result of the arrangement (e.g., will co-workers be expected to handle assignments when an employee is out; will they need to schedule conference call-in numbers to accommodate a telecommuting employee?). Respond to co-worker concerns/issues regarding the impact that the Alternative Work Arrangement will have on the department. If co-workers have requested but been denied an Alternative Work Arrangement, explain rationale (e.g., business needs, position requirements) behind your approval/denial decisions. This conversation should focus on business rationale for decision and should not include any discussion about co-worker performance. VIII. Identify a job sharing partner. If an employee has not already identified an appropriate job sharing partner, the manager should develop clear job descriptions for both employees sharing the job and should contact the Staffing department to discuss posting and recruiting strategies (for job sharing only). IX. Address office space issues to ensure that schedules permit employees to share the same office space and materials (e.g., computer, phone). Employees in job share arrangements should not utilize 2 office spaces. Consider if additional shelf space or file space Page 12 of 20 AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM,

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14 EMPLOYEE RESPONSIBILITIES am interested in applying for an Alternative Work Arrangement. Now what do I do? 1. Review the Selection Criteria and Decision-Making Template (attached) to determine what type of arrangement you are interested in and to ensure that your position meets the criteria for an Alternative Work Arrangement. If it does, complete the Alternative Work Arrangement Request Form and submit it to your manager. If your request is approved, follow steps II -- V. 2. Evaluate and discuss with your manager the impact that the proposed work arrangement might have on their development plan. You should be aware that factors such as the ability to effectively network, participate in, and lead project teams, attend meetings, and travel can impact an your career development. Therefore, you should consider the extent to which the proposed work arrangement might limit your ability in these areas and as a result impact their career development. 3. Understand and adhere to the established schedule and ensure that all appropriate information is communicated to backup, job sharing partner, other members of the department, and key external contacts. Remain flexible to potential short, and long-term changes in the schedule. 4. Arrange for appropriate coverage in your absence to ensure ongoing attention to and completion of projects, assignments, and goals. 5. Understand and adhere to established communication Expectations to ensure that your supervisor and department are aware of and uptodate on all projects and assignments. Be sure to provide ongoing reports and updates within established time frames and to participate in all scheduled meetings. Establish preferred method of communication (e.g., , fax, Voice Mail). 6. Ensure that appropriate child care arrangements are in place. Understand that telecommuting is not a substitute for child care. 7. Understand and comply with performance expectations. Keep up to date, and keep manager and key contacts informed of status of assignments and critical issues. Ensure that they remain focused on goals/objectives and that they manage their time effectively. Employees in Alternate Work Arrangements are subject to the same policies and guidelines as other American Express employees. Nothing in these uidelines should be construed as a contract of employment, or changes the employment relationship which remains at will and can be terminated by the Company at any time for any reason. Page 14 of 20 AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM,

15 ALTERNATIVE WORK ARRANGEMENTS SELECTION CRITERIA Option Definition Eligibility/Skill-Set Requirements ALTERNATIVE WORK ARRANGEMENTS SELECTION CRITERIA Positions Best Suited to AWAs Impact on Benefits/ Compensation Other Considerations Part-Time/ Reduced Work Schedule Enables employees to work fewer than the standard number of hours for their location. Parttime schedules should remain the same from week to week. (Employees may work fewer days per week and/or fewer hours per day.) Performance rating of 30 or G and L 3 or better Flexibility Effective organization, time management, communication, and prioritization skills Ability to plan ahead and successfully adapt to changing priorities/schedules Schedule that accommodates/coincides with peak times and critical meetings Positions that: require minimumal supervision do not require an employee to be present on a full-time basis to attend/lead meetings do not require phone coverage or administrative support to an employee who works full-time have supervisory responsibilities that can be effectively addressed without being at work for the full week can reasonably accommodate workload within schedule of proposed arrangement Compensation, PTO, and sick time will be prorated based on hours worked. Employees must work at least 20 hours per week to be eligible for PTO or health benefits. Part-time employees who work at least 20 but less than 35 or 40 hours each week are eligible to participate in the benefits program after completing 6 months of continuous service. Other benefits (e.g., entitlement to FMLA Leave, tuition reimbursement may be impacted.) Employees whose parttime schedule requires them to work until 8 P.M. are generally not considered to have worked overtime and are ineligible for meal allowance or car service. Laws in California vary. Call the ERG at for details. Job Sharing Enables two employees to divide a single full-time position into two part-time positions. Employees may divide time equally (e.g., two employees working 2.5 days per week) or one may work additional hours (e.g., one employee working 3 days per week, one employee working 2 days per week). Performance rating of 30 or G and L 3 or better Flexibility Strong interpersonal, collaboration, and communication skills Mix of skills that complements strengths and developmental needs of job sharing partner Employees in a job sharing arrangement are considered ñpart-timeî or ñreduced work scheduleî employees. See above for details. Positions that: can reasonably be separated into two jobs with no negative impact to department, business, and customer and can share measurable performance expectations Employees in a job sharing arrangement are considered ñpart-timeî or ñreduced work scheduleî employees. See above for details. See Part-Time/Reduced Work Schedule for details. C:\WINDOWS\Temporary Internet Files\OLKB311\AWA Policy.doc - Version 1.0, 4/25/02, 7:11 PM, Page 15 of 23

