p1797 15 branding the employee experience - sept 2010 update r7bb

v.2 (Nov 2010) AAA brANdiNg the employee experieNce | 1

Branding the Employee ExperienceDesign and Style Standards

Contents1 Purposeofthisguide

2 BrandFoundation/MemberPromisesOurwayofspeakingAvaluemessagingframework:recruitingmaterials

3 AAAbrandingCo-brandingSampleco-brandingtool

4 LayoutandtypographyTypesizeandcolorTypespecifics

5 Photographyanddiversity

6 BrandcolorpalettePrintreproductionOnlinecommunications

7 Illustrations,chartsandgraphs

Purpose of this guideresearch tells us that when a company speaks with one voice — internally and externally — the brand becomes stronger. by following these Standards we can ensure a stronger internal brand, which in turn creates greater member satisfaction and loyalty. With this standard set of design and messaging tools, we remind each other about the value of membership and how we are a part of it. Use this guide if you are responsible for the development of employee-facing materials and programs — each of which is an opportunity to engage, inform and enlist employees in our values-based culture.

A A A n o r t h e r n c A l i f o r n i A , n e v A d A & U t A h

EMPLOYEE

ENGAGEMENT

SURVEY 2010

October 18 – 29, 2010

I make things happen. I watch things happen. I don’t know what’s happening.

2010 Employee Engagement Survey Happening: October 18 – 29, 2010Make your mark.



Brand foundation/Member PromisesAs a membership organization, AAA exists to serve its members. this means that — unlike most companies — we measure our success not by shareholder value, but the value we bring to our members’ lives. our member promises serve as a guide for how we interact with our members, and deliver a unique experience.

Use a value messaging framework as shown on the left as a tool to apply these concepts to your communication or program.

Our Employees are the Value of Membershipthis truth suggests some compelling themes to drive communications and to shape our culture:

▪ reinforcing our value of collaboration and the notion of teamwork

▪ creating inclusivity and uniting everyone in the common focus on members

▪ raising the bar for leadership to recognize, support and reward the value that employees add

▪ encouraging enterprise-wide education and training about the value of membership

▪ confirming linkage and responsibility between our actions and the member experience

▪ inspiring us to find where we fit, as well as excel, in deliveringthe member experience

▪ personalizing the idea of “customer-driven, employee-powered”

Our way of speakingour employee-facing materials use a tone and style consistent with how we speak to our members, with the specific target audience in mind. We strive for clear, descriptive language, avoiding acronyms and corporate-speak. our recruiting materials, for example, use humor to motivate recruits to take action. our internal strategy communications use simple language that engages employees in understanding business issues relevant to their role in the company. the commitments associated with our member promises are straightforward and specific without being too technical — keeping our members’ real needs and wants in focus. For specifics about writing style, download our Voice and Writing Standards at AAAbrandpoint.com.

We’ve got your back

Key Message

together, we’re keeping our benefits competitive and our costs low.

Result

employees feel confident that AAA is looking out for them. our brand reputation is strengthened in the communities we serve.

WANTEDPART MARKETING MANAGER. PART MAGICIAN.

Aside from having brilliant strategic skills and understanding of our customers, part of being a successful marketing professional at AAA is having the ability to make something out of almost nothing.

It’s about maximizing resources and thinking creatively to produce great results in the most cost-effective way.

You see, when you work at AAA, you don’t just get a job, you take on a challenge, and frankly, it’s not for everyone. It’s only for those who enjoy making things happen instead of just watching them. (And you gotta love working with people who love working with people.)

If you’re up for it, go to www.getAAA.jobs. COME ROCK OUR WORLD.



AAA brandingto ensure a strong connection between the AAA brand and employee messages, the AAA logo should always appear on primary components of a communication, such as the front cover or first page of a print piece or in the upper banner on internal Web sites. our basic AAA logo usage standards should be followed for color, minimum size and clear space around the logo to ensure its integrity (see AAAbrandpoint.com).

if the AAA logo is used in white over a photograph or colored background, it must have sufficient contrast for legibility. Use the examples in these standards for relative size and placement of the AAA logo on employee materials; lower right placement is preferred.

