Templates and maps available after slide 123

Editing tips found in Visual Enhancement Manual

Circular Flows

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

4Bain-Template

Box Arrows

First level bullet- Second level dash

Third level arrow

First level bullet-Second level dash

Third level arrow

First level bullet- Second level dash

Third level arrow

First level bullet- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

5Bain-Template

Arrow 1

Arrow 2

Circular Arrows – Two

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

6Bain-Template

Circular Arrows – Three

Arrow 1

Arrow 2

Arrow 3

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

7Bain-Template

Circular Arrows – Four

Arrow 1

Arrow 2Arrow

3

Arrow 4

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

8Bain-Template

Arrow 1

Arrow 2

Arrow 3

Arrow 4

Arrow 5

Circular Arrows – Five

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

9Bain-Template

Circular Arrows – Six

Arrow 3Arrow 4

Arrow 5

Arrow 6

Arrow 2

Arrow 1

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

10Bain-Template

Arrow 1

Arrow 2

Arrow 3

Arrow 4

Arrow 5

Arrow 6

Arrow 7

Circular Arrows – Seven

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

11Bain-Template

Circular Arrows – Eight

Arrow 1

Arrow 2

Arrow 3

Arrow 4Arrow 5

Arrow 6

Arrow 7

Arrow 8

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

12Bain-Template

Arrow 1

Arrow 2

Arrow 3

Arrow 4Arrow 5

Arrow 6

Arrow 7

Arrow 8

Arrow 9

Circular Arrows – Nine

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

13Bain-Template

Text

Cloverleaf

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

14Bain-Template

Recycling

First level bullet-Second level dash

Third level arrowText

First level bullet-Second level dash

Third level arrow

Text

Text

First level bullet-Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

15Bain-Template

Segmented Circular Arrows

Segment 4

Segment 1

Segment 3

Segment 2

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

16Bain-Template

Spiral

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

17Bain-Template

Text

Text

Triangle

Text

Text

Linear Flows

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

19Bain-Template

Arrow Stair Steps

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

20Bain-Template

Box Steps

Text

First level bullet- Second

level dash Third

level arrow

Text

First level bullet- Second

level dash Third

level arrow

Text

First level bullet- Second

level dash Third

level arrow

Text

First level bullet- Second

level dash Third

level arrow

Text

First level bullet- Second

level dash Third

level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

21Bain-Template

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Team

One

Team

Tw

o

Double Arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

22Bain-Template

Dumbbell

Text TextText TextText

First level bullet-Second level dash

Third level arrow

First level bullet-Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

23Bain-Template

Merging Arrow

Text

Text

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

24Bain-Template

Moving Forward

Text

First level bullet-Second level dash

Third level arrow

Text

First level bullet-Second level dash

Third level arrow

Text

First level bullet-Second level dash

Third level arrow

Text

First level bullet-Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

25Bain-Template

Parallel Flow – Three

First level bullet-Second level dash

Third level arrow

First level bullet- Second level dash

Third level arrow

First level bullet- Second level dash

Third level arrow

First level bullet- Second level

dash Third level

arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

26Bain-Template

First level bullet-Second level dash

First level bullet-Second level dash

First level bullet-Second level dash

Parallel Flow – Four

First level bullet-Second level dash

First level bullet- Second level

dash Third level

arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

27Bain-Template

Parallel Flow – Five

First level bullet-Second level dash

First level bullet- Second level dash

First level bullet-Second level dash

First level bullet-Second level dash

First level bullet-Second level dash

First level bullet- Second level

dash Third level

arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

28Bain-Template

PERT Diagram

Text

Text Text

TextText

Text

Text Text Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

29Bain-Template

Text

Text

Pipeline

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

30Bain-Template

Process

Phase3

Phase2

Phase1

Factor One

Factor Two

Factor Three

Results

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

31Bain-Template

Segmented Parallel Flow

Text First level bullet

-Second level dash

Text

Text First level bullet

-Second level dash

Text First level bullet

-Second level dash

Text First level bullet

-Second level dash

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

32Bain-Template

Split Arrow – Two

First level bullet

-Second level dash

Third level arrow

First level bullet- Second level

dash Third level

arrow

Text

First level bullet- Second level

dash Third level

arrow

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

33Bain-Template

First level bullet

- Second level dash

Third level arrow

Split Arrow – Three

Text

First level bullet- Second level dash

Third level arrow

Text First level bullet

- Second level dash Third level

arrow

Text

First level bullet- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

34Bain-Template

First level bullet-Second level dash

Third level arrow

First level bullet- Second level

dash Third level

arrow

First level bullet- Second level

dash Third level

arrow

Subdivided Flow – Two

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

35Bain-Template

First level bullet- Second level

dash Third level

arrow

Subdivided Flow – Three

First level bullet- Second level dash

First level bullet- Second level

dash

First level bullet

- Second level dash

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

36Bain-Template

First level bullet- Second level

dash Third level

arrow

Subdivided Flow – Four

First level bullet- Second level

dash

First level bullet

- Second level dash

First level bullet

- Second level dash

First level bullet- Second level

dash

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

37Bain-Template

Timeline

JuneAprFebJan MayMar

First level bullet

- Second level

dash

First level bullet

- Second level dash

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

38Bain-Template

Text

First level bullet

- Second level dash

Third level arrow

Value Chain Circles

Text

First level bullet

- Second level dash

Third level arrow

Text

First level bullet

- Second level dash

Third level arrow

Text

First level bullet

- Second level dash

Third level arrow

Text

First level bullet

- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

39Bain-Template

Value Chain Squares

Value Chain

First level bullet

- Second level dash

Third level arrow

Value Chain

