Midwest Region Global Energy and Mining Chemicals Practice Statement of Qualifications

1. Midwest RegionGlobal Energy and MiningChemicals Practice Statement of Qualifications For internal PricewaterhouseCoopers use only

2. Table of Contents • Chemical Industry Challenges • Answering the Challenge • Strategic Improvement • Process Improvement • Technology • The PricewaterhouseCoopers Approach • Guiding Principles • Program Support • Implementation Support • Knowledge Management • PricewaterhouseCoopers Resources to Help You • PricewaterhouseCoopers • Energy and MM&C • How to Contact PricewaterhouseCoopers

3. Chemical Industry Challenges • Chemical Industry Challenges The Chemical Industry and its member companies are undergoing significant shifts in their markets and in their manner of doing business. Business as usual is no longer acceptable in light of the changes and challenges faced by the industry. The following pages explore some of the old and new paradigms facing the industry as well as the significant challenges presented.

4. Old Paradigms Market Globalization Each geography has unique requirements and products should be customized for each market Mergers and Acquisitions Purchase entire companies and divest operations without strategic value Research & Development Research is vital to the health of the enterprise, and must be supported, generally at a fixed percentage of revenues New Paradigms Market Globalization Combination of specific local and common global marketing to take advantage of global economy Mergers and Acquisitions Manage the corporate portfolio by acquiring/ divesting portions of companies based on a sound market fit and focus Research & Development Research is tightly linked to the businesses and all projects must have business support and funding Knowledge Management processes allow maximum benefit from the investments made in both Applied and Process Research Chemical Industry Challenges

5. Old Paradigms Customer Relationships All customers are treated exactly the same Vendor Relationships In order to guarantee price competition and minimize reliance on any single vendor, several suppliers must be certified for each raw material The major differentiators of products are price, quality, and delivery consistency New Paradigms Customer Relationships Customer specific bundled services to equate to ‘cost of service’ and increase actual service level Most valued customers are linked via internet and extranet Vendor Relationships Strong relationships with single vendors benefit both parties. Volume discounts based on shared demand/ supply data, consistency of material quality, and guaranteed supply availability are mutually advantageous Vendor Managed Inventories eliminate procurement efforts Chemical Industry Challenges

6. Old Paradigms Capital Formation New capacity is expensive and investment normally occurs at the peak of the Chemical cycle, leading to over capacity at start up, nearer the bottom of the cycle Financial Performance Earnings per share, reported quarterly, are sufficient for the investment community Information Systems Install ERP system New Paradigms Capital Formation Advanced Planning Systems provide the capability to effectively increase capacity without capital expenditures by promoting peak efficiency in operating production facilities Financial Performance Economic profit are an important measurement of shareholder value Daily financial data is required to successfully manage a global enterprise Information Systems Redesign work processes to take advantage of ERP capabilities Extract value from ERP systems by way of decision support tools Chemical Industry Challenges

7. Chemical Industry Challenges • Chemical Industry Challenges • Increasing globalization of markets • Societal demands for higher environmental performance • Financial market demands for increased profitability, capital productivity and cost reduction • Higher customer expectations • Strategic business growth • Global consolidation • Achieving value from information technology investment • Business transformation - portfolio optimization/ renewal • New product/ process technology

8. Chemical Industry Challenges • Steps in Answering the Challenge - Industry To answer the challenges, the Chemical Industry as a whole must accomplish five broad goals over the next 25 years: • Improve operations with a focus on supply chain management • Improve efficiency in the use of raw materials, the reuse of recycled materials and the generation and use of energy • Continue to play a leadership role in environmental and economic considerations • Aggressively commit to longer term investment in R&D • Create new avenues of growth

9. Chemical Industry Challenges • Steps in Answering the Challenge - Firms Individual companies within the Chemical Industry must answer these challenges through: • Growing strategically • Determining strategic acquisitions/ divestitures to deal with industry consolidation • Integrating new businesses/ divisions to obtain the value of the deal • Transforming the business appropriately • Optimizing the business portfolio • Renewing/ refocusing the business portfolio • Generating and using new knowledge • Optimizing and aligning R&D efforts with strategic imperatives • Leveraging knowledge management