Co-branding many of our internal communications are developed by specific groups within the company that have their own brand identities (which must be approved by creative Services). communications from such groups must use the AAA logo in addition to the group’s logo to show that they come from AAA and not an external third party. the chart on the left is a tool that helps to determine correct co-branding for employee materials produced by AAA University. please consult creative Services for specifics on integrating brand look and feel in such cases.

Sample co-branding tool

AAAU Communication Vehicle

Dominant Brand (clearly prominent)

Co-brand (equally branded)

Sub-brand (less prominent)

AAAU Web site None

AAAU Web site (college-specific)

online systems None

training content None

division-specific division name

A A A n o r t h e r n c A l i f o r n i A , n e v A d A & U t A h

Welcome to the Station Landing Product FairNeed an answer? Visit the exhibitors below:

▪ AAA Insurance▪ AAA Travel▪ Automotive Services▪ Brand Strategy & Design▪ AAA.com▪ AAA Membership▪ Greener, Safer Driving

station landing

PRodUCt faiR

April 14, 2010

10 am – 2 pm


Achieving Performance Improvement

A Manager’s RoleMay 2008

A A A N O R T H E R N C A L I F O R N I A , N E V A D A & U T A H

“ You know who your most skilled employees are and those who may need to improve their performance. Our responsibility as managers is to ensure the entire group is contributing fully toward the achievement of division and enterprise goals.

”

A C H I E V I N G P E R F O R M A N C E I M P R O V E M E N T : A M A N A G E R ’ S R O L E

2

A C H I E V I N G P E R F O R M A N C E I M P R O V E M E N T : A M A N A G E R ’ S R O L E

3

This guide has been created to assist you in identifying performance issues early and managing the process of employee performance improvement. It includes information on coaching and counseling, formal performance improvement plans and other best practice interventions. By proactively implementing these strategies, you will be able to:

n Improve your employees’ performance to a “fully satisfies” level or higher, or if performance does not improve,

n Transition an employee from the organization following a well-executed, values-based process, consistent with our values of integrity, accountability, collaboration and excellence.

Effectively managing performance improvement has a positive impact on the business, both operationally and financially. When we do it well, we can: n Sustain high levels of productivity and

operational efficiencyn Have a positive impact on employee morale

and retentionn Ensure fair treatment of employees that will

stand up to any external review or wrongful termination claim

n Maintain our ability to attract and retain members because we consistently provide exceptional customer service

We encourage you to use this guide in collaboration with your human resources business partners. By proactively implementing strategies to manage performance improvement well, you ultimately contribute to the overall success of the enterprise.

Peter Chen Director, Workforce Management

To AAA Leaders:

To be a successful manager, you must help all of your employees perform to their full potential.

Effective managers know how to maximize the contributions of individuals who are performing at different skill and ability levels.

Early identification of performance issues and effectively managing performance improvement will contribute significantly toward:n Creating a values based, high-performance culturen Behaving consistently with our shared valuesn Improving our financial performancen Achieving our Audacious Goal – There is One

AAA and We Lead the Way

Introduction

Effective managers know how to maximize the contributions of individuals who are performing at different skill and ability levels.


Frutiger Next pro is the primary typeface for branded employee communications. Several versions of the typeface (light, regular, italic, medium and bold weights) can be used to differentiate headings and sections of copy. Arial or Verdana can be substituted for Frutiger Next pro when necessary and should be used in email communications.

Type size and colorto ensure that running copy is always easy to read, reproduce only in black or a dark color. Use a point size that is comfortable for all users (minimum 9.5 or 10 point in most cases), and consider online reading for materials that are distributed as pdFs. A type size one point larger is usually appropriate for content on Web and Sharepoint sites.

Type specifics: key to examples

A. Cover head: 6pt Frutiger Next pro medium. All caps. optical kerning; tracking = +400. type should be centered horizontally and vertically between top and bottom dashed rules.

B. Cover component name: 38 / 42 Frutiger Next pro regular. title case. Subheads are 24 / 32 Frutiger Next pro light. type to dashed rule below = 15pt.

C. Descriptive type: 11pt Frutiger Next pro light.

D. Orbit size: Use grid as reference – 1/6 of page

E. Section head: 15 / 18 Frutiger Next pro medium in AAA blue (or pANtoNe 287) – shade 100%. continued line same point size as head, Frutiger Next light.

