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| * 1. We have a culture of continuous improvement at Trinity Industries. |
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| * 2. I have been trained on how to lead change effectively. |
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| * 3. Changes we have implemented in the last six months have been executed smoothly and efficiently. |
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| * 4. Our employees have strongly supported the changes we have made in the past six months. |
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| * 5. I am confident in my ability to lead my people through continuous change. |
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| * 6. Our entire facility adapts to change very well. |
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| * 7. The rumor mill is minimal when we make significant changes at our facility. |
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| * 8. Most big changes are communicated to our employees in a way that quickly gets their buy-in. |
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| * 9. Coaching and mentoring is a high priority for our managers. |
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| * 10. Coaching and mentoring is a high priority for our supervisors. |
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| * 11. Our employees believe our managers are good coaches. |
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| * 12. Our employees believe our supervisors are good coaches. |
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| * 13. Our employees believe that our supervisors will always take the time to help them improve. |
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| * 14. Our employees believe that our managers will always take the time to help them improve. |
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| * 15. Our supervisors are skilled at providing positive, constructive performance feedback to their direct reports. |
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| * 16. Our managers are skilled at providing positive, constructive performance feedback to their direct reports. |
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| * 17. Our supervisors schedule regular one-on-one time with their direct reports to build their skills. |
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| * 18. Our managers schedule regular one-on-one time with their direct reports to build their skills. |
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| * 19. I have been trained on the company’s policy and procedures manual. |
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| * 20. All employees are kept fully informed on all policies, procedures and work rules that impact them directly. |
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| * 21. Positive attitude is a key component of employee performance. |
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| * 22. We have a formal employee complaint procedure. |
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| * 23. Employees feel free to use the employee complaint procedure without fear of retaliation. |
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| * 24. All executives, managers and supervisors in the company have received diversity training. |
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| * 25. Our hourly employees believe we do a good job communicating what is important to them. |
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| * 26. We have a clearly defined employee communications strategy in place. |
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| * 27. We regularly update our communications strategy. |
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| * 28. Our rumor mill or grapevine is an inaccurate way to learn what is going on in the company. |
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| * 29. We have clearly communicated our company vision, mission and values to all employees. |
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| * 30. All executives, managers, and supervisors in the company receive regular training on core leadership skills. |
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| * 31. We regularly communicate to our hourly employees our pay and benefits policy and our commitment to maintaining a competitive position in the community. |
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| * 32. My goals and objectives are clear, understood and achievable. |
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| * 33. My people have a very clear understanding of their goals and objectives. |
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| * 34. All of our hourly employees have excellent English language skills. |
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| * 35. Very few of our hourly employees are over qualified for the jobs they perform. |
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| * 36. Our minority first-line supervisors mirrors the percentage of minority employees that they supervise. |
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| * 37. To my knowledge, there is no evidence of discrimination in our company. |
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| * 38. Our hourly minority employees believe they have the same advancement opportunities as non-minorities. |
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| * 39. Our hourly employees who feel discriminated against feel safe in bringing their issue to the HR department. |
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| * 40. The HR department has the authority to ensure there is no discrimination in the company. |
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| * 41. The HR department is committed to ensuring there is no discrimination in the company. |
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| * 42. The Human Resources Department provides close oversight on all matters of discipline and discharge. |
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| * 43. The Human Resources Department has the authority to ensure that matters of discipline and discharge are handled consistently across the organization. |
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| * 44. I have received a copy of the company's policy and procedures manual. |
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| * 45. We have a system in place to accurately track tardiness and absences. |
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| * 46. Our employees believe our attendance policy is applied consistently across the organization. |
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| * 47. We track turnover rates by supervisor. |
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| * 48. We carefully analyze the reasons behind any unusual pockets of turnover. |
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| * 49. Our Human Resources staff is considered an important part of our leadership team. |
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| * 50. All terminations are reviewed and approved by the department manager and HR. |
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| * 51. We have an overtime policy in place. |
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| * 52. Our employees believe our overtime policy is administered fairly and consistently. |
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| * 53. We have a company-wide electronic communications policy in place prohibiting personal use of the company electronic communications systems (telephone, email, internet). |
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| * 54. Our company electronic communications policy is strictly enforced. |
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| * 55. We have a new hire orientation program in place. |
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| * 56. Our hourly employees believe our merit pay system is administered fairly and consistently. |
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| * 57. We never allow an employee with a negative attitude to remain on the payroll. |
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| * 58. We never demote first-line supervisors and return them to the hourly ranks. |
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| * 59. We generally do not rehire employees. |
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| * 60. We have clearly defined our company vision, mission, and values. |
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| * 61. We conduct annual wage surveys to ensure that hourly workers are paid competitively in our community. |
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| * 62. We provide competitive healthcare benefits to all of our full-time employees. |