10. Chemical Industry Challenges • Steps in Answering the Challenge - Firms Individual companies within the Chemical Industry must answer these challenges through: • Improving supply chain management efficiencies • Integrating the supply chain • Improving order fulfillment - order receipt to cash application • Improving replenishment - positioning of product to service customers • Improving production - making the right product at the right time for the lowest total cost • Improving logistics efficiencies • Improving procurement - obtaining the right material at the right time for the lowest total cost • Understanding and meeting customer demands • Leveraging products and services, channels and networks, and markets and customers • Optimizing the ‘cost to serve’

11. Chemical Industry Challenges • Steps in Answering the Challenge - Firms Individual companies within the Chemical Industry must answer these challenges through: • Remaking the financial function into a value added contributor • Leveraging and improving the workforce • Enhancing the effectiveness of human capital • Capitalizing on and achieving value from information technology • Aligning information technology to support strategic goals • Integrating information technology to provide business support

12. Answering the Challenge • An Integrated Practice PricewaterhouseCoopers has many tools to help its Chemical Industry clients answer the challenges presented to them: • Strategic Change • Process Improvement • Technology Solutions

13. Growing strategically Determining strategic acquisitions/ divestitures to deal with industry consolidation Integrating new businesses/ divisions to obtain the value of the deal Services Corporate Strategy Developing enterprise-wide business and market strategies Merger Integration Realizing value creation objectives through the development of integration plans which are translated into specific actions and implementation steps Answering the Challenge Support for Your Challenges - Strategic Change

14. Answering the ChallengeCorporate Strategy Citation Client: Recycling and Waste Needs Company Challenge: Set strategy and organizational structure to transform disparate transportation and logistics operations into an efficient standardized system across various business lines. OurApproach: PricewaterhouseCoopers identified the systems, potential organizational recommendations, and other resources required to manage current logistics operations and to enable future operational and organizational improvements. The client was looking for assistance in three major areas: • Optimization of transportation operations, through improvements in planning and scheduling • Improvement in processing plant operations through standardized and consolidated scheduling • Improvements in management’s reporting ability to analyze transportation Key deliverables included: • Documentation of existing business process flows in transportation management and recommendations for improvement • Identification of functional requirements for a transportation management system • Determination of software packages and methodology for final selection process • Overview of third-party logistics industry and a methodology for defining needs and selecting providers Benefits: • Defined steps for moving forward in transportation management software selection and implementation • Comprehensive implementation methodology • Defined outsourcing opportunities with third party logistics providers

15. How PricewaterhouseCoopers Can Help The PwC Merger Integrator service is designed to support a client through the whole acquisition and merger process. The MI service deals with an entire business process and therefore provides opportunities to leverage the full range of PwC services. A proactive marketing approach is adopted to raise issues and risks with a CEO/CFO before a deal is announced. The service is stand-alone and is organised into 3 distinct phases: • Deliverable Value • Provides a clear statement of the deal rationale • Identifies and quantifies the sources of value • Accelerated Transition • Delivers early momentum and early ‘wins’ through value driving actions • Manages control issues to ensure stability from ‘day one’ • Harmonises the businesses from a thorough understanding of the issues and risks • Provides a communication strategy ensuring clear and consistent messages • Defines the organisational structure and addresses the people issues to demonstrate leadership • Builds commitment through a comprehensive change programme reflecting cultural differences • Transformation • Provides a consistency of approach and co-ordination through rigorous programme management • Manages implementation teams focused on creating the integrated business.

