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Alternatively, you can email Church World Service at: (compliancehotline.*cwsglobal.org)$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":13714},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":13714},{"_id":"outdated","outdated":{"#De acuerdo con el procedimiento de quejas de sweetgreen, entendemos que su <strong ljsid-1=\"\">Gerente de Área, Anthony Miranda</strong>, ha investigado las inquietudes que nos comunicó. Si no pudo hablar con su Gerente de Área sobre sus inquietudes, o si aún hay asuntos que requieren atención, por favor responda aquí y háganoslo saber.":1,"#Gracias por compartir esta información y por comunicarnos sus inquietudes. Le escribo para darle seguimiento a las inquietudes que mencionó sobre su reciente experiencia en <strong ljsid-1=\"\">12th + University</strong> . La empresa toma muy en serio sus comentarios y se esfuerza por garantizar que los empleados disfruten de un ambiente laboral positivo que cumpla con las políticas de la empresa. Gracias nuevamente por compartir sus inquietudes con nosotros.":1,"#Nov 21, 2025":1,"#Vielen Dank für Ihre Rückmeldung. Wir haben bereits über ein Treffen zur weiteren Vorgehensweise gesprochen. Bitte berücksichtigen Sie aber auch, dass Kathryn volljährig ist und selbst entscheiden kann, an wen sie sich bei Problemen wendet. Sie hat ein Recht auf ihre medizinische Schweigepflicht. Wir arbeiten jedoch an der Einhaltung der geltenden Richtlinien.":1,"#That would be all.":1,"#Bring back the support for office furniture...":1,"#As a comment!":1,"#Insider Fraud Report_APAC Publi…":1,"#The ComPsych GuidanceResources program is available to support employees experiencing stress, relationship conflicts, and workplace challenges, offering confidential, no-cost assistance 24/7. Managers are expected to foster a positive team culture, address concerns promptly, and utilize HR Cloud and ServiceCentral for documentation and support. In this case, while no formal policy breach was identified, there are concerns regarding leadership communication and team climate. Recommendations include voluntary mediation, leadership coaching, reinforcement of conduct standards, and ongoing monitoring to ensure a respectful and supportive work environment.":1,"#Hugo Barrios reported discomfort with Claudio Pepe’s communication style, citing unassertive interactions, perceived disrespect, and negative effects on team morale. Witnesses partially corroborated these concerns, noting an authoritarian tone, low receptivity to suggestions, and a climate of self-censorship. No severe harassment was identified, but leadership and communication practices were found to negatively impact the work environment. Documentation and confidential interviews confirmed issues with inappropriate behavior, discomfort in communications, and reduced openness to dialogue. Recommendations include voluntary mediation, leadership coaching, reinforcement of conduct standards, and ongoing monitoring of team climate.":1,"#- August 17, 2025: Gisele Santana celebrates 10 years with the company and is leading the Concierge service. - May 2024: Gisele transitions to report directly to Hugo, after previously reporting to Sergio and Olavo. - Nearly one year prior to November 2025: Migration of on-site activities to a centralized operations center begins but remains incomplete. - Prior to November 2025: Gisele experiences exclusion from key staffing decisions, resource shortages, and lack of promised coordinators under previous management. - Hugo proposes reallocation of 24 staff without Gisele’s involvement, including transferring difficult clients and assigning six people to a colleague without relevant experience. - Hugo formalizes staffing changes via email, causing Gisele to feel disrespected and excluded. - Gisele is offered a shift to product manager with a high sales target for promotion, which she finds unrealistic. - Pepe requests Gisele to translate marketing materials; Hugo threatens a poor evaluation over minor operational impact. - During strategic planning, Hugo deviates from agreed standards, limiting Gisele’s opportunity to present. - Gisele decides to discuss these issues openly with Pepe before considering leaving the company. - November 3, 2025: Hugo Barrios files a complaint against Claudio Pepe, citing ongoing communication issues and negative team climate. - November 13, 2025: The company offers precautionary paid leave to the employee involved in the investigation.":1,"#- November 3, 2025: Complaint filed by Hugo Barrios against Claudio Pepe regarding communication and working relationship concerns. - November 6, 2025: Investigation formally initiated by assigned investigator Anupama Subramanian. - Confidential interviews conducted with witnesses, including Jose Nogueira and Giselle, to assess team climate and leadership practices. - Review of relevant documents and evidence related to the reported issues. - Recommendations developed for voluntary mediation, leadership coaching, reinforcement of conduct standards, and ongoing monitoring of