F. Quote: 15 / 18 Sabon italic. Quote marks are 45pt baseline shift –18pt.

G. Body type: general: 10/13 Frutiger Next pro light in 100% black. Space between paragraphs = 6pt.

H. Bullet points: Universal (News with commercial pi), same point size as surrounding text. Space between bullet point and copy = 1/3 space. Additional space between bullet points in a list = 3pt.

I. Header 2: 12 / 16 Frutiger Next pro regular in AAA blue (or pANtoNe 287) – shade 100%. Space between this header and body copy = 6pt.

J. Header 3: 10 / 13 Frutiger Next pro medium in 100% black.

A

B

CD

E

H

FG

E M P L O Y E E H A N D B O O K E M P L O Y E E H A N D B O O K

36 General Policies 37General Policies

Compressed Workweek

Employee accomplishes a full workload in less than five full days per week or less than ten days in two weeks. For example: four 10-hour days (4/10) or four 9-hour days and one, 4-hour day (4X9+4). The adoption of alternative workweek schedules for nonexempt employees in California requires an employee election process that is outside the scope of this program. Managers should consult with their Human Resources consultant.

Part-time (nonexempt) Partial Workload (exempt)

Employee works less than a full-time schedule and has responsibility for less than a full-time workload. Arrangements may include transition back from a leave of absence, phased retirement and job share. Part-time/Partial workload schedules have the greatest impact on compensation and benefits.

Telework

Employee works from home or a remote location for a set number of days per week. Telework may be occasional, recurring (part-time) or assigned-home (full-time).

Hybrid

Combination of more than one arrangement described above, such as both a partial workload and flextime hours.

Each request for a flexible work option will be considered individually by the employee’s manager, taking into account the employee’s ability to meet job requirements, performance and the potential impact on, or benefit to, the business.

Lactation ArrangementsRevision Date: 01/01/07 | Version: 1.0

The company supports mothers with infant children who want to continue to breastfeed their infants after they return to work.

Scheduled Breaks (nonexempt employees only)

When a mother returns to work after her pregnancy leave and childbirth and would like to continue to breastfeed, she should meet with her supervisor to establish a schedule for breaks that will allow her sufficient time to express milk in private. The company will accommodate mothers who need to express milk by allowing them to take extra time during their regularly scheduled breaks if needed. This can be accomplished in several ways using the Make-up Time policy. For purposes of lactation, the Make-up Time policy allows for an employee to make up the amount of time missed on the same workday without accruing overtime. If the schedule allows, extra time may be added to a scheduled break, or at the beginning or end of the workday. Time may be made up only if the supervisor approves the written request in advance. Please refer to the Make-up Time request form on Passport.

Because each employee will be unique in her needs, every effort will be made to accommodate requests and schedules, which will be determined on a case-by-case basis. Employees who need extra time should be aware that break time beyond what is regularly scheduled is unpaid, unless make-up time is used, as is permitted by state regulations.

Private Area

Depending on the size of the office, a mother’s room/private area — or multipurpose room — will be established for expressing milk. It is the responsibility of each employee who uses the room to maintain its

cleanliness and sanitation after use. The mother’s room is a private area and employees should respect the privacy of their co-workers while using this room. Where possible, offices will establish a scheduling process for mothers to coordinate their schedules with other nursing mothers and business needs.

Attendance and PunctualityRevision Date: 06/10/04 | Version: 1.0

As an employee of AAA, you are expected to report for work on time and as scheduled. When you are absent or late, it places a burden on other employees, disrupts work, and can impact productivity and service. In the rare instances when you cannot avoid being late or are unable to work as scheduled, notify your supervisor or manager as soon as possible so appropriate arrangements can be made. While some allowances will be made for occurrences beyond your control, a poor attendance record or excessive lateness (except for legally protected absences or tardiness) may result in corrective action, up to and including termination of employment.

Individual business units may have more specific attendance policies.

Personal AppearanceRevision Date: 07/01/09 | Version: 1.1

During business hours and whenever representing AAA, you are expected to present a clean, neat and tasteful appearance. This is particularly true when interacting with customers, which may require more formal business attire.

