Global Engineering and Construction...

Global Engineering and Construction

Workshop

June 23-24, 2015

DAY ONE AGENDA

Introduction & Background

Mission/Vision

Breakout Sessions

Lunch

Gearing Up for Growth

Process Overview

Wrap Up

Happy Hour & Dinner

DAY TWO AGENDA

Organization Discussion

Breakout Introduction

Lunch

Breakout Session

Report Out

Wrap Up and Next Steps

3

Switch on and Stay on for Safety

4

●

●

●

Introduction & Background

Round the World

• Introductions for attendees

• Where do you work?

– Location, who you work for, other?

• What do you do?

• What’s your background?

– Engineering, managing, a little of everything?

Why Our Work Matters

Our Mission Statement Defines Our Purpose

Improving Lives by Providing Safe, Reliable and Sustainable

Energy Solutions in Every Market We Serve

What We Do Matters

Our Business Definition Describes What We Do

Leveraging Electricity Platforms and Knowledge to Provide Energy and

Infrastructure Solutions in Our Markets of Choice

Executing on Our Strategy

AES TSR > S&P 500 Utilities Index

Top Quartile “Place to Work” Ranking

Top Quartile “Sustainability and Corporate Social Responsibility”

Ranking

Leverage the

Platforms

Performance

Excellence

Expand Capital

Access

Reduce

Complexity

Put Safety First Act With Integrity Honor

Commitments

Strive for

Excellence

Have Fun

Through Work

Since 2011, AES is Underperforming the S&P Utilities Index

Note: Graph reflects Total Return from September 30, 2011 to June 22, 2015. Total Return reflects stock price changes and dividend payments.

Total Return

9/30/11-6/22/15

49.6% AES

47.4% S&P

Utilities

$9.76

$13.94

We’re Recognized As A Top Employer

AES CORPORATE – Top Workplaces

AES GENER IN CHILE - Great Place to Work

AES SUL IN BRAZIL - Great Place to Work

AES BULGARIA - Best Places to Work by Aon Hewitt

AES DOMINICAN REPUBLIC - Great Place to Work

AES EL SALVADOR - Great Place to Work

AES TEG-TEP IN MEXICO - Great Place to Work

AES PANAMA - Great Place to Work

AES CENTRAL AMERICA – Great Place to Work

AES PUERTO RICO – Great Place to Work

AES Bulgaria Recognized As A Top

Place to Work

In 2014, We Achieved a Top Quartile Ranking in Sustainability

Building our future for tomorrow – it’s about our people

Why We Are Here Today

• AES’s Goal – Growth focus

– E&C is instrumental to implementing growth

– BD is ramping up – we have to as well

• Integrating our organization

– We support AES

– We support SBUs

– SBUs and BD find the jobs

– We manage risk and build them

• Mitigating our risks

Creating Value Through Growth

Business Platforms

Platform Expansions

Adjacencies Partnerships Performance Excellence

7,141 MW Under Construction Coming On-Line Through 2018

New Additions by Year

1,525

7,141

2,972 793

1,851

2015 2016 2017 2018 Total

Majority of New Capacity is in the Americas

43%

18% 3%

36%

Asia US

MCAC

Andes

Mitigating Our Risks

Alto Maipo

Guacolda V

Changuinola

OPGC

Scope misses

Permit issues

Land

rights

Stakeholder management

All Projects Share

Common Risks

Background – We need a PMO

• The PMO of September 2013

– Focus on tools, processes, and procedures

– Recognizing a need for resources; no Global

mandate to pursue

– No champion

• Pegasus’s scope

– Determine what the PMO should be

– Prepare a plan to implement a PMO

What We Did

• Interviewed E&C team, SBU Presidents, and MBLs to understand and identify:

– Current organization, processes, and resources

– Key skills and capabilities

– Coordination and collaboration with other functions, teams

– SBU (as customers of E&C) needs

• Analyzed information provided through questionnaires

• Reviewed processes, procedures, tools, and how people get their work done

Things We Took Into Consideration

• Develop the organization to grow, innovate and continue to drive operational

excellence

• Outline of the Market Strategy to Commercial Operations life-cycle yielded

opportunities to clarify

• Review E&C organizational structure, resources and governance

What We Found

• Resources

– Found a highly experienced and/or skilled staff trying to do the right thing

– Each SBU engages with E&C differently; all see their value, and want more clarity, more

resources

– E&C resource “living” in the development office would be extremely helpful – this would

require a higher level of staffing

– There are areas in which SBUs needs more assistance (e.g. scheduling, claims), but there

are not resources in E&C to call upon

– SBUs are concerned that there are too few experienced construction managers available

to implement upcoming projects

• Roles/Responsibilities

– Roles, responsibilities, and authorities are murky and ever changing, causing friction

between groups and individuals

What We Found continued

• Tools

– Need fully functional tools from E&C; E&C does not currently have resources to fully

implement

• Process and Discipline

– Very little in the way of processes and procedures

– Confirmed that a more defined process for project life cycle would be beneficial for SBUs,