16. Answering the ChallengeMerger Integration Citation Client: Large Producer of Chemical Fertilizer Challenge: Develop a strategy to allow client to rationalize current business environment following a merger. OurApproach: PricewaterhouseCoopers performed a Strategic Information Systems Planning project, in order to rationalize the inconsistent business processes and information systems both within and across business units. This project involved understanding and articulating the overall strategies for the enterprise and each business unit. These strategic goals were used to define target requirements, focus spending on key applications, and identify information system alternatives which satisfied both the target requirements and the overall strategic goals. Benefits: • Strategic prioritization of major IS expenditures necessary to reap benefits of merger • Clear understanding of software, technology, and organizational requirements

17. Transforming the business appropriately Optimizing the business portfolio Renewing/ refocusing the business portfolio Services Increasing shareholder value through establishment of sustained competitive advantage for all of a company’s businesses. The typical key questions to be asked for each business include: Has this business consistently performed? What is the external attractiveness of this business – does it have a growth future? What is my competitive position in this business – is my position likely to improve or decline? Does this business fit with the company’s vision/strategy? Does this business fit with my core competencies? Can I become/remain a leader in this business? Answering the Challenge Support for Your Challenges - Strategic Change

18. Transforming the business appropriately Optimizing the business portfolio Renewing/ refocusing the business portfolio Services (continued) Assisting the client in achieving sustained profitability through establishment of global market, customer, and cost leadership for each selected business within the portfolio. This entails: Organizing businesses around markets/customer groups (rather than around product groupings) Joint venture or divestment for unattractive or uncompetitive businesses Selective acquisitions to establish or strengthen market/customer/cost leadership Selective acquisitions or joint ventures to establish/strengthen global reach Answering the Challenge Support for Your Challenges - Strategic Change

19. Client: Processor, shipper and trader of crude and chemical products Challenge: Determine a range of solutions to streamline the front, middle, and back office processes for product and trading activities. OurApproach: PwC conducted an assessment of the product and trading processes, analyzing key improvement opportunities, change drivers, benefits, current costs, performance measures, risk exposures, controls, trading strategies and change readiness. The firm provided the client with a high-level business model that quantified specific process costs and improvement opportunities, developed performance measures for each process, and provide specific implementation criteria. Benefits: • New process efficiencies provided time and capacity savings of $4 million annually • Improved analytics and performance measures generated additional profits of $7 million annually • One time technology benefit of $500,000 • Potential outsourcing savings in transportation and accounting activities • Reduced risk exposure Answering the ChallengeBusiness Reorganization Citation

20. Answering the ChallengeBusiness Reorganization Citation Client: International Petroleum Company Challenge: Develop change management strategy for organization implementing new business processes accompanying SAP R/3 OurApproach: Assisted client in the implementation of new business processes supported by FM, CP, & WM modules of SAP R/3. During the conceptual design phase, PwC addressed Change Management issues of preparing the organization and its people for the new business processes accompanying the SAP implementation. This involved: • Aligning the organization with the new business processes and allocating tasks to people • Developing measurements which support the new business processes and allow staff to monitor the results of new tasks and roles • Providing an optimal training package that enables them to work in an efficient, effective, and integrated way in the new environment • Promoting understanding of and support for the project objectives with stakeholders

21. Answering the ChallengeBusiness Reorganization Citation Client: Multibillion dollar marketer of refined petroleum products. Challenge: PricewaterhouseCoopers was engaged to manage a Change Integration Envisioning project. OurApproach: PwC consultants worked closely with the client staff to validate as-is process maps. High level process maps were raised to a much more detailed level, so that key problems, issues, and opportunities could be identified. Also target environments were designed, and a change plan developed. PwC used KnowledgeView to identify best practices from the petroleum industry and from industries in which the process is of more strategic importance. Best practices findings were summarized in a workbook which discussed how to identify and apply and improve upon best practices. Envisioning sessions were conducted, with client personnel, to assess the readiness for change and gather target environment ideas using a combined green field/best practices approach. The sessions produced over 100 unique target environment ideas based around a dozen enabler themes. These ideas were create new processes and identify key technology and responsibility changes. Benefits: PwC assisted the Client in: • Shifting business strategy, replacing exchange agreements with buy/sell agreements • Implementing a custom systems project to improve customer setup, pricing and transaction settlement • Implementing a package project to improve sales forecasting, product movement logistics, and reduce product position risk • Implement data warehouse, and replace legacy systems • The combined project benefits resulted in a $17 million NPV over 10 years

