1. © 2009 International Institute for Learning, Inc.© 2008 International Institute for Learning, Inc. International Project Management Day Standardizing Project Management for maximum value in a Global Economy David R. de Laire Chief Technical Officer, EOLFI (A VEOLIA COMPANY)

2. © 2009 International Institute for Learning, Inc. Content © 2008 International Institute for Learning, Inc. I.COMPANY FACTS II.INDUSTRY OUTLOOK III.TECHNICAL SERVICES IV.PREVIOUS ORGANIZATION STRUCTURE V.RE-ALIGNED ORGANIZATION STRUCTURE VI.FUNCTIONAL AREAS WITH PM JOB FUNCTIONS VII.DEVELOPED ACTION PLAN VIII.PRESENT ACTION PLAN IX.IMPLEMENTATION X.CREATE COMPANY-WIDE BUY-IN AND PARTICIPATION XI.NEXT STEPS AND EXPANSION

3. © 2009 International Institute for Learning, Inc. Industry Outlook Wind industry boom that started in 2005 was met with a shortage of qualified workforce. 2007 was the high point and people were hired to be PMs with little or no experience in management or supervision skills. Due to this rapid growth, developers and turbine manufacturers were forced to develop and build projects on the fly. Project Managers are trained on company-specific PM practices. © 2008 International Institute for Learning, Inc.

4. © 2009 International Institute for Learning, Inc. PM function was to realize projects with these basic things in mind: Timely completion and collecting revenues at the end of projects The global economic slow-down has provided the opportunity to re-think and re-work their approach to realizing projects Skills gained from building projects on the fly include creativity, flexibility, and thinking “outside the box” Keenness on creative solutions © 2008 International Institute for Learning, Inc. Industry Outlook

5. © 2009 International Institute for Learning, Inc.© 2008 International Institute for Learning, Inc. Established in 2004 174 MW (15 Wind Farms) in operations 319 MW in construction Co-developed 12 MW of rooftop solar energy (largest in the world) 4 th largest operator in France 5,490 MW assets under development, including 2,271 MW ready to be built by 2013 in wind Company Facts EOLFI is the wind and solar subsidiary of Veolia Environment Group worldwide.

6. © 2009 International Institute for Learning, Inc. Over 300 MW of solar projects identified worldwide 120 MW under development, including 60MW ready to be built by 2011 in France 220 M€ of assets under management in 8 funds 115 people, in France, Greece, Poland, and the USA Responsible for over 100,000 tons of CO2 reductions annually Acquired by Veolia in 2007 © 2008 International Institute for Learning, Inc. Company Facts

7. © 2009 International Institute for Learning, Inc. Project Management Focus PROJECT MANAGEMENT SERVICES: Focus more on the PM methodologies and the new team-based project management structure Focus on standardizing the realization of projects for both wind and solar © 2008 International Institute for Learning, Inc.

8. © 2009 International Institute for Learning, Inc. PM Leadership and Responsibility First point of contact in the community regarding their respective project Being available to address opposition from the community about their project Meeting with mayors and county officials to acquire building permits Appearing at town meetings with city councils to explain the benefits of clean energy (relieving fears) Balancing the community concerns with the need for clean and self-sustaining clean energy Always go back to suppliers to get a better price in order to reduce capital expenditures © 2008 International Institute for Learning, Inc.

9. © 2009 International Institute for Learning, Inc. PM Activities towards Sustainability Negotiating land leases for turbine location, right-of-ways, and easements Include compensation expenditures in the capital budget for local communities Work with the community to utilize access roads that minimize community inconveniences © 2008 International Institute for Learning, Inc.

10. © 2009 International Institute for Learning, Inc. PM Operational Profile in Wind and Solar Energy Per Locations FRANCE, HEADQUARTERS Wind Development – Project Managers Solar Development (Global) – Project Managers Construction (Global) – Project Managers POLAND DEVELOPMENT Wind Development – Project Managers GREECE Wind Development – Project Managers Construction – Project Managers USA Wind Development – Project Managers © 2008 International Institute for Learning, Inc.

11. © 2009 International Institute for Learning, Inc. PM End-Product

12. © 2009 International Institute for Learning, Inc. Previous Organizational Structure Fast-paced growing rate Loosely organized departments Strong usage of consultants and subcontractors to realize projects Aggressively acquiring of ready-to-build assets Focused on “bulking up” Less focus on process, more on results © 2008 International Institute for Learning, Inc.

13. © 2009 International Institute for Learning, Inc. Re-Aligned Structure © 2008 International Institute for Learning, Inc. Growth-pace normalized Restructured into effective functional competencies Launched a continual improvement process Focus on methodical and process-oriented ways of operating for long-term success Focus on employee development (PM point of view) Developed an action plan

14. © 2009 International Institute for Learning, Inc. Action Plan Focus on Technical Services department Redefine team’s position description to facilitate standardized PM career path based on PMI requirements Develop the training component and requirements to meet career path Get HR Department to review and synchronize with company requirements Get company leadership to review and approve plan before implementation Present and explain plan to PM team © 2008 International Institute for Learning, Inc.

15. © 2009 International Institute for Learning, Inc. Implementation Explain status and the requirements for career advancement in the new PM plan: 1.Project experience 2.PM training 3.PM certification All PMs complete the basic PM course (France and Greece) Advanced PMs completed PM fundamentals course (France and Greece) Senior PMs take CAPM course to prepare for certification testing Implement PM tools: software, weekly updates analysis, project reviews and reporting for wind and solar projects. © 2008 International Institute for Learning, Inc.

16. © 2009 International Institute for Learning, Inc. Company-wide Buy-in Create company-wide buy-in and participation o Host a team-based project management workshop o Invite members of all functional departments Formulate plan based on results of workshop Get senior managers to commit and honor the plan Implement team-based PM structure © 2008 International Institute for Learning, Inc.

17. © 2009 International Institute for Learning, Inc. Next Steps and Expansion Ideas © 2008 International Institute for Learning, Inc. Expand into other branches of the company in other countries Include other groups such as portfolio management and international project development in the concept Send trained PMs to other countries with projects to implement PM standards Implement PM training for Director-level in portfolio management, construction PM, business development PM, and project development.