E&C, and AES generally

– Risk management is valued – though no clear process or procedure in planning phases

Overarching finding - early involvement in projects is needed

What We Recommended

• Involve E&C throughout the project from conception to turnover to operations

• Conduct a workshop prior to EPC contract preparation, including risk analysis

involving E&C and SBU resources

• As part of the workshop, plan all the phases together

• Define roles and responsibilities for all early on, including how each role will

change as the project progresses from BD, to construction, into operations

• Institute points of intersection with SBUs starting from the earliest planning

and staff E&C accordingly

• Institute a “Center of Excellence” concept to assist SBUs as they pursue

projects

• Identify and pursue resources to implement the above recommendations

Framework Needed

• E&C’s job is to help AES manage risk while supporting growth

• Process is to support this goal

• Organization to support the process

• Identifying the key roles

• Connecting them with functions and how they interaction internally and with

customers

• Focus on today’s pipeline as well as the AES growth strategy – be prepared

to provide needed support in the future

• SBU Customers – support role enhanced

Mission/Vision

Recipe for an Effective Organization

Mission/Vision Process Organization

Why Our Work Matters

Our Mission Statement Defines Our Purpose

Improving Lives by Providing Safe, Reliable and Sustainable

Energy Solutions in Every Market We Serve

Who We Want to Be

Pursuing our vision helps us grow right

The AES company vision is to be the world’s leading sustainable power

company that safely provides reliable, affordable energy

E&C’s Mission

Lead AES in managing its risks, while facilitating and

delivering AES’s Portfolio of Projects safely, in a

consistent manner, on time, and within budget.

E&C’s Vision

To be a world leading engineering and construction

team, supporting AES’s strategy for the growth of

sustainable energy.

Breakout Session

Mission/Vision

Breakout Instructions

• Review and Discuss

• Assign Roles

• Answer Questions


Breakout Groups

Name Group Name Group Name Group

Adewale Aina 1 Karan Gawdi 3 Mark Siner 4

Peter Gfrerer 1 Narender Singh 3 Donald Gray 4

Bilge Astarlioglu 1 Peter Bolt 3 Brian Reeves 4

Vinayak Ishwar 1 Lyle Woodard 3 Josephine Bujnowski 4

Damon Tohill 1 Robert Sims 3 Greg Long 4

Rodrigo Gonzalez 3

Hassan Tariq 2 Scott Miller 5

Ron McParland 2 Abraham Garrido 5

Alejandro Sanchez Abarca 2 Otto Gerstl 5

Cara Rodriguez 2 Dan Fallon 5

Max Schurman 2 Rodrigo Sartori 5

Report Out

Mission/Vision

Questions for Discussion

• What beliefs and mindsets do we have today that might be a barrier to us

achieving our vision for the organization?

• How will we measure success?

• What do you believe is E&C’s mission?

• Does E&C’s mission align with and support AES’s mission?

• What is needed for E&C to achieve its mission? (Tools? Communication?)

Gearing Up for Growth

Looking ahead, AES faces a number of market trends impacting our industry

Market & Competitive Trends

• Robust competition

• New environmental legislation

• LNG exports from the U.S.

• Diversification into gas pipelines

• YieldCo’s

• Distributed energy technologies

• Organizing around the customer

AES Proprietary & Confidential

How do we create value within our businesses?