team climate. - November 13, 2025: Precautionary paid leave offered to the employee involved, with confidentiality and regular updates ensured throughout the process.":1,"#Engage an external coach to deliver 6–8 sessions focused on assertive communication, psychological safety, inclusive decision-making, and feedback delivery; include 360 feedback at baseline and after 90 days.":1,"#Arrange a voluntary, HR-facilitated mediation within 10 business days to align on communication norms, decision-making protocols, and escalation pathways; document agreed behaviors and a 60-day check-in plan.":1,"#Proactively provide ComPsych GuidanceResources access to all impacted team members for stress, conflict, and coaching support; include instructions for phone, web, and app with the company’s Web ID.":1,"#Deploy biweekly anonymous pulse surveys for 12 weeks to the Brazil H&B team to measure psychological safety, respect, and voice; review results in HR-led governance with action items.":1,"#Publish and socialize team standards covering respectful communication, agenda adherence, speaking time, and decision documentation; require written rationales for staffing changes impacting Concierge operations.":1,"#leena":1,"#Workplace conflict":1,"#workplace conflict":1,"#All similar Investigations involve leadership communication conflicts, negative team climate, and working relationship disputes, with a focus on mediation, coaching, and proactive HR intervention. Outcomes consistently emphasize supportive, non-punitive measures such as mediation, leadership coaching, and ongoing monitoring, rather than formal disciplinary action unless a clear policy breach is identified.":1,"#Are you sure you want to delete this person?":1,"#Gisele Santana Witness Interview":1,"#Jose Nogueira Witness Interview":1,"#Searching for \"Gisele\"":1,"#Gisele":1,"#Searching for \"Gisel\"":1,"#Gisel":1,"#Searching for \"Gise\"":1,"#Gise":1,"#Searching for \"Gis\"":1,"#Add \"Gisele Santana\"":1,"#option focused, 1 of 1. 1 result available for search term Gisele Santana. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Gisele Santana\"":1,"#Gisele Santana":1,"#Searching for \"Gisele Santan\"":1,"#Gisele Santan":1,"#Searching for \"Gisele Santa\"":1,"#Gis":1,"#Gisele Santa":1,"#Searching for \"Gisele Sant\"":1,"#Gisele Sant":1,"#Searching for \"Gisele San\"":1,"#Gisele San":1,"#Searching for \"Gisele Sa\"":1,"#Gisele Sa":1,"#Searching for \"Gisele S\"":1,"#Gisele S":1,"#Searching for \"Gisele \"":1,"#Searching for \"Gi\"":1,"#Gi":1,"#Add \"Jose\"":1,"#option focused, 1 of 1. 1 result available for search term Jose. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Jose\"":1,"#Jose":1,"#Searching for \"Jos\"":1,"#Jos":1,"#Add \"Jose Nogueira\"":1,"#option focused, 1 of 1. 1 result available for search term Jose Nogueira. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Jose Nogueira\"":1,"#Jose Nogueira":1,"#Searching for \"Jose Nogueir\"":1,"#Jose Nogueir":1,"#Searching for \"Jose Noguei\"":1,"#Jose Noguei":1,"#Searching for \"Jose Nogue\"":1,"#Jose Nogue":1,"#Searching for \"Jose Nogu\"":1,"#Jose Nogu":1,"#Searching for \"Jose Nog\"":1,"#Jose Nog":1,"#Searching for \"Jose No\"":1,"#Jose No":1,"#Searching for \"Jose N\"":1,"#Jose N":1,"#Searching for \"Jose \"":1,"#Entrevista a Hugo y revision de evidencias.docx":1,"#Evidencia HB Situación Personal.msg":1,"#Evidencia HB GD 2026.msg":1,"#Evidencia HB Matriz RACI - escalonamento de apoio entre estruturas.msg":1,"#Evidencia HB Auditoria cadastral clientes.msg":1,"#Policy gap: adopt clear escalation matrix and timelines for interpersonal conduct complaints in LATAM; require leadership communication training.":1,"#Wellbeing support: offer EAP (ComPsych) for confidential counseling related to stress/conflict.":1,"#Manager guidance: encourage use of ServiceCentral for HR support; leverage Recognition Hub to reinforce positive behaviors.":1,"#Conflict resolution protocol: utilize structured mediation or facilitated conversation; document action plans and expectations; update HR Cloud for any reporting changes.":1,"#Anti-retaliation: protect complainant and witnesses throughout and after the investigation; reiterate zero tolerance for reprisals.":1,"#Apply Code of Conduct/Respectful Workplace: require professional, civil communications; prohibit intimidation, bullying, or abusive conduct across hierarchies.":1,"#Conversa Denúncia HB-Grabación de la reunión.Pepe.docx":1,"#Investigator:<span ljsid-2=\"\">Georgina Besozzi</span>":1,"#today at 1:42 PM":1,"#Case: 2025-PH001":1,"#of 71":1,"#parle vu france":1,"#Parlor":1,"#[{\"id\":\"upload_mi6h6zjg1\",\"fileKey\":\"company/68392/oXRlInmvtVd2MmgQAkN2zuDJuieIzN/Ace Firebold Int.png.1.png\",\"fileName\":\"Ace Firebold Int.png.1.png\",\"attachment_id\":5517}]":1,"#leadership issue":1,"#Pete":1,"#— Human Resources":1,"#Thank you for raising concerns about micromanagement and lack of autonomy. We appreciate the clarity you provided and recognize that close oversight can erode trust, hinder productivity, and create unnecessary stress. Your report and attachment have been received, and