22. Generating and using new knowledge Leveraging knowledge management Services Assisting companies in developing and implementing the improved use of knowledge throughout their organization through creating, harvesting, sharing, and leveraging knowledge. Answering the Challenge Support for Your Challenges - Strategic Change

23. Answering the ChallengeKnowledge Management Citation Client: Multinational supplier of cleaning products. Challenge: Assist client in developing strategy for preparing for the European Monetary Union. OurApproach: PricewaterhouseCoopers organized a workshop to establish how the client could gain a competitive advantage from the EMU. The three objectives of the workshop were: • To establish an understanding of how suppliers, customers and other companies are preparing for the EMU • To identify possible opportunities and challenges for the client • To develop a resource action plan to define the clients strategy External speakers were brought in to apprise the client of what other companies were doing in similar markets. The final product was that the client was able to produce a high-level action plan for the next two months, six months, and one year. Benefits: • Understanding of the issues surrounding the EMU • Understanding how these issues might affect client’s business • Understanding of supplier and customers likely expectations and responses • Knowledge of what must be done to take advantage of challenges ahead

24. Answering the ChallengeKnowledge Management Citation Client: Large Diversified Chemical Company Challenge: Perform a division-wide benchmarking of plant overhead costs against five competitor plants. OurApproach: PricewaterhouseCoopers was consulted to perform a division-wide benchmarking of plant overhead costs including the following functional areas: accounting, human resources, environmental, safety, health, MIS, QC, security , stores, and facilities. Previous attempts at cost comparisons between plants had failed because of the heterogeneity of plants both in terms of size and breadth of product lines. The project entailed: • Selecting and defining areas to be benchmarked • Collecting corresponding cost information for a sample of Monsanto and competitor plants • Determining and collecting appropriate cost drivers and quality measures for each function • Correlating cost to cost drivers through regression analysis • Adjusting for economies of scale by utilizing logarithmic charts • Correlating cost and quality measures to different methods of operations to select best practices. A list of best practices and a comparison of methods at high and low cost plants was made in order to determine methods of reducing costs. An implementation plan was developed detailing the knowledge transfer activities necessary to achieve cost reductions suggested by implementing best practices.

25. Improving supply chain management efficiencies Integrating the supply chain Improving order fulfillment Improving replenishment Improving production Improving procurement Services Supply Chain Management (SCM) Delivering enhanced customer service and economic value through improved management of flow of materials from source to consumption. Working with clients to plan supply and demand, identify and qualify improvement opportunities and implement process and technological improvements. Full Value Procurement (FVP) Delivering breakthrough procurement performance improvement across the supply chain. How PricewaterhouseCoopers Can Help Support for Your Challenges - Process Improvement

26. Answering the Challenge SCM Citation Client: Producer of fertilizer, carbon black and phosphates. Challenge: Redesign and implement a new strategic architecture and a new SCM Model OurApproach: Working closely with senior management, PwC developed a new strategic architecture for a company which became more business unit oriented with focus an a number of value chain processes: commercial, logistics and production. In a second phase, PwC assisted the client in implementing the new value chain processes: • Logistics – PwC redesigned internal and external logistics functions, implemented a level production plan strategy, centralized transportation, and rationalized finished goods. Additionally a costing mechanism for order fulfillment process was implemented using ABC accounting concepts. • Production – helped implement TPM concepts and integrated maintenance with production activities. • Sourcing and Procurement – defined a strategic sourcing matrix and implemented new sourcing strategies. Benefits: • Reduction in payroll of $3.6 million annually • Reduction of $1.4 million in sourcing costs • Reduction of 18% raw material transportation costs • Reduction of 25% carbon black loading lead-time • Reduction of 20% fertilizers finished goods inventory • Reduction of $250,000 in setup costs

