Hello, Neil, thanks for joining me for this meeting today I, we have to have a special discussion. I'm not gonna be very pleasant. I'm here to inform you that I am going to launch a procedure with HR to to seize your contract. We had some discussions You and I, we sat down several times this morning, talking about your performance, we agreed some goals. And at the end of the month now I realize that you're still not achieving those weekly reports out of the 12. Last reports, you only delivered three and in the last six weeks or six weeks, you haven't provided any.

We talked about how you would bring the budget back from 5% overspend down to two taking some actions for your team. This hasn't happened and the budget is now six to 6%. And those additional constraints okay might go for, are you saying that we have to go after this article. The money and so you know, because this conversation is quite a difficult one and I appreciate that all the facts and just because I prefer that discussion and I would like to show you from my perspective with the facts and then the final practice around the communication that you were supposed to have his journey where you took the action to sit down with him and exchange and actually today and it still didn't happen. So in summary, my perspective is that on those goals that we agreed on, you haven't delivered and I expressed to you the importance of consistent delivery and therefore I have taken the action now to clean this up a level with HR and trigger on my supposed to deliver consistently if the expectation changes the whole time.

Because you know, we had the we had the discussion and what's supposed to happen and then after which there's a new project came out new single focus on this as well which is new budget, new delivery, new things to do, right So, you know, I'm supposed to be delivering these these benchmarks that keep changing. I think I mean, are you sure that those actions that we agreed on together have to change all the time? Well, the requirements have changed because there's new quizzes, deliverables, we have to get to, you know, if we can, if we can do that we can do the reports, but the, the meat and bones of it is not going to be delivered, we're not gonna be able to deliver on time with our rollout. If we're spending our time we're wasting our time, because I'll just like to bring it back to your fundamental rules, which we agreed.

And you and I have discussed about the importance of those goals. And I appreciate that. There's some other activities that concern you at this stage. We agreed that you needed to deliver these activities report, to work on the communication, those things. Were very, very important and I inform you about how for me this was at the highest level of priority. So at this stage, I am bringing it to HR, we are going to have a meeting with them next week.

And my question to you right now is, how would you like to proceed with this knowing that HR is going to get in touch with you? How would you prefer to proceed? I think we can have a discussion about this ourselves, obviously, my purpose already with the communication style, obviously, my progress already with some of the other deliverables jostle is not quite where you wanted, which I can understand. And these things take time, right? So you know, why don't we just have a conversation and we set aside some time to focus on the deliverables you really want and then how we can come to an agreement of new change and changing things. You know, there's no need to sit down with HR.

So I think we have time for discussions and let's bring it back to the facts. We have the last 12 weeks focus on those deliverables and this discussion. So now the next step is really That I want to launch a formal procedure. And I just want you to understand that we are now at a different stage of this performance improvement process where we are going to bring it up to each other. And so really, in terms of next step, we are going to meet with HR. And I just wanted to know, when is the best time for you?

Is it 430 next week, or do you prefer to do interviews with HR because I really don't see what value they're gonna bring to the conversation. They're part of the standard process of escalation that is required at this stage. And they ultimately was going to leave a mark against my name because it looks like I think my job is going to leave what type of Mark you're not like a bad Mark because you know that that conversation with me and they see me as a as an issue. And, you know, you work long hours, you know, I'm putting really my heart into all of this. I think it's really unreasonable. Okay.

Okay. Again, if I bring it back to the fact the main reason why Here is because those key different deliverables, you haven't been delivered. And then nonces levels, you know that, you know that when we talk back about the reports out of the last 12 weeks, you've been able to and only in the last six weeks, and this was at the top of the prairies, and it's just one example, we have a few others. And we can look into the detailed performance report where you have your goals that were agreed together. And you can see here that more than 40% of it is still in the red status. So that's why, like I said, the next step is to bring it to HR, and we're going to meet with them and proceed with the performance procedure.

I think it's necessary, I think, perhaps even even in mature to want to take me to have a conversation with someone else. And obviously we could have a discussion with, you know, senior managers. I think it's completely unnecessary. So my question to you is, what are you going to do about this, what can I do? You've already made up your mind just competing in a lateral, you know, analysis department because you're gonna take me to HR, and I'm not happy about it. I'll have to go seek advice.

Okay. Okay, good. So in terms of next steps, we meeting with HR, would you have a preference between next week or in two weeks now? Next week, okay, so let's meet next week. And in the meantime, you want to see some guidance. Feel free to do so.

And we can talk about it when we meet again next week. Thank you.