we will handle this matter discreetly and with care. Retaliation of any kind is strictly prohibited. We will maintain confidentiality to the greatest extent possible and will proceed thoughtfully to understand the impact on your work environment. If you would like to share specific examples, timelines, or how this has affected your responsibilities or well-being, that information can help us address the issue effectively. You may also indicate any preferences for communication or support as we move forward.":1,"#Would you like to remain anonymous? is focused ,type to refine list, press Down to open the menu,":1,"#Ace Firebold Int.png.1.png":1,"#Hi, I'm Gloria. I don't agree with the decision you made. You didn't take it seriously. Does that mean you think it's normal for the boss to treat employees badly? I had to leave the store and lose my job because of someone like Leo. I didn't know you considered it normal. If I had known, I wouldn't have done anything because you wanted it to be that way. That's why nobody says anything in this store; everyone stays silent for the same reason: because they don't take it seriously.":1,"#Thank you for bringing your concerns to our attention. We take all concerns seriously and investigate immediately. Chipotle values all of its employees and strives to make this an excellent place to work. Regardless of the outcome of any investigation, we want you to know that you are free to raise concerns without fear of retaliation. We have concluded our investigation into your concerns, including reviewing the information that you provided and interviewing relevant witnesses. Based on our investigation, we were unable to substantiate your claims. Accordingly, we will consider this matter closed. If you have any additional evidence regarding this concern, or should any issues arise in the future, please file a new report at 1.844.215.4493 or chipotleconfidential.allvoices.co.":1,"#Mi nombre es Dana y trabajo para el programa Respeto en el Trabajo de Chipotle. Me gustaría hablar con usted sobre sus recientes inquietudes. Por favor, indíqueme su disponibilidad para esta semana y confirme su número de teléfono. Espero hablar con usted pronto.":1,"#Gracias por contactar con Chipotle y compartir sus inquietudes. De acuerdo con nuestro protocolo de investigación, colaboraremos con los socios pertinentes para investigar su caso. Si necesitamos más información, nos pondremos en contacto con usted directamente. Por favor, responda a este mensaje si tiene información adicional. En Chipotle, tomamos muy en serio todas las quejas y tenemos una política de tolerancia cero ante represalias por reportarlas. Si cree haber sufrido represalias, por favor, háganoslo saber.":1,"#Nov 11, 2025":1,"#last Monday at 1:25 AM":1,"#Searching for \"Claud\"":1,"#Claud":1,"#Searching for \"Clau\"":1,"#Clau":1,"#Searching for \"Cla\"":1,"#Cla":1,"#Searching for \"Cl\"":1,"#Add \"Claudio Pepe\"":1,"#option focused, 1 of 1. 1 result available for search term Claudio Pepe. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Claudio Pepe\"":1,"#Searching for \"Claudio Pep\"":1,"#Claudio Pep":1,"#Searching for \"Claudio Pe\"":1,"#Claudio Pe":1,"#Searching for \"Claudio P\"":1,"#Claudio P":1,"#Searching for \"Claudio \"":1,"#Add \"Claudio\"":1,"#option focused, 1 of 1. 1 result available for search term Claudio. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"Claudio\"":1,"#Claudio":1,"#Searching for \"Claudi\"":1,"#Claudi":1,"#Searching for \"claud\"":1,"#claud":1,"#Searching for \"clau\"":1,"#clau":1,"#Searching for \"cla\"":1,"#cla":1,"#Searching for \"cl\"":1,"#Add \"claudio pepe\"":1,"#option focused, 1 of 1. 1 result available for search term claudio pepe. Use Up and Down to choose options, press Enter to select the currently focused option, press Escape to exit the menu, press Tab to select the option and exit the menu.":1,"#Searching for \"claudio pepe\"":1,"#claudio pepe":1,"#Searching for \"claudio pep\"":1,"#cl":1,"#claudio pep":1,"#Searching for \"claudio pe\"":1,"#claudio pe":1,"#Searching for \"claudio p\"":1,"#claudio p":1,"#Searching for \"claudio \"":1,"#Searching for \"claudio\"":1,"#claudio":1,"#Searching for \"claudi\"":1,"#claudi":1,"#Searching for \"c\"":1,"#/dashboard/cases/Cj4IKoqOia/investigation/investigator":1,"#Policy gaps: Add a clear conflict-resolution policy for leadership disputes, timelines/ownership for hotline cases in LATAM, and guidance on cross-entity cases (Argentina entity, Brazil worksite).":1,"#Corrective measures: Coaching for both leaders on communication norms; expectations memo; training on respectful workplace; progressive discipline if policy breaches confirmed.":1,"#Support: Offer ComPsych EAP for stress/conflict coaching; consider mediation or facilitated conversation.":1,"#Compliance actions: Initiate a formal, impartial investigation; document in ServiceCentral; maintain confidentiality; prohibit retaliation; update HR Cloud if reporting lines or team structures change.":1,"#Applicable policies: Code of Conduct (respectful communication, anti-bullying/harassment), Anti-retaliation, Manager responsibilities (2024 Managers’ Guide), Grievance/Complaint handling, Documentation and confidentiality.":1,"#Investigator:<span ljsid-2=\"\">Anupama Subramanian</span>":1,"#Hola Eri, estoy probando enviarte un mensaje desde un caso de All Voices":1,"#Close conversation":1,"#HI <span ljsid-1=\"\">Georgina Besozzi!