Business Platforms

Adjacencies Partnerships

Platform Expansions Performance Excellence


7.4GWs of Projects Currently in Construction

By Fuel By SBU

Projects in Construction: Alto Maipo, Cochrane, Cochrane ES, Guacolda V, Andes Solar, Tunjita, OPGC II, Mong Duong II, IPL Eagle Valley, DPP Los Mina, Warrior Run ES, Panama Estrella del Mar Barge, IPL MATS, IPL Harding Street GC


Coal 70%

Gas 20%

Hydro 8%

Oil 1%

Storage 1%

Solar 0%

US 45%

Asia 35%

Andes 18%

MCAC 2%

One of AES’s competitive advantages is its critical mass in many attractive markets


US Colombia

Chile

Mexico & CA

UK / NI

Brazil

Philippines

India (Odisha)

DR

Panama

Vietnam

Platform Expansions

6.9 Total GWs; 2.2 GWs Success and Ownership Adjusted

2.2 GW by Fuel 2.2 GW by SBU

Gas 74%

Energy Storage 18%

Coal 6%

Solar 1%

Biomass 1%

MCAC 49%

Brazil 26%

US 9%

Europe 9%

Asia 4%

Andes 3%

Total Equity ~$1.1B, including above + desalination + LED lighting.


Growth Pipeline: Pursue and Define Stage Projects

5.2 GW Total ; 1.8 GW ownership & success adjusted

Pursue Define

Country Project Fuel MW

Equity (M)

Brazil Termo Araraquara Gas 570 $135

Brazil Termo SP Gas 503 $150

Brazil Itaguai Gas 250 $60

Colombia AES Magdalena Coal 600 $242

DR Itabo III Gas 300 $81

El Salvador Community Solar Solar 30 $6

Jordan IPP4 Solar Platform Extension Solar JV 60 $15

Mexico Chesapeake Gas 590 $189

Panama ETESA Bids Gas 350 $169

Panama ETESA Bids 2 Gas 350 $152

UK & Ireland Legolas Biomass 300 $238

TOTAL 3903 $1437

Country Project Fuel MW

Equity (M)

Brazil AVG Solar Solar 30 15

Mexico CFE Bids Gas 1022 217

Philippines Masinloc Expansion Coal 300 110

TOTAL 1352 342


Growth Pipeline: Generation Projects

Our adjacent business lines will provide near-term opportunities for growth and are replicable

LEVERAGE THE PLATFORMS

EXPAND CAPTIAL ACCESS

MARKET-FACING

Energy Storage

Desalination

Gas Pipeline & 3rd Party Sales

Distributed Energy Resources

Near-term PTC

Replicable projects

Platform-based

Aligned with market and industry trends


Adjacencies

Adjacencies

Important Characteristics

0

10

20

30

40

50

60

70

Adjacent businesses and enhancements yield higher returns in less time

80 70 60 50 40 30 20 10 0 100 90

Alto Maipo

MW Conservation

Energy Storage

Small Desalination

Augmentation

Muong Dong

$M

PTC

/ $

M E

qu

ity

Esti

mat

es

(%)*

Adjacencies

Construction term (months)


Near-term, High Margin

Energy Storage expected to add 2GWs and $200M associated PTC by 2019

Installed MWs by Market

Adjacencies


An

nu

al M

W d

eliv

ered

vs.

pip

elin

e o

pp

ort

un

ity

US, 1,550

Others, 426

Total ($m)

Project Cost 2,569

Equity 1,100

NPV 320

PTC 216

90

370 398

473

644

200

800

1,100

1,200

1,300

-

200

400

600

800

1,000

1,200

1,400

2015 2016 2017 2018 2019

MW installed

MW of pipeline opportunity

Annual MWs Installed vs. Pipeline MWs

Distributed energy resources such as rooftop solar present a significant opportunity for AES


Utility-Scale Solar Solutions

(planned infrastructure)

Distributed Solutions (“organic” infrastructure)

Drivers Regulators, markets, planners Customer x-factors, technology, policy, business

models

Timeline 3-4 year cycles <1 year

Scale Large, lumpy Small units, large on similar timelines

Competition Other scale providers Whole grid value chain

Purpose Grid dedicated Consumer primary, grid secondary

Adjacencies


California’s thermal load profile is expected to change dramatically over the next decade

Adjacencies

Source: CAISO

Desalination projects underway in Chile; potential to develop large projects in both Chile and California

PROJECT Capacity m3/hour COD

Chile

Angamos 200 Q3 2015

Ventanas 200 Q4 2016

Cochrane 200 Q4 2016

Mitsubishi JV 2,900 Q1 2019

California

Poseidon JV 7,900 Q4 2018

Angamos

Adjacencies


AES can expand its existing gas infrastructure in the DR to develop and serve new markets for LNG in the region


Existing facilities include:

