1. Stakeholder Satisfaction Bridging Skills & People Organizational Assessment Team Building Competitive Benchmarking HR Measurements Employee Relations Development & Learning Talent Acquisition & Retention HR Leadership HR Strategic Plan Human Resources Planning Leave behind for: Selection Committee Brookhaven National Laboratory In support of candidacy by Mauro “MAC”. Calcaño July 24, 2008 S.W.O.T Confidential

3. Research & Development industry assumptions - Over the last ten years, companies in the USA have continued to restructure, consolidate or downsize R & D. These actions have created opportunities for HR management to take on leadership positions in response to the new business paradigms. This new focus has placed a demand for human resources managers that posses the ability to lead and manage in a diverse labor environment and be the linking-pin between strategy and HR action planning. Brookhaven National Laboratory’s unique positioning in critical in the areas of health and life sciences, energy and homeland in conjunction with the g rowing need for efficient delivery systems is changing how the industry work is done, how employees work and the way to manage . Key Trends - Business growth and turbulence have blurred borders between functions requiring a need for timely response and flexibility to employees’ concerns. In order to be seamless in responding to these needs and to employee behaviour, business leadership has encouraged managers to enhance their human resources skills. practices and processes. The gr owing complexity of managing human capital due in a tighter labor market, competition to attract and retain talent and the transition to a growing diverse employee population have placed renewed focus on business leadership and HR management. Success has come to those leaders that promote the principles of “Company of Choice” best practices as an competitive advantage. Areas of opportunity - Employees are requesting and sometimes demanding (through threats of organizing activities) that there be a shift from explicitly governance to compassion and flexibility. employees are requesting consideration in working hours, work locations, type of work, job duties and task assignments. In some workplace environments, there exist a trend which is fluid not only in the way people are managed but the way people are integrated into the operations. There now is a rapid and cha approach to people management which has come about by the implications of a mobile and global workforce – open borders. Focus on Human Resources: + Immerse in the R & D business process (not as an add on), learn systems, procedures and develop key line relationships + Assist functional leaders think through the organization and people issues + Assess and provide optimal HR organization design + Work with Brookhaven National Laboratory leadership to develop strategies and execute HR plans + Identify non-productive HR activities and provide business solutions + Proactively identify organization SWOT that address the need for action plans Employee Relations - Work with managers and employees (through focus groups) to identify and address root causes of workplace issues. Prioritize and address the immediate the needs then work toward sustainable solutions. Facilitate and coach on performance management . A ssist managers in the development of solutions through professional, cultural and personal development Repositioning HR – Lead, participate and remain. Focus on employee inclusion programs, as appropriate. .

8. Resource Diagnostic and Testing Explain – the Why? Diagnosis: To what extent is each function characterized by the following: Score: Seldom = 1 to Often = 5 Control: Management controls key decision and processes on how work is done Commitment: employee have a passion and direction that commits them to working hard Innovation: employees are given challenging work that provides opportunities to learn new skills and learn and to do new things. Collaboration / Teamwork: Line management and employees work in teams to accomplish goals Culture: Clinton office work environment provides opportunity for celebration, fun, excitement, and openness and well being Compensation: employees share gains for work accomplished and Brookhaven National Laboratory success

9. Resource Diagnostic and Allocation Competence: employees have the skills in order to do their work well and know where to get help Concern for due process: each employee is treated with dignity and respect and differences are openly shared – professional maturity Technology: employees have access to and use of technology that makes their work easier – Emailing is a culture that supports the use of technology and communication - email kiosks. Communication: Employees enjoy open, candid, and frequent information sharing with management – Brookhaven National Laboratory leader s and VP HR are very visible. Score – Best in Class 48 - 50 Total Points

11. Business Strategy HR not involved in business strategies or organization strategies HR learns the business objectives and organization strategies after they are decided HR asked to translate business objectives into organization objectives - strategies into actions HR asked to Leadership Team meetings to make presentations on HR but sporadically HR Junior Member of Management Team - only HR issues HR participate in business decisions and discuss business issues - HR a business partner Advisor in the Management Team Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5

12. Relations with Operations – Distribution – Logistics & Corporate HR responds to requests for help and support from line management. Manages difficult people issues and relationships managers do not want to deal with HR coaches management on difficult issues and proactively responds to requests for support and help HR prepares management to deal with most people issues - HR regarded as an important business function HR runs programs according to schedule decided by HR - Content also decided by HR HR runs development and training according to performance needs - Advises on performance management HR works on all aspects of performance management not just training - Supports management in their development skills Development and Performance Measures Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5

13. Organization Development Organization development plans made outside of HR Organization development plans developed with management - implementation advice given to management HR makes suggestions and takes action on organization development activities in order to achieve business goals Business Processes HR knows own process and gives process advice HR facilitates business process HR Co-leads business process Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5

15. Commitment to Corporate Goals and Values HR follows rules is the policy police HR explains and manages policies to the needs of business HR develops policy that contribute and supports the development of business HR Policies and Practices HR separate from business objectives and values - HR isolated HR knows objectives and values - tries to work in line with management HR involved with creating the business objectives - measures goals and communicates values Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5

16. Influence HR has no influence HR involved in social, bar-room, conversations and backroom “deals” HR involved in strategic “Away-Days” as critical contributor - Leader listens to HR HR not asked for advice before organization changes are made HR asked for comments on implications of proposed people changes HR asked for advice on how to change the organization to gain business benefit - before decisions are made Practical Business Expertise Medium Low High 1 2 3 4 5 Medium Low High 1 2 3 4 5

17. Business Behavior HR not really a business function - HR activity only involved in personnel administration HR participates in business but on HR issues only - often seen as a barrier to change or sees problems negative HR positive contributor to business issues - always creative and supportive of culture - managers seek out HR advice on change and improvement HR only administrative - always behind on administration work 1 2 3 4 5 HR administrative up to date - meets expectations HR benchmark for efficient, unobtrusive administration Best in Class and a Center of Excellence Excellence in HR Administration Medium Low High 1 2 3 4 5 Medium Low High

20. Activity Deliverable Outcome HR Leader Business Partner Structure Coaching & Mentoring Facilitation HR DELIVERABLES AND ACTIVITIES Efficient processes and Assessments Provide HR solutions Aligning HR and Business strategy Executing HR strategy Being an effective business partner Organizational diagnosis Roles & Responsibilities Cross functional efficiency Efficient organization & Administrative Efficiency Listening and responding to needs, providing resources And counsel Increase commitment and competencies Being an Operations enabler and employee champion Facilitate Business Processes Creating a cross functional organisation - Process facilitator

21. Grow People Grow Business