</span>":1,"#File size exceeds maximum size of 104857600 bytes":1,"#of 55":1,"#Hello, I’ll get back to you in the coming days with a summary of what has been done. Regards,":1,"#Merci pour ces précisions, qui nous apportent un éclairage précieux. Vous décrivez des changements dans la production et une approche de gestion qui ne vous conviennent pas. Nous allons approfondir la question afin d'y voir plus clair et nous vous recontacterons dès que possible. Concernant votre remarque sur l'élimination des produits de valeur, pourriez-vous préciser la procédure standard de traitement des déchets ?":1,"#Merci pour votre message. Nous comprenons votre souhait de rester anonyme, mais il serait utile que vous fournissiez des détails plus précis sur le comportement que vous décrivez. Avez-vous des exemples récents avec des témoins que vous pourriez partager ?":1,"#Madame, Monsieur, J'espère que vous vous portez bien. Je souhaite vous faire part de quelques préoccupations concernant notre directeur d'usine, Wayne Crouch, et notre responsable d'entrepôt, Shaibal Chakravorty. J'estime qu'ils ne respectent pas la politique de l'entreprise en matière de relations avec les employés et que leur attitude a un impact négatif sur l'environnement de travail. Plusieurs employés ont exprimé leur mécontentement, notamment: les ouvriers de l'usine de Condell Park: Masud Rana, Minh Vu, GQ, Peter, Chi et Joseph ; le personnel administratif: Henry Sonten, Oliver Wan, Maryam Badry, Grace Kamel, Calvin Hyunh, Mary, George Flores et potentiellement d'autres. Par conséquent, la production et les ventes de l'entreprise ont été fortement impactées, certains clients ont été incommodés et un employé suit actuellement un traitement pour des raisons de santé mentale en raison du stress au travail. J'invite vivement la direction à enquêter sur cette affaire au plus vite afin de préserver le bien-être des employés et la réputation de l'entreprise. Dans l'attente de votre attention, je vous prie d'agréer, Madame, Monsieur, l'expression de mes salutations distinguées.":1,"#Madame, Monsieur, J'espère que vous vous portez bien. Je souhaite porter à votre attention certains points concernant notre directeur d'usine, Wayne Crouch, et notre responsable d'entrepôt, Shaibal Chakravorty, de l'usine de Condell Park en Australie. Je suis convaincu qu'ils ne respectent pas la politique de l'entreprise en matière de relations avec les employés et que leur attitude a un impact négatif sur l'environnement de travail. Plusieurs employés ont exprimé leur mécontentement, notamment: les ouvriers de l'usine de Condell Park en Australie: Masud Rana, Minh Vu, GQ, Peter, Chi et Joseph ; le personnel administratif: Henry Sonten, Oliver Wan, Maryam Badry, Grace Kamel, Calvin Huynh, Mary, George Flores et potentiellement d'autres. Par conséquent, la production et les ventes de l'entreprise sont fortement impactées, certains clients sont incommodés et un employé suit actuellement un traitement pour des raisons de santé mentale en raison du stress au travail. J'invite vivement la direction à examiner cette situation au plus vite afin de préserver le bien-être des employés et la réputation de l'entreprise. Dans l'attente de votre attention, je vous prie d'agréer, Madame, Monsieur, l'expression de mes salutations distinguées.":1,"#Hello, I don't have the outcome of the audit yet, but I should receive it soon. Once I do, I'll coordinate with Bill Maloukis to define the next steps and the communication to employees. Regards":1,"#Hi, just curious to know if there is any outcome of the audit. Kind regards":1,"#Thank you for these additional details, which I will forward to the external auditor. Please don't hesitate to reach out to us if you identify any violations of our policy.":1,"#Just curious—if the changes are making most employees upset and sales are declining, then these changes should be questioned.I appreciate that you are involving a neutral party. Please include the following:How Wayne's micromanagement upset the factory team and slowed down production.How Wayne and Shai's attitude negatively impacted other employees.How Wayne’s actions affected sales.Here are my observations regarding the decline in sales:Wayne provides longer lead times when sales engineers request feedback on prospective jobs.He suggests higher manpower requirements, increasing costs.He claims a lack of resources for certain jobs, leading sales engineers to avoid bidding on those tenders.He keeps sales engineers occupied with paperwork, reducing their focus on quoting new jobs.He discarded materials, preventing sales engineers from selling them or causing longer lead times to source replacements.He failed to provide proper feedback on sales engineers' inquiries about the availability of