Import terminal and storage tank

Gas pipeline

LNG truck loading

Expansion potential via:

Second pipeline

Second storage tank

Hub terminal

Adjacencies

1.6 GW Total; 336 MW success & ownership adjusted

Pursue Define

Country Project Category Metric Equity (M) Chile Chile Energy Storage Energy Storage 100 MW $113

Chile Mejillones Desal Desalination 18 MGD $47

Chile Desal Ventanas Desalination 24 MGD $25

Chile Desal Cochrane Desalination <1 MGD $5

Colombia Restrictions ES Energy Storage 20 MW $23

Brazil SP Lighting LED Lighting $16

Brazil Storage Energy Storage 7 MW $7

UK & Ireland Energy Storage II Energy Storage 50 MW $142

UK & Ireland Energy Storage I Energy Storage 50 MW $78

UK & Ireland ROI Energy Storage Energy Storage 50 MW $142

Mexico Energy Storage Energy Storage 20 MW

USA Beaver Valley Storage Energy Storage 100 MW $50

USA Maui Storage Energy Storage 50 MW

USA NY Storage Energy Storage 100 MW $90

USA Oncor Storage Energy Storage 1000 MW $250

TOTAL 1547 MW/

43 MGD $988

Country Project Category Metric Equity (M)

Philippines Kabankalan BESS Energy Storage 40 MW $18

TOTAL 40 MW


Growth Pipeline: Adjacency Projects

Pipeline Ranking

• Rank pipeline opportunities by a series of financial, risk and strategic scores

• Provide a baseline for comparing projects on a non-sequential basis.

• Enhance ability to make decisions on current projects based on views of future opportunities


IC Process

Financial Analysis Framework

Decision Point

Project Development Stage

Guidance Meeting

Assess

Development Approval

Pursue Parameter Approval

Define Project

Approval Execute

(Pre FC) Project Confirmation

Key

NTP / FC

Project Intro Meeting

Project Confirmation : coordinated through CS&I. Requires project sign-off by CFO, COO, VP of C&E, and CEO as required. Project must satisfy any CP’s as determined by the full IC and be materially similar in terms of project structure and financial metrics.

52

Organizing & Resourcing

for Growth

Developing the organization to grow, innovate and continue to drive operational excellence requires

A high degree of coordination/collaboration

A culture of speed, learning and agility

The right level of governance, review and decision making

Having the right people in the right places

Review and discussion of the SBU market and growth organizations yielded opportunities to clarify

Optimal organization design

Resources and the “ACE” needed to be successful

Key process and approval steps and coordination points across the organization

The right level of organizational involvement and decision-making

The role of the Centers of Excellence

Executive Summary

53

Solicited feedback at the market level

Interviewed key market and development leaders to:

Understand growth plans, strategies

Current organizational design, resources

Key skills, capabilities, experience and resource needs

Coordination and collaboration with other functions, teams

Determine key compensation motivators

Through the interview process, confirmed that a core set of skills are needed globally for BD talent, with nuances by SBU

Every market approaches the design and coordination efforts differently Every market is resource constrained and cites budget as a contributing factor

54

Development resources vary both in number and organizational structure:

BD resources are generally organized under the market business leader with the exception of Chile, Brazil and US

Commercial support and capability is limited

In some markets financial modeling support and analysis is conducted and provided within the development team

In most cases legal and other functional support is provided from the center as needed

In all markets additional technical resources and support needed (permitting, etc.)

Overall, most markets determined that additional capabilities and dedicated resources are needed to meet growth targets General agreement that the SBU center could provide functional support (finance, legal, technical, commercial, etc.) as long as

resources are available and dedicated Clarity needed on:

Specific growth targets for M&A and A&E

R&R and accountability (Corp, SBU CFO, Market)

Interview observations evident in all markets

55

56

The “ACE” for business developers

**Can leverage existing resources or centers of excellence

Attributes

• Project development/structuring

• Deal origination

• Negotiation/legal acumen**

• Stakeholder management

• Market and industry/technical knowledge

• Financial structuring/ modeling**/acumen

• Commercial acumen**

• Technology/Construction/Technical**

Capabilities/Competencies

• Collaborative

• Execution oriented

• Entrepreneurial/innovative/deal maker

• Business, financial, commercial acumen

• Problem-solver

• Strong analytical skills

• Strategic

Experience

• Project structuring/development, preferably in energy sector

• Market knowledge/intimacy/relationships

• Experience in deal origination, modeling, analysis

• Strong financial, commercial background

57

Coordination & collaboration required across the organization

SBU Leadership & Functional support

Macro-level perspective on SBU

Key stakeholder relationships in SBU

Responsible for SBUs asset and portfolio mgmt

COE’s provide analytical , SME and technical support to deals

and projects

Market Business Leader

Deep knowledge of opportunities in local market;