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17 ALTERNATIVE WORK ARRANGEMENTS (AWA) POLITY Compresse d Work Week Enables employees to work a full-time schedule in fewer days than a traditional 5 day work week. (e.g., 4 days at 10 hours per day in a 40- hour-per-week location). Performance rating of 30 or G and L 3 or better Flexibility Effective organization, time management, communication, and prioritization skills Ability to plan ahead and successfully adapt to changing priorities/schedules Schedule that accommodates/coincides with peak times and critical meetings Positions that: require minimal supervision do not require an employee to be present on a full-time basis to attend/lead meetings do not require phone coverage or administrative support to an employee who works full-time have supervisory responsibilities that can be effectively addressed without being at work for the full week can reasonably accommodate workload within schedule of proposed assignment No change, provided total weekly hours do not change Compressed schedules for associate employees should not exceed 40 hours per week. Associates whose schedules exceed 40 hours in a week will be eligible for overtime. Laws in California vary. Call the ERG at for details. Employees whose compressed work schedule requires them to work until 8 P.M. are generally not considered to have worked overtime and are ineligible for meal allowance or car service. Telecommuting/Virtu al Office Enables employees to work from their home rather than in an office location (can be full-time, parttime, or compressed work week). Employees may be required to visit clients or office for meetings/work sessions. Ability to work well without supervision; self-motivation Ability to separate job demands from home and family needs Flexibility Excellent planning, organization, and time management skills Excellent problem-solving skills Positions that: require minim supervision do not require an employee to be present on a full-time basis to attend/lead meetings, or supervise staff can be successfully performed without regular face-to-face interaction with coworkers/ manager. No change, provided total weekly hours do not change Must have dedicated space in home for virtual office Signed Virtual Office Agreement AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM Page 17 of 20

18 Flextime Enables employees to work a regular full-time schedule during working hours that are different than the standard hours for the location. Typically, the employee would have to be at work during specified departmental ñcoreî hours (determined by each department) but would have flexibility in schedule the rest of their day. (e.g., If the standard working hours are 9 5, and the core hours are 10 3, an employee could work 7 4 or Performance rating of 30 or G and L 3 or better Flexibility Effective organization, time management, communication, and prioritization skills Ability to plan ahead and successfully adapt to changing priorities/schedules Schedule that accommodates coincides with peak times and critical meetings Ability to work well without supervision; self- motivation Positions that: require minimal supervision are project oriented do not require an employee to be present on a full-time basis to attend/lead meetings have supervisory responsibilities that can be effectively addressed without being at work during standard hours can reasonably accommodate workload within schedule of proposed arrangement No change, provided total weekly hours do not change. Employees who, work past 8 p.m. are not considered to have worked overtime and are ineligible for meal allowance or car service. *Employees in Alternate Work Arrangements are subject to the same policies and guidelines as other American Express employees. Nothing in these guidelines should be construed as a contract of employment, or changes the employment relationship which remains at will and can be terminated by the Company at any time for any reason. AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 18 of 20