specific products. Instead, he suggested relying on Syspro, despite everyone knowing that Syspro’s information is not always accurate for all products.":1,"#Thank you for bringing your concerns to our attention. An investigation has been conducted, and we have found that changes are currently being implemented in production. Please note that disagreeing with these changes does not constitute a policy violation. However, if you have any other concerns specifically related to policy violations, please do not hesitate to reach out to us. Additionally, our findings indicate that a factual investigation will be conducted by a neutral party outside the company. This process ensures an objective assessment of the situation and allows for a thorough review of the facts before any conclusions are drawn. The investigator will examine relevant documentation, interview key individuals, and assess compliance with company policies and regulations. Regarding waste management, we often have a strong interest in avoiding the accumulation of outdated stock. There are also certain elements that have not been detailed in your report that support the decision to dispose of these stocks. If you would like to provide further context or clarification, we remain open to reviewing additional information. Thank you again for your message. Your feedback is valuable in ensuring transparency and adherence to company policies.":1,"#However, the factory manager and warehouse manager do not follow the standards; if they feel something needs to be scrapped, they discard it.Later, these discrepancies are adjusted in the system during the cycle count or stock count.":1,"#Thank you very much for your response. See the below Standard Process for Handling ScrapIdentification of Potential ScrapThe Production Team or Supervisors identify materials that are:DefectiveDamagedNon-conformingOffcuts and excess stockThe Technical Manager / Estimating Manager identifies discontinued materials.Technical and Commercial AssessmentTechnical Manager / Estimating Manager: Evaluates the material from a technical and sales perspective to determine whether it is truly unusable.Supply Chain Manager: Assesses whether the material holds any resale or reuse value within production or the market.Approval ProcessBoth the Technical Manager / Estimating Manager and Supply Chain Manager must jointly approve the material as scrap before disposalDocumentation and Record KeepingProper records must be maintained, including:Photos of the materialsDetailed descriptions (material type, reason for scrapping)QuantitiesApproval SignaturesInternal report for tracking, transparency, and auditinFinal DisposalOnce approved, the Factory Manager ensures proper disposal through authorized scrap vendors or recycling channels.":1,"#Thank you for these clarifications, which provide us with valuable context. You describe changes in production and a management approach that do not suit you. We will investigate these changes further to gather more insights and come back to you as soon as possible. Regarding your comment on the disposal of valuable products, could you please specify the standard process for handling scrap?":1,"#It appears that the Factory Manager (Wayne), and Warehouse Manager(Shai), are enforcing their own way of doing things, insisting that only their approach is correct while disregarding all alternatives. Below are a few examples out of many:Masud Rana’s Leadership and AchievementsMasud Rana was highly motivated and successfully managed the Condell Park factory. He led a brand-new team to deliver louvers for several data centers and EJC projects. Under his leadership:Jobs were consistently delivered ahead of schedule.Quality issues were negligible.There were no lost-time injuries.Despite a significant workload, the team’s extraordinary productivity eliminated the need for an evening shift, completing projects ahead of time.This team operated autonomously with technical support from Henry, Oliver, and Grace. However, after the current managers took over, the entire setup was disrupted. Their micromanagement led to a visible drop in production, increased costs, and extended lead times, resulting in CS losing numerous jobs.2. Negative Impact on Production TeamThe production team consisted of only six people, yet they were highly motivated and performed multiple tasks to meet demanding production deadlines.The new managers’ approach demotivated the team, assigning each member to a single, repetitive task rather than allowing them to multitask.This shift significantly reduced productivity, making it difficult to meet deadlines efficiently.3. Increased Mistakes Due to Rigid Management StyleThe managers enforce their own way of doing things, disregarding alternative approaches.Their rigid method of \"correcting\" processes has resulted in more mistakes—many of which are unnecessary and easily avoidable.Instead of improving efficiency, their approach has increased errors and slowed production.Sales Engineer Oliver and Scheduler George Flores, in particular, have been making significantly more mistakes