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| * 63. At least 50% of the employee healthcare premium is paid by the company. |
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| * 64. We regularly communicate the total value of the fringe benefits we provide to our employees. |
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| * 65. Our holiday and vacation policy is competitive with other employers in our industry and our community. |
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| * 66. Our employees perceive our holiday and vacation policies as fair. |
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| * 67. The time I spend in meetings at our facility is always productive and worthwhile. |
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| * 68. My workload is challenging but not more than I can comfortably handle. |
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| * 69. I have a good system for prioritizing my work. |
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| * 70. We always meet or exceed our goals and objectives at our facility. |
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| * 71. We measure the right things at our facility. |
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| * 72. Our ability to execute our business plan is one of our strengths. |
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| * 73. We have a results oriented culture at our facility. |
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| * 74. Our employees are committed to achieving our plant goals and objectives. |
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| * 75. All leaders are held accountable for the employee satisfaction survey results in their respective organizations. |
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| * 76. Our communications strategy is being effectively executed. |
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| * 77. Our managers are held accountable for behaving consistently with our company vision, mission, and values. |
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| * 78. Our supervisors are held accountable for behaving consistently with our company vision, mission, and values. |
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| * 79. Performance against defined leadership skills is part of our performance appraisal process. |
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| * 80. We use an effective performance evaluation process to measure critical leadership skills. |
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| * 81. All leaders are held accountable for excessive turnover in their respective departments or area of responsibility. |
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| * 82. Poorly performing leaders are dealt with promptly. |
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| * 83. Our executives, managers and supervisors deal with poor performers fairly, consistently and promptly. |
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| * 84. We regularly communicate our commitment to maintaining a safe and clean working environment. |
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| * 85. We strictly and fairly enforce our safety policies and procedures. |
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| * 86. We have not had any serious accidents or injuries in the last year. |
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| * 87. Our safety record is excellent compared to others in our industry and our community. |
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| * 88. Our employees perceive that we care about their safety and well being. |
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| * 89. We have a company-wide security and visitor policy in place. |
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| * 90. Our company security and visitor policy is strictly enforced. |
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| * 91. All of our employee parking is secured and would be inaccessible to non-employees. |
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| * 92. We conduct thorough background checks on all of our new hires. |
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| * 93. Our hourly employees believe we are committed to continuously improving their satisfaction level. |
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| * 94. We conduct annual employee satisfaction surveys. |
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| * 95. If an employee satisfaction survey is conducted our hourly employees believe we do an excellent job of communicating the results of the employee satisfaction survey and pro-actively act on areas of concern. |
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| * 96. Hourly employees are given the opportunity to actively participate on projects designed to improve their employee satisfaction. |
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| * 97. Our managers consistently demonstrate that they are committed to treating our employees like their best customer. |
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| * 98. Our supervisors consistently demonstrate that they are committed to  treating our employees like their best customer. |
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| * 99. Advancement opportunity for our hourly employees is very good. |
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| * 100. We are committed to ensuring that all employees have equal opportunity regardless of race, gender or national origin. |
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| * 101. There is no resentment by hourly workers toward those who work in the office. |
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| * 102. Hourly workers are respected and included by those who work in the office. |
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| * 103. Teamwork is very important at our facility. |
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| * 104. Our facility is made up of several high performing teams. |
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| * 105. Our managers and supervisors are very good at building and leading high performance teams. |
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| * 106. Our departmental teams work well with other teams within our facility. |
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| * 107. A high level of camaraderie exists on our teams. |
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| * 108. Our employees see the teams that they are on as their "work family." |
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| * 109. Team members at our facility look out for each other, help each other, support each other. |
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| * 110. Great teamwork is the most important reason we are successful at our facility. |
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| * 111. All our managers consistently demonstrate a high level of honesty, integrity and trust. |
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| * 112. All our supervisors consistently demonstrate a high level of honesty, integrity and trust. |
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| * 113. Our managers are held accountable for breaches of honesty, integrity and trust. |
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| * 114. Our supervisors are held accountable for breaches of honesty, integrity and trust. |
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| * 115. First-line supervisors feel like an important part of the leadership team. |
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| * 116. Managers are highly trusted by our hourly employees. |
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| * 117. Supervisors are highly trusted by our hourly employees. |
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| * 118. I never hear words like unfair, inconsistent, plays favorites, disrespectful, dishonest, vindictive or other derogatory terms when our employees describe executives, managers and supervisors. |
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| * 119. I believe management would lay people off only as a last resort. |
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| * 120. Managers trust people to do a good job without watching over their shoulders. |
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| * 121. Supervisors trusts people to do a good job without watching over their shoulders. |
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| * 122. Our employees perceive that our pay and benefits are fair. |
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| * 123. Our managers and supervisors are highly respected as team leaders. |
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