27. How PricewaterhouseCoopers Can Help Support for Your Challenges - Full Value Procurement FVP has consistently offered companies a blueprint and roadmap for:

28. How PricewaterhouseCoopers Can Help Support for Your Challenges - Full Value Procurement

29. Understanding and meeting customer demands Leveraging products and services, channels and networks, and markets and customers Optimizing the ‘cost to serve’ Services Market and Customer Management (MCM) Focusing on time-to-market, sales productivity, customer care /call centres, and relationship marketing through process change and enabling technologies. Customer Differentiation Focusing on determining and providing the services that meet or exceed customer expectations while still ensuring a profitable relationship Answering the Challenge Support for Your Challenges - Process Improvement

30. Client:Specialty polymers and chemicals manufacturer Challenge: Price Waterhouse was engaged to facilitate the re-engineering of the customer service processes, focusing on those activities or policies that delayed the customer service process. OurApproach: PwC develop an “as-is” process flow, identifying all issues and processes which significantly delayed the customer service process. After identifying these issues, fish-bone diagrams were used to perform a root cause analysis to better determine a solution for removing them from the process. Once the root-causes were identified, these causes were prioritized based on the effect that they had on the overall customer service process. Finally, “to-be” process maps were developed through envisioning sessions. Benefits: • Realized significantly reduced cycle times • Increased accountability for decisions by empowering decision makers • Increased on-time shipments (reduced late shipments due to credit hold) • Reduced the amount of manual billings and price checks • Increased the accuracy and tracking of returned goods • Eliminated credit delay for large export customers • Increased communication within the organization by creating meetings to share best practices between business units Answering the Challenge MCM Citation

31. Remaking the financial function into a value added contributor Services Financial & Cost Management (FCM) Improving the effectiveness of clients’ financial functions. Improving information systems and address cost and profitability management and performance measurement through technological solutions, product/service profitability planning, business process reengineering and value based management techniques. Answering the Challenge Support for Your Challenges - Process Improvement

32. Client: Fortune 200 petroleum company engaged in both upstream and downstream activities. Challenge: Develop an accounting optimization project aimed at introducing “best in class” procedures and practices across its European an downstream associates. OurApproach: The project was conducted as a jointly managed and staffed PwC/client project reporting directly to senior executives within the client’s European headquarters. Procedural and organizational templates were developed to exploit features offered by an integrated suite of finance, stock movement, and sales systems currently being developed and implemented across Europe. Each template was customizable as to statutory, cultural and external environmental variations. Benefits: • A 210 man year effort was saved as a result of the simplified transaction process • Resulted in annualized cost savings of £10 million Answering the Challenge FCM Citation

33. Client: Fortune 500 refining & marketing corporation Challenge: Reengineer the budgeting, forecasting, consolidation and management/financial reporting processes in the Refining & Marketing (R&M) and Corporate portions of the company. OurApproach: As part of a corporate-wide reengineering initiative within the Finance/Accounting area, the budgeting, forecasting, consolidation and management/financial reporting processes in the R&M and Corporate sectors were reengineered concurrently by a single team. This allowed the team to look at these processes both individually and holistically during the "As-Is" and "To-Be" stages of the reengineering effort. Although SAP had already been selected as an enabling technology, the reengineering was for the most part not limited to what would be provided/allowed by SAP. Activity-Based Costing was briefly explored as a means of better budgeting and allocating costs to business units, particularly those costs generated by shared services such as MIS. Benefits: • Reduced cycle time of budget process from 7 months to 3 months • Reduced number of pages presented to senior management by 80% (8-10 core pages per business unit) • Moved from "line-item" budgeting to annual performance planning by focusing on funds needed by each business unit to achieve operational objectives • Incorporated top-down direction with bottom-up budget development • Established linkage with strategic planning process • Set out performance targets (financial & operational) for each business unit Answering the Challenge FCM Citation