As a general rule, you may wear clothing defined as business casual while at work. Some lines of business allow denim to be worn (on Fridays, for example). Check with your supervisor or manager for the dress code specific to your position or location.

Examples of acceptable business casual clothing include:

▪ Long or short-sleeved casual shirts with collars, golf shirts, turtlenecks, and shirts with the AAA logo

▪ Sweaters and vests

▪ Slacks, e.g., khaki or corduroy

▪ Casual dresses, skirts and blouses

▪ Shoes that provide safe, secure footing and offerprotection against hazards

▪ Department uniforms (where required)

Examples of inappropriate clothing include the following:

▪ T-shirts with logos or insignia

▪ Sweatshirts

▪ Jeans that are excessively worn or faded

▪ Sweatpants or warm-ups

▪ Shorts

▪ Camouflage outfits or bib overalls

▪ Sport sandals or flip-flops/thongs

▪ Spandex or other form-fitting pants

▪ Miniskirts, spaghetti-strap dresses, tank tops, halter tops, visible undergarments or other clothing that is inappropriately revealing

▪ Stained, wrinkled or frayed clothing

Your manager or business unit is responsible for establishing a reasonable dress code appropriate to your job and location. If your manager feels your personal appearance is inappropriate, you will be counseled and may be asked to leave work and return properly dressed or groomed. Non-exempt employees who are asked to leave work will not be paid for any time off of the job. Consult your supervisor, manager or Human Resources consultant if you have questions about this policy.


Wheel power.Find out more about our automotive

products and services, and advocacy efforts

for safer, greener driving.

Automotive & Transportation Product Fair

November 9, 10 am – 2 pm

Station Landing parking garage, 4th floor

Great prizes, giveaways and more!

AUTOMOTIVE &

TRANSPORTATION

PRODUCT FAIR

November 9,10 am – 2 pm

Station Landing

parking garage,

4th floor

JI

Layout and typography the materials shown below use the approved graphic elements that make up our internal brand look and feel for collateral. these components can be applied to all employee-facing communications, regardless of format or medium. the header is used for our club name or internal program name, such as Vision & Values, while the title of the communication rests at the bottom of the piece adjacent to the AAA logo. the use of white space and an uncluttered appearance help to communicate clarity and simplicity, making the piece both inviting and easy to read.



Photography and diversityWe choose photos that demonstrate authenticity, optimism and movement to best support our brand promise, “on the move with peace of mind.” the focus is on employees and members who appear confident and genuine. the tone of the photography is positive, natural and approachable. When members and employees are featured, they appear satisfied, secure and supported by AAA.

▪ guided by the value of diversity, we strive to present a brand image that authentically represents the richness of our organization’s employees and members

▪ Situational photography is chosen for how well it represents the world of our members and employees — real people doing real things

▪ Whenever possible, we feature actual employees and members in our photography. lacking original photography, we next turn to stock images from our brand image library at AAAbrandpoint.com that meet the same criteria for authenticity.

▪ We rely on our brand image library as the primary source for these images, and look to our diversity team as our primary subject matter experts in selecting models and scenarios that guide us to a more complete sampling of our member and employee diversity

▪ the full richness of our diversity is simply too great to be authentically conveyed by any one image. We convey our diversity through the collective impression of the hundreds of carefully chosen AAA images encountered by members and employees over time. this means we avoid contrived or “Village people” photos that attempt to create representative diversity in one photo. Similarly, we avoid montages and instead favor the stronger emotional pull of single photos.

When representing employees, we honor the fullness of individuals by depicting authentic work and nonwork situations in equal measure. if photography isn’t available that accurately depicts our work settings, our commitment to authenticity encourages us to choose photos of AAA employees in nonwork settings rather than generic workplace stock photography.