19 AWA DECISION MAKING TEMPLATE AND GUIDELINES GENERAL AWA DECISION-MAKING TEMPLATE AND GUIDELINES Adherence to BB Values: People treat with respect and dignity Integrity honest, fair and equitable treatment Customer placing the interests of clients and customers first Operating Principles: Best in Class Economics Ensure that arrangement is costeffective and drives productivity. Facilitate sound manager and employee decisions regarding Alternative Work Arrangements. Empower managers and employees to act on decision in most effective, costefficient manner. CRITERIA I. ESSENTIAL Rationale Does the proposed arrangement meet a business and employee need? Selection Criteria (refer to attached Selection Criteria) Does the employee meet all eligibility/skill-set requirements? Does the employee s past performance indicate that they will succeed in the proposed arrangement (rating of 30 or better or G/L 3 or better)? Do they have the type of position that can accommodate an alternative work arrangement? Can responsibilities of the position be handled effectively under proposed arrangement? Does the employee have all the knowledge needed to work at home (telecommuting)? Does the proposed arrangement provide sufficient face-to-face contact with vendors, business partners, and colleagues? Will the arrangement give the employee sufficient access to resources located in the central office? Will the arrangement give the employee sufficient access to photocopiers or other specialized office equipment? Does the arrangement accommodate the employee s need for specialized technology? Impact on the Organization Can the employee s workload/goals still be met without compromising productivity, quality of work? Impact on Other Employees Will the department continue to operate effectively without overburdening other employees if the employee adopts new work arrangement? II. IMPORTANT Employee Expectations Is employee aware of and in agreement with his/her responsibilities/expectations in the proposed arrangement? Position Priorities Can less critical objectives be handled by another member of the department, or can the position be divided into a job share or into two unrelated part-time positions? Financial/Space Impact Can I accommodate any additional salary or benefit cost? Will the proposed arrangement require the employee or other employees in the department to incur additional overtime? III. CONSIDERATIONS Employee Morale/Retention What impact will approving or denying the Alternative Work Arrangement have on employee and other employees in the department? Manager s Style Can the manager s work style preference accommodate the Alternative Work Arrangement? CONSEQUENCES/ IMPLICATIONS FINANCIAL IMPACT ON BUSINESS PERCEIVED FAVORITISM PRECEDENCE SETTING RETENTION EMPLOYEE MORALE ACCOUNTABILITIES LINE MANAGER PRIMARY EMPLOYEE PRIMARY AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 19 of 20

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21 AWA DECISION MAKING TEMPLATE AND GUIDELINES The Alternative Work Arrangement-Decision Making Template is designed to provide directional guidance and to ensure that consistent criteria are applied to each Alternative Work Arrangement decision. The following information will clarify and help you respond to the questions posed in the template. To use this template effectively, you should: 1) Gather the relevant facts of the situation 2) Review the facts against the criteria listed in the center column of the matrix. Be sure to review all of the criteria before making a determination. 3) Make your decision based on your answers to the questions. The center column of the template, which provides detailed questions for you to consider when evaluating an Alternative Work Arrangement request, is divided into the following three sections: I. ESSENTIAL The criteria under "Essential" focus primarily on the requirements that should be met in order for an employee to be approved for an Alternative Work Arrangement. The answers to all of the questions in this category should be yes. Rationale Ensure that the proposed arrangement is meeting a business and/or employee need (e.g., does the employee need to work fewer hours each day to accommodate lifestyle needs; will office space limitations be alleviated by having employees work from home?). Selection Criteria Consider whether or not the employee and the position meet all of the selection criteria outlined in the Alternative Work Arrangements Policy. To make this determination, carefully evaluate the selection criteria in relation to the employee s position. Additionally, if you are considering allowing several employees to work flexible arrangements, consider not only the impact of each arrangement individually, but also the total impact of all of the arrangements. (E.g., if several employees will telecommute, will there be sufficient resources on-site to meet business demands?) For all arrangements consider such factors as: Part-Time Does the proposed schedule coincide with peak times and important meetings? Can non-priority items be handled in another way? Can this job be divided into a job share? Job Sharing Do both employees have the right mix of knowledge, skills, abilities, and experience to meet the expectations and goals of the position? If one of the job sharing partners leaves the job, are you prepared to recruit for the position again, or will you want the employee to return to his/her regular schedule? Does the proposed schedule enable both employees to utilize the same office space, computer, and phone equipment? Compressed Work Week/Flextime Will there always be minimum necessary coverage in the office? AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 21 of 20