34. Leveraging and improving the workforce Enhancing the effectiveness of human capital Services Human Resources Management (HRM) Enhancing the effectiveness of human capital; manage the HR function transformations being driven by globalization, technological change, and the continuing demand for workforce cost reduction. Answering the Challenge Support for Your Challenges - Process Improvement

35. Client: Producer of petrochemical processes and chemicals. Challenge: Reduce personnel and costs in the product accounting and masterfile setup groups. OurApproach: PwC used an evaluation and envision methodology to realize process inefficiencies and streamline the organization of the masterfile setup process. Furthermore, product accounting was not regionalized, resulting in inefficient staffing. The existing product accounting group was re-organized into the Regional Inventory Accounting Group, with one employee representing each of three regions including the Midwest, Southeast, and Northeast. Benefits • One contract position and one full-time position were eliminated • Streamlined process provided substantial annualized cost savings • Eliminated time constraints associated with repetitive communications Answering the Challenge HRM Citation

36. Capitalizing on and achieving value from information technology Aligning information technology to support strategic goals Services Technology Strategy Aligning information, process and product technologies -- with strategic objectives Answering the Challenge Support for Your Challenges - Technology Solutions

37. Answering the Challenge Technology Strategy Citation Client: Multi-national manufacturer of specialty chemicals Challenge: Integrate information systems to provide global access to information and leverage to development of global deliverables. OurApproach: A multi-year corporate-level project to implement enterprise-wide the Marcam PRISM/JDEdwards software applications to support Customer Management, Manufacturing and Finance. Specific activities include development of: • all globally defined software modifications, enhancements, interfaces, and reports that were included in the Global Design notebook. This included developing program specifications and unit test plans, program coding , and unit testing. • ISO compliant user procedures and work instructions covering all functions affected by the PRISM and JDEdwards software modules to be implemented globally. • user training materials covering all PRISM and JDEdwards software modules to be implemented globally. • system test plan covering all PRISM and JDEdwards software modules to be implemented globally. Benefits: • Global standardization and free transfer of data and information between sites, regions, and countries

38. Capitalizing on and achieving value from information technology Integrating information technology to provide business support Services Enterprise Resource Planning Systems (ERP) ERP Systems offer clients integrated cross-functional software solutions. The market includes SAP, Oracle, PeopleSoft and other strategic vendors and is served by people who understand the packages and the technologies involved. ERP staff will team with process consultants to provide full business solutions through the entire project life cycle from package selection, implementation and change management, to post implementation support. Answering the Challenge Support for Your Challenges - Technology Solutions

39. Answering the Challenge ERP Citation Client: Exporter of natural resources Challenge: Standardization of all platforms to enable success in a contracting business environment OurApproach: Implement SAP in order to provide for system standardization and obtain competitive advantage. PwC’s project management skills, global information and resources network, and interdisciplinary methodology and tools were well suited for the broad scope of the project. Areas addressed include: • Functional- Finance and Accounting, Procurement and Sales, and Distribution • Technical - Hardware selection and implementation of network design, desktop deployment and HP/UNIX/ORACLE • Geographical - Seven operational sites in three countries Benefits: The following cost reductions were realized from the project, which had an IRR of 16%: • Procurement -US$1 million per year • Sales and Distribution - US$420,000 per year • Accounting and Finance - US$380,000 per year • Information Technology - US$600,000 per year