AAA blue (or pANtoNe® 287)c: 100 m: 68 y: 0 K: 12 r: 37 g: 83 b: 151hex: F90Foe

White

80% blAcK

pANtoNe® 542 c: 60 m: 20 y: 5 K: 3r: 113 g: 158 b: 208hex: F90Foe

pANtoNe® 138 c: 0 m: 50 y: 100 K: 0 r: 225 g: 150 b: 47 hex: F90Fo

pANtoNe® 577 c: 33 m: 1 y: 49 K: 4 r: 171 g: 199 b: 133hex: Abc785 pANtoNe® 533 c: 100 m: 83 y: 46 K: 13r: 47 g: 67 b: 99hex: F90Foe

pANtoNe® 4625 c: 0 m: 60 y: 100 K: 79 r: 88 g: 39 b: 0hex: F90Foe

pANtoNe® 658 c: 39 m: 12 y: 0 K: 0 r: 167 g: 193 b: 227 hex: A7c1e3

Brand color palettein employee communications we use a range of colors that reflect our diverse culture and variety of offerings as a brand. these colors are used in the ways shown throughout these standards to create a consistent tone and feel across communications. AAA blue is used broadly in member communications as well as employee communications; it represents the stability of a trusted brand in the marketplace. White and black are used for clarity and simplicity. the remaining colors provide opportunities for emphasis or detail in type or graphics, and can be used as backgrounds or large fields of color.

Print reproductionconsider cost-effective solutions for all printing projects. contact creative Services for consultation on print techniques and options, as well as green guidelines for recycled paper and eco-friendly inks.

Online communicationsAn increasing number of our communications are moving to digital. Always plan for leveraging content to digital formats, for example, creating user-friendly pdF documents and tools. consult subject matter experts for Web compatibility and other considerations to ensure that what we deliver to employees is easy to use, access and interact with. the fundamental style and design elements outlined in these standards are easily translated to digital communications. contact creative Services for more information.

in lieu of the colors listed on this page, you may use the pANtoNe® colors cited, the standards for which can be found in the current edition of the pANtoNe formula guide. Thecolors,CMYKbreakdownsandRGBbreakdownsshownonthispagehavenotbeenevaluatedbyPantone,Inc.,foraccuracyandmaynotmatchthePANTONEColorStandards. For accurate pANtoNe color Standards, refer to the current edition of the pANtoNe formula guide. pANtoNe® is the property of pantone, inc.



Illustrations, charts and graphs the examples on the left show the preferred style for graphics, in print or in presentations. the look is simple, clean and professional, using the approved color palette and as much white space as possible. We avoid the use of clip art or illustrations that detract from the purpose of the communication or are inconsistent with our brand image. For assistance, contact creative Services.

V I S I O N & V A L U E S : W E A R E T H E V A L U E O F M E M B E R S H I P

1

Whywe must be the value of Membership

AAA is anextraordinary place

to work.

AAA employees create an extraordinary customer experience every day.

AAA customers get extraordinary

service and give us their

businessand loyalty.

V I S I O N & V A L U E S : W E A R E T H E V A L U E O F M E M B E R S H I P

2

Howyou can lead the value of Membership

Defining and delivering value.

W E A R E T H E V A L U E O F M E M B E R S H I P

If you can say it you can change our world.

At AAA our value of Collaboration guides us to create a workplace defined by mutual respect and encouragement. Our life at work can be even more rewarding when we feel valued for the contribution we make. By acknowledging a job well done, we make each other stronger — together.

Small acts have transformational power. How many Thank Yous does it take to move a mountain? Let’s find out >>

That could make the difference between going and staying, between frowning and smiling, and between getting by and putting in the extra effort necessary to make our values real.

Managers say “thank you” at least once a week more than they do now.

That’s . . .

More positive expressions of gratitude.

1,000x 52

52,000

Marie AndelPeople & Performance


When: Time:Where:

Please join us for this informal conversation with our head of People & Performance. Marie is looking forward to talking with you about whatever is on your mind.

Thursday, May 6 Noon – 12:50 pm

Yosemite Conference Room A

Bring a friend. Bring your lunch. Bring your questions! Seating is available on a first-come, first-served basis.

Chat with Leaders


When: Tuesday, October 12Time: noon – 1 pmWhere: Yosemite Room ASpeakers:Diane Burkert (IT) and Junna Ro (Legal)

Records Management and a new way to manage email — this TuesdayGrab a cookie and get your questions answered about our new email management system. You’ll also find out more about the Records Management program at AAA — what records you need to save and how long they must be kept.

For questions, email > Records ManagementFor more information, see our Web site http://passport /divisionshome / lnra/LNRA_Record_Retention.asp

Lunch and learn

p1797 15 branding the employee experience - sept 2010 update r7bb

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