© ABB MRS Michal Andrejcak MicroSCADA Pro SAS in CZABB

© ABB CZ 2875 LEC CZ 2875 Organizations: Local Engineering Center Regional Focused Factory Local Engineering Center Established in 1993 Key Player in delivering SA Products & Systems ABB CZ Market Share is 47% & consistent Several cooperation with other BUUs 50 well experienced engineers and other staff Core Competencies are sustained in: SAS Engineering & Testing Protection Engineering Full Project Management 47% 43% 2% 3% 5% ABB Siemens Areva Schweitzer Others

© ABB CZ 2875 RFF Regional Focused Factory Established in 2005 & is ABB Global footprint Amalgamation of EU-BUUs Production Unit Comprises of 150 experienced & trained staff Core Competence developed & retained on: Detailed Engineering (BPS, BCS, SAS) Economical Sourcing (part of global commodity team) Cubicles Manufacturing Testing (System Test & FAT) RFF Support 2875 BUUs Germany Italy Netherlands Switzerland Sweden United Kingdom RFF deliver Solutions for EU-BUUs, but for Projects around The Globe

© ABB CZ 2875 SAS - Skill Sets Technical competence MicroSCADA from 8.2 RTU200/210/232/560 IED670 / REC561 AC31 / AC500 Skill of engineers Engineering headcount Engineers with more than 5 years experience 8 Engineers with leading skills More than 20 Skilled commissioning 5 Sales support skilled engineers

© ABB CZ 2875 SAS - Evolution 1993 Started with 2 Engineers Increased competence with resources to meet market growth ABB Trutnov had 22 very well experienced SAS engineers before RFF was formally inaugurated 22 By time, 7 of them got involved in MSS based projects Engineering & Testing Another new 3 engineers were hired to make just projects based on MSS Due to reporting reason, SAS team was split in 2- groups Sharing resources Hiring accelerated 04/ / Hiring continues…due to market demand & potential

© ABB CZ 2875 SAS – Challenges Real Challenges: Increasing demands: Technological Competencies Solution/Service Mix (e.g. commissioning) RTU Portfolio Quantity of work Growing customer base Need to keep and handle customers’ specifics Need for continuous knowledge development Handle a single-large SAS team (more than 40 …) Response - Self Managed Teams (SMT) Definition for Self Managed or Self Directed Teams: In self-managing teams, responsibility and authority for decision-making is handed over to a group of people (team) who perform independently in order to accomplish an assigned task. Underlying idea: The increase autonomy leads to idea generation and implementation, which in turn leads to improved productivity and quality. It leads to improved job satisfaction, motivation, and task performance, which ultimately translates into increased productivity. ? ? ? ? ? ?

© ABB SMT - Expected Benefits Benefits or Returns: Employee empowerment, team work approach, increased responsibility and management visibility. More satisfied employees, lower turnover, lower absenteeism and better commitment. Flexibility, facilitate communications, and reduce bureaucracy by closer coordination to member needs. Improved productivity, enhanced resource planning, higher reliability and dependable quality of work. Flattened organization thus helps to control cost.  Caution: The overall research on the effectiveness of self-managing work teams has not been uniformly positive.

© ABB SMT – Implementation I.: Implementation by memo is tragic error. Effective implementation comprise following elements:  Participative style  Training  Take the time  Most reported implementation failures were caused by not involving people in the implementation or were done too fast.

© ABB SMT – Implementation II.: Implementation Phase 1 (2008) Team Organization Select Team Leaders Team Leaders establish composition of teams and define their market allocation based on past experience & interest. Leadership training of the Team Leaders Passing of responsibilities from SAS Manager to Team Leaders Resource planning & coordination Defining tasks & responsibilities Development of Junior Engineers Setting personnel goals & performance evaluation Supervising and troubleshooting/problem-solving  Reaction to Phase-1: There was no resistance at all in the implementation of phase 1. Teams are now based on team leaders competence and are not self- managed this is today more vision than reality. ? ! ? ! ? !

© ABB SMT – Next Implementation Phases: Phase 2: Enhance team cultures Workshops or trainings for facilitators in coaching and empowering employees Workshops for team leaders in communication skills Phase 3: Start with Self Managed Team Team leaders to become coaches Rotating and sharing of capacity within the teams Interface and rules for cooperation with Sales / PM ! ! ! ! ! !

© ABB SAS in CZABB – Teams responsibilities CZABB SAS CHPAU 1 Roman Uceny NLABB / CZ Industry Vladimir Brodsky CHPAU 2 Josef Kosina ESABB / CZ Power Plants Milos Adamec DEABB/ ITABB/ SEABB Jiri Lanta CZ T&D Jan Holik RTU Ladislav Brikner Control IED Martin Vonka

© ABB SAS in CZABB – Teams members CHPAU 1 Roman Uceny Petr Doubek Lukas Vosmek Pavel Hanc Milos Velikovsky t.b.d. CHPAU 2 Josef Kosina Vladimir Zak Kamil Zdarsky Jan Trnka Petr Holecek t.b.d. DE / IT / SE Jiri Lanta Jiri Cmugr Ondrej Stelmak Martin Jakubec Miroslav Novotny t.b.d. NL / CZ Ind Vladimir Brodsky Petr Hubacek Kamil Kratochvil Petr Malec Milan Machacek Mir. Vanousek t.b.d. ES / CZ PP Milos Adamec Jiri Nedomlel Martin Kadanik Tomas Kadanik Lukas Zeleny Jakub Schwarz t.b.d. CZ T&D Jan Holik Martin Melin Karel Novacek Albert Popperle t.b.d. RTU / E3 Ladislav Brikner Ladislav Janku Viktor Braznik Tomas Matys Ladislav Kopecky Radek Duchacek t.b.d. Control IED Martin Vonka Libor Jenka Pavel Ruzicka Jaroslav Wetter t.b.d. Support / Admin Jan Augusta Miluse Solcova Katerina Helisova Daniela Holeckova CZABB SAS Michal Andrejcak [RFF Roman Uceny] [Domestic Vladimir Brodsky]