40. Answering the Challenge ERP Citation Client: Producer of starches, resins, and adhesives Challenge: Re-engineer Customer Order Management, Materials Management and Inventory Management with respect to an SAP implementation. OurApproach: • Planning – PwC provided project management and implementation planning services. Assistance was given in the analysis of legacy systems and in the design of interfaces. • Implementation- RV and RM-MAT R/2 and LVS R/3 modules were implemented to communicate on-line and real-time. Benefits: • Increases in automated pricing capabilities from 80% to 95% • Increases in the number of orders by 87% per person per day • Reduction in number of follow-up phone calls by 50% per day • Increases in on-line real time entry of orders to 75% • Significant reduction in warehousing and distribution costs • Reductions in scrap inventory • Reductions in unnecessary transportation costs • Reductions in the average number of days to issue credits and adjustments • Simplification in the product sourcing and decision processes

41. Capitalizing on and achieving value from information technology Integrating information technology to provide business support Services Systems Integration (SI) Systems Integration is the identification, co-ordination, delivery, implementation and life cycle support of hardware, software and solution sets. Information technology specialists -- with project management, systems architecture, networking or application development skills -- team with process specialists to provide full business solutions (also through the entire project life cycle). Answering the Challenge Support for Your Challenges - Technology Solutions

42. Answering the Challenge Systems Integration Citation Client: Large pharmaceutical corporation Challenge: Consolidate the credit and accounts receivable systems of three divisions of the company. OurApproach: PwC was involved in the design, construction and implementation phases of the systems consolidation which was completed in seven months time. PwC trained the new credit and AR staff and prepared a consolidated set of policies and procedures for the new organization. Benefits: The client was able to gain some economies of scale and reduce staffing in this area by 35%.

43. The PricewaterhouseCoopers Approach • Succeeding when you succeed • Guiding principles • underpinning our approach to providing consulting services on business process improvement initiatives • Program support • ensuring that opportunities for the use of new processes and systems are being leveraged across divisions, consistently and effectively • Implementation support • providing operational support to individual divisions in process redesign and new system implementation of integrated business processes

44. The PricewaterhouseCoopers Approach • Guiding Principles • Value • Too often projects become disconnected from the projected business performance improvements originally used to justify them. PwC projects are managed to maintain a strong linkage to business results, through the development of improvement metrics in concert with industry best practices.

45. The PricewaterhouseCoopers Approach Guiding Principles • Integration - Prerequisite to a project’s success is the comprehensive: • integration with overall organizational strategy • integration of business process designs into their enabling systems • integration of the project team into a single cohesive unit • management of the impact of new processes and systems on people and organizations

46. The PricewaterhouseCoopers Approach • Guiding Principles • Partnership - PwC strives for a relationship in which we are true partners in effort - sharing in the risks and rewards, co-managing, co-leading, and getting the work done together as one unified team. • PwC’s role includes: • coaching • guiding • sharing knowledge • experience with the client.

47. The PricewaterhouseCoopers Approach • Program Support Significant value is created by establishing a central program support group when undertaking multiple projects. However, the role of the program support group must be consistent with: • the style and culture of the organization • the approach being adopted in implementing new processes • ensuring that knowledge is shared between project teams • providing a central source of knowledge concerning developments in software product sets • building internal competencies that will support the client into the future • coordinating with client activities world-wide • encouraging individual projects to identify opportunities to undertake shared design and development work

48. The PricewaterhouseCoopers Approach • Implementation Support The PricewaterhouseCoopers Approach to providing implementation support to the client contains four sections: • Systems Management Methodology • our integrated approach to process redesign and system implementation projects • Rapid Implementations • a customized approach to systems implementations that focus on rapid results • Challenges, Advice and Counsel • lessons learned and advice to the client that we have developed through past experiences • Knowledge Management • ensuring knowledge transfer to the client

49. The PricewaterhouseCoopers Approach • Implementation Support - Knowledge Management • The General Philosophy • Planning and Execution • Rapid Self-Sufficiency • Knowledge Transfer Tactics • Quality Assurance

50. The PricewaterhouseCoopers Approach • Implementation Support - Knowledge Management • General Philosophy • Ensure rapid and efficient transfer of knowledge to our client’s organization • Formalized process is essential to the success of a large scale systems-driven change program • Information and skill requirements are analyzed and action plans developed to satisfy specific training requirements