under this management style.4.Scrapping of Valuable Products Without ConsultationA vast amount of products was scrapped to \"tidy up\" the factory, without consulting the technical manager.The managers, who have limited knowledge about the products, discarded materials that could have been used.This has negatively impacted sales and increased lead times for receiving new stock, further delaying production.They typically scrap products on Fridays to avoid scrutiny from the technical manager and sales engineers, as they work from home on that day.5. Demotion and Restriction of Key PersonnelMasud Rana has been demoted to a team member, preventing him from addressing technical issues or making decisions.Oliver, Henry, and Grace, who previously provided technical support, monitored production quality, and enhanced their understanding of manufacturing processes, are no longer welcome in the factory.6. Breakdown in CommunicationSales engineers’ queries regarding production are repeatedly ignored by the mentioned managers. Even when clients have urgent requests, they are disregarded, which may harm client relationships.The purchasing team has also faced repeated instances of humiliation from these managers.These management changes have negatively impacted productivity, workplace morale, and client relationships. Addressing these concerns is crucial to restoring efficiency and maintaining strong business relationships.":1,"#Hi,Can i ask the final outcome if there is any?Kind regards":1,"#Nov 19, 2025":1,"#An anonymous full-time employee from the manufacturing operations department in Australia has raised concerns about the behavior of the Factory Manager, Wayne Crouch, and the Warehouse Manager, Shaibal Chakravorty, at the Condell Park factory. The employee believes that these managers are not adhering to company policies, specifically the CS policy, in their interactions with employees. This has reportedly led to a negative impact on the workplace environment, affecting both production and sales, and has even resulted in one employee undergoing mental health treatment due to workplace stress. Several employees, including both factory workers and office staff, have expressed dissatisfaction with the managers' attitudes. The complainant urges top management to investigate these issues promptly to safeguard employee well-being and the company's reputation. The company's Code of Conduct emphasizes the importance of creating an inclusive environment where employees are treated with dignity and respect. It encourages open and honest communication and assures that all reported instances of unethical behavior will be investigated. The policy also highlights that violations can lead to disciplinary actions, including termination.":1,"#With: Reporter& You& Céline Begassat-Piquet":1,"#Can i ask the final outcome if there is any?":1,"#today at 1:46 PM":1,"#You, Reporter, George Figueroa":1,"#Case: RrGr5b4TAT":1,"#To: Reporter& You& George Figueroa":1,"#Merci de nous avoir communiqué ces informations. Nous allons examiner la situation plus en détail. Pour ce faire, pourriez-vous nous confirmer la date et le mois approximatifs de la réunion qu'elle a interrompue, ainsi que l'événement professionnel et son lieu ? Si vous vous souvenez de personnes ayant pu assister à la remarque lors de cet événement, même en précisant leur rôle ou leur équipe, cela nous serait très utile.":1,"#Enter the URL of the link:":1,"#/dashboard/cases/RY5Sk8oX94/investigation/investigatorPlan":1,"#/dashboard/cases/RY5Sk8oX94/investigation/investigator":1,"#I would like the retaliation and harassment to stop, fair treatment without favoritism, removal of unfair write-ups, and follow-up on my previous report status.":1,"#Maira Rubi":1,"#Supervisor points finger in my face and talks badly to me in front of others, applies pressure, gives me small jobs, excludes me from certain areas, refuses to talk to me, and retaliated after I reported her (write-ups, blocking access if late). I have 9 years at the company and have medical documentation for absences. Prior report numbers: Report ID #139163, Password 281553; I cannot check their status.":1,"#RY5Sk8oX94":1,"#Request copies of write‑ups, error logs, production assignments, access logs, schedules, and any communications about excluding the reporter from areas; preserve CCTV if available; secure medical notes supporting absences tied to discipline.":1,"#Collect and preserve evidence from the past six months related to discipline and access restrictions":1,"#Identify all employees with ordering/number errors in the last 6–12 months, document error severity, resultant discipline, and decision‑makers; assess whether similarly situated employees were treated differently than the reporter.":1,"#Conduct comparator analysis for disparate discipline and favoritism claims":1,"#Interview the reporter (with option for phone/secure chat to preserve anonymity), the supervisor, and any witnesses present during finger‑pointing/exclusion incidents; use a consistent question set; instruct all parties on non‑retaliation.":1,"#Schedule and