Page 2 Agenda

Page 3 History –Blue Print, 2000 –GIS Process 1.2, 2001 (training only) –GIS Process 2.0, (ITIL based - not implemented) –Supply/Demand split –ITS Process 1.0, 2005  Engage, Reuse, Build, Run, Support –Running The Factory (RTF) initiative, Background

Page 4 What this initiative is about – ‘Putting Process into Practice’ Global Initiative by Heads of Production Services & Head of Infrastructure Services Implement IT Service Management (RUN) processes in nIT Service Center Prague nIT Service Center Bonn nIT Service Center Scottsdale (USA) nIT Service Center Cyberjaya (Malaysia) Running The Factory

Page 5 Global Process Model The ITS Process is available to Includes Change Mgmt & Configuration Mgmt Includes Capacity Mgmt, Availability Mgmt & Continuity Mgmt

Page 6 R1: Release Management and Post Implementation Support R2: Service Control Management R3: Service Assurance R4: Service Level Management R5: Incident and Problem Management R6: Service Finance and Supplier Management R6.1 Financial Management R6.2 Supplier Management R1.1 Release Management R1.2 Post Implementation Support R2.1 Production Configuration Management R2.2 Production Change Management R3.1 Information Security and Risk Management R3.2 Capacity Management R3.3 Availability Management R3.4 IT Continuity Service Management R3.5 Production Operations Management R4.1 Develop SLA R4.2 Develop OLAs and UCs R4.3 Internal Service Review R4.4 Customer Service Level Interface R5.1 Incident Management R5.2 Problem Management Run Summary and Key Processes

Page 7 Objectives Improve “Run” processes’ maturity by identifying and progressively closing gaps with industry best practices. Ensure visibility of potential opportunities for process improvements and their benefits. Eliminate inconsistencies across ITSCs within the same process; wherever variances in working practices need to remain, ensure that they are clearly visible. Ensure visibility of process performance by monitoring through meaningful process KPIs. Enable control of Process change and documentation. Ensure that personnel are aware of their day to day responsibilities in respect of the “Run” processes.

Page 8 Deliverables Common process model defined to detailed procedure level per each process Definition and measurement of globally consistent process KPIs Globally accessible library of –process documentation to procedure level –process KPI definitions –process training materials Global repository of process performance reports Production Services teams trained and supported in procedures they will use day to day in respect of the “Run” processes Alignment roadmaps that provide an ongoing record of ITSC and departmental variances by process Continuous improvement policy and process

Page 9 The vision SERVICE DRIVEN PROCESSES CONTINUOUS IMPROVEMENT ENSURE THAT PERSONNEL ARE AWARE OF THEIR DAY TO DAY RESPONSIBILITIES IN RESPECT OF THE “RUN” PROCESSES IMPROVE “RUN” PROCESSES’ MATURITY BY IDENTIFYING AND CLOSING GAPS WITH INDUSTRY BEST PRACTICES ENSURE VISIBILITY OF PROCESS PERFORMANCES THROUGH MEANINGFUL PROCESS KPIS REPOSITORY OF PROCESS DOCUMENTATION AND TRAINING MATERIALS GAP CLOSURE AGREEMENTS TO ENSURE VISIBILITY AND PROGRESSIVE ALIGNMENT PROCESS KPIs TO MEASURE PROCESS PERFORMANCE PROCESS PERFORMANCE REPORTING INTRODUCED PROCESSES DOCUMENTED TO PROCEDURE LEVEL BASELINE AGAINST WHICH DETAILED PROCESS CHANGES WILL BE IMPLEMENTED TRAINING AND PERSONAL ASSISTANCE FOR DETAILED PROCESSES IMPLEMENTATION Benefit Deliverables Objectives

Page 10 Relationship between ITS Process, RTF & Touch Points ITS PROCESS v1.2 Summary & Key Process Level TOUCHPOINT Interactions between Business IT and ITS Process Considered in Process Design if changes are required RTF provides procedures and detailed work instructions to follow

Page 11 Agenda

Page 12 Approach overview activities result Multiple ‘As-Is’ Descriptions Single ‘To-Be’ Model Gap Closure Agreement Gap Closure Agreement fulfilled ‘As-Is’ ‘To-Be’ Gap Analysis Implementation A record by department of process, procedures & work instructions currently used to achieve operational objectives Review current working practices against ‘To Be model’, identify gaps and agree on closure requirements. Create detailed plan and implement change to working practices. Provide Formal Training and Implementation Support Develop single model referencing current model and ‘As-Is’ descriptions

Page 13 RTF timescales for 2006 Implementation will continue for 2-3 months and then become part of BAU activities

Page 14 RTF staged approach * = some of the less developed processes will not go through a full As-Is investigation

Page 15 Agenda

Page 16 Project Roles Global Project Manager Global Process Leads/Product Leads ITSC Process Owners ITSC Process Analysts Process Implementation Managers Trainers Process practitioners

Page 17 Global Process Leads & Prague Process Owners Note:- only processes for 2006 are shown

Page 18 Prague – Process Implementation Managers (PIM) Note:- only processes for 2006 are shown

Page 19 RTF organization

Page 20 Agenda

Page 21 Processes will be implemented in enough detail that they can help you in your daily job It builds upon ITS process and increases its value Common ways of working will improve communication and efficiency, both locally and globally You will receive specific process training, based on your role – CBT, Classroom, and on the job Process training will be incorporated into Induction and Transfers Key Performance Indicators will provide measurable feedback on Process Performance Your suggestions will be actively sought and incorporated into the Continuous Improvement program How will RTF benefit me?

Page 22 Agenda

Page 23 RTF website: rtf.dhl.com –Collaborative tool. The team members working on the project can access the website to download templates or deliverables, find contacts, report risks, etc –Informative tool. All other staff interested in the project can obtain general information and updates about its status Reporting: to maintain visibility and keep track of achievements, monthly reports will be published. Feedback mechanisms: an address - is available as a means of collecting your requests, queries, and Point of contact: Service Management Department – Lada Dundekova Communication

Page 24 Agenda

Page 25 Next steps Key Project Roles to be identified in each department –List of Process Owners and Process Analysts to be finalized and published –List of Process Implementation Managers to be finalized and published Kick off workshops to be scheduled The above information will be published on rtf.dhl.com

Page 26 Questions Any Questions?