market intimacy

Relationships with key customers; commercial

Management of development and growth activity at market

level

Key stakeholder relationships in market

Market Development Resources

Support SBU Leadership in evaluating growth

opportunities

Execute on opportunities agreed-upon for pursuit

Integrate cross-functionally to hit milestones

Stakeholder and customer management/relationships

Global (Corp) Support

(including CSI)

Investment governance and capital allocation

Advice and consulting at the Global Ops, E&C and functional

level

Deal/M&A support and analysis, as needed/warranted

Strategic direction and framework; COE for new

products (DER)

Core organizational design will drive growth in markets with SBU and Global support

58

Corporate Strategy & Investment

MBL

BD Resource(s)

(Green/Brownfield)

Local M&A Resource(s)

(origination)

Adjacencies: DG/ES Resource(s)

• Global Finance & M&A

• COO

• E&C

• Legal

• HR

• T&S/NES

• SBU Finance

• SBU Commercial*

• SBU Legal

• Other SBU functional areas

Global COE’s SBU COE’s

Ad

vise

an

d C

on

sult

P

roject an

d d

eal su

pp

ort

Advise and Consult

M&A Transactions

Process Overview

Process Overview

Preliminary Approval

Assess

Presentation to IC / IC Decision Point


Key

Project Identified

Parameter Approval

Project Confirmation

Project Approval

Pursue Define Contract

Prep

NTP

Operate*

90% IC Presentation


• COO

• E&C

• Legal

• HR

• T&S/NES

Global COE’s

• SBU Finance

• SBU Commercial

• SBU Legal


SBU COE’s

Joint SBU/E&C

IC

Project Setup

10% IC Presentation

50% IC Presentation

Eng. / Procure.

Const. Startup

Planning

Execution

*- E&C activities such as warranty and claims work continue as the project enters operation.

Project Delivery Lifecycle – Planning

Feasibility

Assessment

Assess

Preliminary

Approval



Guidance Meeting

Key

Project

Identified

Pursue

Financial Analysis

Framework

Parameter

Approval

Define

Risk Assessment

& Project

Structuring

Project

Approval

Contract

Prep

Project Confirmation

Risk Mitigation

& Execution

Framework

NTP


• COO

• E&C

• Legal

• HR

• T&S/NES

Global COE’s

• SBU Finance

• SBU Commercial

• SBU Legal


SBU COE’s

Joint SBU/E&C

IC

Introductory

Meeting

Project Delivery Lifecycle – Execution

Project

Execution

Planning

Project

Setup



Guidance Meeting

Key

Eng./

Procure.

10% IC

Presentatio

n

Constructio

n

Project

Coordination

50% IC

Presentatio

n

Startup

90% IC

Presentatio

n

Turnover &

Operator

Training

NTP

Operate*


• COO

• E&C

• Legal

• HR

• T&S/NES

Global COE’s

• SBU Finance

• SBU Commercial

• SBU Legal


SBU COE’s

Joint SBU/E&C

IC

Project

Coordination

*- E&C activities such as

warranty and claims work

continue as the project enters

operation.

Breakout Session

Process

Breakout Instructions


• Assign Roles



Breakout Groups

Planning Phase Name Group

Planning Phase Name Group

Execution Phase Name Group

Adewale Aina 1 Karan Gawdi 3 Mark Siner 4

Peter Gfrerer 1 Narender Singh 3 Donald Gray 4

Bilge Astarlioglu 1 Peter Bolt 3 Brian Reeves 4

Vinayak Ishwar 1 Lyle Woodard 3 Josephine Bujnowski 4

Damon Tohill 1 Robert Sims 3 Greg Long 4

Rodrigo Gonzalez 3

Execution Phase Planning Phase

Hassan Tariq 2 Scott Miller 5

Ron McParland 2 Abraham Garrido 5

Alejandro Sanchez Abarca 2 Otto Gerstl 5

Cara Rodriguez 2 Dan Fallon 5

Max Schurman 2 Rodrigo Sartori 5

Report Out

Process


• Does the overall process support E&C’s mission?