script interviews with the reporter, supervisor, and witnesses":1,"#Anonymous: No Name: Maira Rubi Barron Location: Acuna Coahuila Mexico Date of Incident: 9/18/25 Additional Details: I made a report in July about my supervisor talking bad to me and putting a lot of pressure on me. She points her finger in my face and talks badly to me in front of everybody. I placed an order and entered a wrong number. There is a list of people who make errors and I was not at the top because it was not a big mistake. However, the person at the top of the never was written up. I told her that she has her favorites. The manager wrote me up for this. Since I reported her she won't allow me in a certain area, does not talk to me and give me small jobs. I have worked there for 9 years. She tells me that I do not do good work. I did file a previous report but I am not able to check on that status because the numbers do not bring up a report. The previous report number are Report ID #139163 and Password 281553. Maybe you can find my other report numbers. In my first report I was told she was spoken to. Since then she is retaliating. She gave permission to others to not let me in if I am not on time. After numerous times of trying to get me to sign the write, she made me sign a write up, and I did sign it stating that I was not in agreement with me. I have all the documentation from the doctor and hospital as why I was not at work. This is my fifth time filing a complaint.":1,"#Barron":1,"#Maira Rubi Barron reported ongoing retaliation and harassment by her supervisor following a previous complaint, including exclusion from work areas, being assigned small tasks, negative treatment in front of others, and being required to sign a write-up despite providing medical documentation for absences. She requests an end to the retaliation and harassment, fair treatment, removal of unfair write-ups, and follow-up on her earlier report (Report ID #139163, Password 281553).":1,"#yesterday at 6:59 AM":1,"#Case: RY5Sk8oX94":1,"#Define clear steps: verbal reminder, written coaching, final warning, and potential removal from the floor for persistent disruptions; ensure documentation and HR review for consistency and fairness.":1,"#Implement a progressive coaching plan for repeat disruptive behavior":1,"#Designate a ‘Zona de Concentración’ in Phase 2 with posted norms, adjust seating to separate high-chatter groups, and coordinate with Facilities for soft furnishings or sound dampening if readings exceed thresholds; review effectiveness after 30 days.":1,"#Establish a quiet-zone seating pilot and environmental controls":1,"#Phase 2 Latte Valley":1,"#I hereby wish to make known a situation that directly affects the work environment and concentration at Phase 2 of the Latte Valley site. From the start of the shift, the noise level is consistently very high. There is loud laughter, whistling, imitations of sexual and animal sounds, applause for no apparent reason, and banging on desks. Occasionally, coordinated noises like \"shhh, shhh, shhh\" are made with the clear intention of being disruptive, rather than as a way of requesting silence or maintaining order. The difference in atmosphere between Phase 1 and Phase 2 is stark. In Phase 1, a calm and respectful work environment is maintained, while in Phase 2, noise and inappropriate behavior make the workday tiring and unproductive. This type of behavior does not correspond to an office environment or the expected behavior of adults in a shared workspace. I understand that we can use headphones or music to try to block out the noise; however, I find it unfair to have to resort to this to cope with behaviors that, by their very nature, shouldn't be allowed in the workplace. I appreciate your attention to this complaint and request that the necessary measures be taken to ensure a suitable, respectful, and peaceful work environment that meets the standards of coexistence and professionalism.":1,"#From the start of the shift":1,"#I don't know them":1,"#Have Phase 2 supervisors conduct start-of-shift huddles for two weeks to set noise expectations, followed by scheduled and ad-hoc walk-throughs to correct behavior in the moment; document coaching given.":1,"#Hold a manager huddle and floor walk-throughs to model and enforce standards":1,"#RqdphGzuCk":1,"#An employee at the Phase 2 Latte Valley site in Medellin, Colombia, reported ongoing disruptive noise and inappropriate behavior among teammates over the past 1 to 3 months, describing loud laughter, whistling, imitations of sexual and animal sounds, and banging on desks, which negatively impacts concentration and the work environment. The employee, who wishes to remain anonymous, requests action to ensure a respectful and professional atmosphere similar to that of Phase 1.":1,"#Set retaliation monitoring and reporting channels":1,"#Robinson Villegas and Operations Manager Catalina Bolanos":1,"#By not addressing the conflict of interest and allowing Robinson Villegas to involve himself in Karen Posada's case despite not being her direct supervisor; discussing the case