22 Telecommuting Can the job responsibilities be handled from a distance? Can the employee s work travel easily from location to location? Has the employee demonstrated an ability to be self-motivated (e.g., meet deadlines, initiate new work without direction)? Does the employee understand that this is not a substitute for appropriate child care arrangements? Impact on the Organization Consider if the proposed arrangement will negatively impact the customer and/or the employee s ability to effectively handle (both quality and quantity) his/her workload and continue meeting established goals and expectations. (E.g., will an employee on a compressed work week miss important meetings or deadlines? will there be insufficient phone coverage at peak times?) If the proposed work arrangement (even after modifying the employee s position, if appropriate) will not enable the employee to reasonably service the customer, handle his/her workload and meet his/her goals, the arrangement should not be approved. Impact on Other Employees Consider if the proposed arrangement will place an undue burden on other employees in the department. (E.g., Will a co-worker have to take on an unreasonable amount of additional work in the employee s absence?) If the department will be disrupted and other employees unreasonably burdened, the proposed arrangement will not be appropriate. II. IMPORTANT The criteria under "Important" primarily focus on the factors that will drive the decision to approve the proposed arrangement. These criteria are different from the items under ñessentialî because they focus on accommodation considerations rather than situation requirements. Employee Expectations Consider whether or not the employee is fully aware of the impact of the proposed arrangement and whether or not his/her expectations of the proposed arrangement are realistic. Position Priorities Consider if the job responsibilities can be modified in any way to accommodate the proposed arrangement without negatively impacting the customer, business, or employee. (E.g., can non-priority functions be handled differently or transferred to another employee? Can goals be revised?) Financial/Space Impact Consider any expenses that will result from the proposed arrangement and determine if it is still cost-effective. (E.g., do two job sharers need to overlap for part of the week and will there be additional salary costs? Will you need an additional phone line? Will the employee or other employees in the department work additional overtime to accommodate employee s schedule?) Page 22 of 20

23 AWA DECISION MAKING TEMPLATE AND GUIDELINES III. CONSIDERATIONS The items listed under "Considerations" are additional factors to consider when deciding whether or not to approve a request for an Alternative Work Arrangement. Although these factors probably won t drive your decision, they are worth taking into account before you make it. Manager s Style Consider your own management style and how you would manage the employee in the proposed arrangement. In considering your style, also consider how flexible you are and what modifications you could make that, without compromising quality or business needs, might better accommodate the proposed arrangement. (E.g., if you are a manager who prefers regular face-to-face meetings, could you conduct some of the meetings over the phone instead?) Employee Morale/Retention Here you should consider what kind of impact your decision will have on the employee making the request and on other employees in the department. (E.g., will the employee continue to maintain his/her current work arrangement? Will he/she leave the Company if the request is not approved?) * Employees in Alternate Work Arrangements are subject to the same policies and guidelines as other American Express employees. Nothing in these guidelines should be construed as a contract of employment, or changes the employment relationship, which remains at will and can be terminated by the Company at any time for any reason. AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 23 of 20

24 AWA REQUEST FORM SECTION I: TO BE COMPLETED BY EMPLOYEE A. General Information Name Title Department Date Exempt Associate Manager Social Security # B. Alternative Work Arrangement Option Request Part-Time Job Share Telecommuting Compressed Work Week Flextime Scheduling Other (Please describe) Describe your current schedule and the hours you are requesting: Days/Hours Days/Hours On-Site Off-Site (Current) (Requested) (X) (X) Sunday Sunday Monday Monday Tuesday Tuesday Wednesday Wednesday Thursday Thursday Friday Friday Saturday Saturday Total Weekly Hours: Are your requesting this arrangement on a long-term or temporary basis? If on a temporary basis, please provide proposed start and end date. Long-Term Temporary Start Date End Date * Please note that the approval of all Alternative Work Arrangements is at manager discretion and is subject to a 6 -month trial period. Page 24 of 20

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26 C. Employee Assessment of Proposed Work Arrangement How will your proposed schedule sustain or enhance your ability to get the job done? What potential barriers could your changed schedule raise with: a) external customers b) internal customers c) co-workers d) your manager e) others (please describe) Page 26 of 20

27 AWA DECISION MAKING TEMPLATE AND GUIDELINES How do you suggest overcoming any challenges with the above groups? Is there any particular time of the year when your job is especially critical. (e.g., year-end)? Please identify those periods. How do you suggest overcoming any challenges due to the pressure of a particular time of the year? Describe any additional equipment and/or expenses that your arrangement might require. Detail any potential savings that might result for your new work schedule to offset these expenses. How would you propose that your manager assess your performance? Please describe specific measurements and/or deliverables that could be used. What review process with your manager do you propose for monitoring and improvement of the Alternative Work Arrangement? AWA Policy.doc,- Version 1.0-4/25/02, 7:11 PM, Page 27 of 20

28 SECTION II: TO BE COMPLETED BY MANAGER Are there any other barriers that need to be addressed? Yes No If yes, please list those barriers. What methods will be used to overcome the barriers identified above? Request for Alternative Work Arrangement: Approved Declined. Please explain why Employee s Signature Manager s Signature Departmental Head Signature Date Date Date Effective date of Alternative Work Arrangement Start Date End Date Review Date Page 28 of 20