• What is/should be E&C’s involvement in each step?

• What E&C activities take place in each step?

• What interactions with non-E&C groups take place in each step?

• Are there gaps in the process?

End of Day One

DAY TWO AGENDA

Organization Discussion

Breakout Introduction

Lunch

Breakout Session

Report Out

Wrap Up and Next Steps

Detailed Organization Discussion

Organizational Structure – Intro

• Today the SVP E&C has a mix of direct reports – both MDs Construction and

SBU MBLs

SVP E&C

MD of Construction &

Projects (Andes)

MD of Construction & Projects (US,

MCAC & Europe)

MD Construction & Projects (Corp)

MBL India (Asia)

(OPGC II)

MBL Vietnam (Asia)

(Mong Duong)

Admin Assistant

Commercial Operations Organization

Mission: To develop technical and commercial solutions for our platforms,

driving successful project development and profitable growth.

• Group’s Mission/Role

• How it Works

• Key Roles

• Q&A

Construction Organization

Mission: Manage project execution risk effectively; provide a safe

environment, maintain stakeholder relationships, including environmental

considerations, while balancing local community needs. Deliver reliable

projects on schedule and on budget, while effectively communicating with

SBU customers, executive management, and other key stakeholders.


• How it Works

• Key Roles

• Q&A

PMO Organization

Mission: As a service focused organization, the PMO will provide tools,

advice and a framework that will assist in making projects successful. The

PMO will supply effective risk management tools and resources to ensure

on-time, on-budget delivery.


• How it Works

• Key Roles

• Q&A

Breakout Session

Organization

Breakout Instruction


• Assign Roles



Report Out

Process


• How does the proposed organization support the process and mission/vision?

• Are there gaps in the proposed organization?

• What roles and responsibilities do the groups within the proposed organization have?

• How do the groups integrate with each other during the project delivery lifecycle (process)?

• What does the integration with the SBUs look like? Which roles interact with the SBUs?

• How can the PMO provide efficient support to the proposed organization?

• What challenges does the proposed organization face and opportunities can it recognize?

• How are individuals best transitioned in/out of projects?

Workshop Wrap-Up &

Next Steps

Key Messages to Share from the Workshop

• Our global strategy is focused on growth

• We are valued and being pulled in to do more

• E&C is a key player in executing on the strategy

• How are we going to this?

– Define the E&C Mission/Vision

– Review the project planning and execution processes and where our role in the

process

– Organize and add resources to support the work to be done

Next Steps

• Continue the discussion of how we “fit” into the parts of the process

• Communicate our plans back to our stakeholders (SBU Presidents, MBLs, COOs etc.)

• Create RACI charts - our teams jointly with the SBUs (roles & responsibilities)

• Create job descriptions and recruit for open/new roles

• Put people in their roles by September

• Prepare for the Global E&C meeting in September

• Hold E&C Talent Dialogue in the fall

• Execute on our strategy - it’s a journey not an event

Stay tuned – more details on activities and timing to come…

Here’s what you told us about the Workshop

# R

espo

nse

s

0

2

4

6

8

10

12

14

16

Strangly Agree Agree Disagree Strongly Disagree

I am excited about the directionwe are taking as a company andthe opportunities it creates.

I understand our global strategy,why we are taking steps toimprove the process as E&C isinvolved and restructuring theorganization to support it.

I plan to share what we'vediscussed over the last few dayswith my team.


0

1

2

3

4

5

6

7

8

9

10

I felt the most useful topic of the

meeting was…

# R

espo

nse

s

Telepresencesessions

Email Messages

Calls

I would like to say updated on our

progress through…

In addition to the presentation from the meeting, what tools or support

do you need in engaging your people?

• A better understanding about how this information will be communicated & rolled out to the SBUs.

• Implementation schedule for new organizational structure & functions.

• No additional tool needed.

• Visual aides & big picture viewpoints, too often in projects the local staff do not fully understand the

big picture.

• Gaps identified and needs communicated on a more grand level. I know how I am stretched thin

but not necessarily how other teams are.

• Mission Statement, new org structure and org charts when ready. BD process flow chart that was

mentioned during the meeting.

• Process and tools discussion and org chart and communication channels.

• Updates as we move the plans and organization forward.

• Job descriptions, hay grades, SBU organization (current).

• More specific roles and responsibilities and how the local teams fit into those roles.


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