over Gchat rather than through proper supervisory channels.":1,"#The Gallery":1,"#Here at Grow Therapy, we have a supervisor named Robinson Villegas, and he is in a relationship with a teammate named Karen Posada. We have noticed a conflict of interest between these parties and the job relationship is not neutral at all. This supervisor is highly aggressive when it comes to this teammate and more so if the QA team marks this teammate in a parameter they marked before. Even this supervisor via Gchat discussed this teammate's case, and he is not the direct supervisor of Karen Posada. This is not ethical, and this should be investigated since we have noticed that even the Operations Manager does not care about this conflict of interest. Also, he is complaining because his girlfriend got marked in clear and effective communication, and this should have been done by her supervisor. Please investigate these individuals since this is affecting the operation of Grow Therapy.":1,"#The Operations Manager appears not to address or acknowledge the conflict of interest, effectively allowing the issue to persist. Additionally, Robinson Villegas discussed Karen Posada's case via Gchat despite not being her direct supervisor, which could indicate an attempt to influence or sidestep proper channels.":1,"#Supervisor (Robinson Villegas); Teammate/employee (Karen Posada); Operations Manager":1,"#Robinson Villegas; Karen Posada; Catalina Bolanos.":1,"#Done, thank you very much!":1,"#Pending findings, restrict Robinson from involvement in Karen’s QA reviews, schedules, or performance decisions; route any queries about Karen through her direct supervisor. Notify Catalina’s skip-level (or HRBP) to temporarily oversee COI controls at Medellin—document rationale and duration.":1,"#Implement interim separation of influence":1,"#Compare behaviors to the Global Code (conflicts of interest, manager conduct, confidentiality) and internal QA escalation policies. In Colombia, confirm compliance with due process and non-retaliation under labor regulations. Document potential violations and required remedies.":1,"#Assess policy breaches against the Code of Conduct and local law":1,"#Remind all involved of non-retaliation. For 90 days, track schedule changes, QA scoring variances, coaching frequency, and disciplinary actions for Karen, the reporter’s team, and witnesses. Provide an anonymous inbox for follow-ups in Spanish and publish escalation contacts.":1,"#RJTOHa1JSk":1,"#An anonymous employee reported that from Sep 18, 2025 to Oct 26, 2025, Robinson Villegas, a supervisor, was involved in a conflict of interest due to his relationship with teammate Karen Posada, and that Operations Manager Catalina Bolanos failed to address the issue, allowing Robinson to discuss Karen's case via Gchat despite not being her direct supervisor. The report alleges that this behavior is unethical, has impacted operations, and may involve attempts to conceal the problem by not following proper supervisory channels.":1,"#Confirm whether policy defines when additional audits are required after low/auto-fail scores, permissible variance, escalation paths, documentation requirements, and agent visibility; update for clarity and consistency.":1,"#Review and tighten QA SOPs for re-audits and disputes":1,"#Temporarily require dual-review for auto-fails, cap re-audits per agent per week, and mandate justification notes for any additional audits; notify QA leads and calibrate.":1,"#Issue interim controls to prevent bias while investigating":1,"#Taskus":1,"#Money Lion's QA, Yoly Rodriguez, shows favoritism towards some teammates. She audits up to 5 calls for some when the score is an auto-fail or a very low score to help with QA, but for others she only audits one call, and if it's an auto-fail or a low score, the reason cannot be disputed.":1,"#Money Lion QA (Quality Analyst)":1,"#Use a standard script in Spanish and English to ask about audit consistency, re-audit criteria, dispute experiences, and perceived favoritism; document themes without identifying the reporter.":1,"#Interview a cross-section of agents and auditors confidentially":1,"#Yoly Rodriguez":1,"#An employee reported that Yoly Rodriguez, a Quality Analyst in Cali, has allegedly shown favoritism by auditing more calls for certain teammates to help improve their QA scores, while others receive only one audit with no opportunity to dispute low or auto-fail scores. This behavior has reportedly been occurring for more than a year at the Cali site in Colombia.":1,"#Juan García Cano; Kevin Hidalgo; Juan Solis; Luciano Mosquera; Daniel Molina; Carlos Reyes":1,"#Review TL schedules, floor coverage, and prior coaching or interventions. Conduct 1:1s with responsible TLs to understand awareness and actions taken. If gaps exist, issue documented coaching highlighting duty to model and enforce conduct standards, escalation protocols, and real-time intervention expectations. Define measurable KPIs (e.g., patrol frequency, incident logging, response times).":1,"#Assess Team Lead accountability and coaching needs":1},"version":13714}]