First level bullet

- Second level dash

Third level arrow

Value Chain

First level bullet

- Second level dash

Third level arrow

ValueChain

First level bullet

- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

40Bain-Template

Value Chain with Synthesis Circles

Value Chain

First level bullet- Second level dash Third

level arrow

Synthesis

First level bullet- Second level dash Third

level arrow

Synthesis

First level bullet

- Second level dash Third

level arrow

Value Chain

First level bullet- Second level dash Third

level arrow

Value Chain

First level bullet- Second level dash Third

level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

41Bain-Template

Expenses$

BenefitValve

To Pensioners

$

$

Waterworks

From Income

Employer Contribution

Valve$

$

From Employee

Employee Contribution

ValvePension

Fund$

Investment Earnings

Fund Pressure Gauge

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

42Bain-Template

Waves

Wave 1

First level bullet

- Second level dash

Third level arrow

Wave 2

First level bullet

- Second level dash

Third level arrow

Wave 4

First level bullet

- Second level dash

Third level arrow

Wave 3

First level bullet

- Second level dash

Third level arrow

Vertical Flows

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

44Bain-Template

Text

Funnel – Three Tiers

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

45Bain-Template

Funnel – Four Tiers

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

46Bain-Template

Text

Funnel – Five Tiers

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

47Bain-Template

Pyramid 1

Text

Text

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

48Bain-Template

Text

Text

Text

Text

Text

Text

Text

Text

Pyramid 2

Segmentation

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

50Bain-Template

Bull’s Eye 1

Texthere

Texthere Text

hereTexthere

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

51Bain-Template

Bull’s Eye 2

Text here

Note: click on each segment for individual

customization

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

52Bain-Template

High

Low

Strong Weak

Label

Label

Weak

Strong

Four by Four

Quadrant 3

Quadrant 3

Quadrant 4

Quadrant 4

Quadrant 1Quadrant 1

Quadrant 1Quadrant 1

Quadrant 2

Quadrant 2

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

53Bain-Template

Text

Text

Text

TextText

TextText

Honeycomb

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

54Bain-Template

Market Segments

Text

Text

Text

Text T

ext

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

55Bain-Template

Pie Wedges

Your

Tex

t Her

e Your Text Here

Your Text Here

Your

Tex

t Her

e

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

56Bain-Template

Wagon Wheel

Spok

e te

xt

Sp

oke t

ext

Spoke text

Spoke textSp

oke

text

Spoke text

Spoke text

Sp

oke t

ext

Text forinnercircle

Filters/Screens

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

58Bain-Template

Filters with Fading Arrow

Filter 1

First level bullet

- Second level dash

Filter 2 Filter 3 Filter 4

First level bullet- Second level dash

First level bullet- Second level dash

First level bullet- Second level dash

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

59Bain-Template

Filters with Shrinking Arrow

Filter 1 Filter 2 Filter 3 Filter 4

First level bullet- Second level dash Third

level arrow

First level bullet

- Second level dash Third

level arrow

First level bullet- Second level dash Third

level arrow

First level bullet- Second level dash Third

level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

60Bain-Template

IcebergDirect Costs

Indirect Costs First level bullet

- Second level dash Third level arrow

First level bullet- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

61Bain-Template

Level / Result – One / One

Text

Text

Text

Text

Text

Text

Text

Text

Text

First level bullet

-Second level dash

Third level arrow

First level bullet

-Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

62Bain-Template

Level / Result – Two / One

Text

Text

Text

Text

Text

First level bullet

-Second level dash

Third level arrow

Text

Text

Text

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

63Bain-Template

Level / Result – One / Two

First level bullet

-Second level dash

Third level arrow

First level bullet

-Second level dash

Third level arrow

First level bullet

-Second level dash

Third level arrow

Text

Text

Text

Text

Text

Text

Text

Text

Leverage/Balance

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

65Bain-Template

Cannon Balls

Text Text Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

66Bain-Template

Cannon Balls

Text Text Text

Text Text

Text Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

67Bain-Template

Cannon Balls

Text

Text Text Text

Text Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

68Bain-Template

First level bullet- Second level

dash Third level

arrow

First level bullet- Second level

dash Third level

arrow

Fulcrum – One vs. One

Title Title

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

69Bain-Template

Fulcrum – One vs. Two

Title Title

First level bullet- Second level

dash Third level

arrow First level bullet- Second level dash

Third level arrow

First level bullet- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

70Bain-Template

Fulcrum – One vs. Three

Title Title

First level bullet- Second level

dash Third level

arrow

First level bullet- Second level dash

First level bullet- Second level dash

First level bullet- Second level dash

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

71Bain-Template

Fulcrum – One vs. Four

First level bullet- Second level dash

Third level arrow

First level bullet- Second level dash

First level bullet- Second level dash

First level bullet- Second level dash

First level bullet- Second level dash

Title Title

Interrelation-ships

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

73Bain-Template

Atom

Text

Text

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

74Bain-Template

Chain Links

Chain Link Chain Link Chain Link

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

75Bain-Template

Circles Within Circles

Text

Text

Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

76Bain-Template

Divisional Relationships

TextText Text

Text

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

77Bain-Template

Text

Text

Text

Text

Four Overlapping Sides

Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

78Bain-Template

Four Pages

• First level- Second

level

• First level- Second

level

• First level- Second

level

• First level- Second

level

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

79Bain-Template

Give and Take

First level bullet-Second level dash

Third level arrow

First level bullet-Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

80Bain-Template

Interlocking Circles – Three

CircleThree

CircleTwo

Two/Three

Circle One

One/Two

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

81Bain-Template

Interlocking Circles – Four

CircleFour

CircleThree

CircleTwo

CircleOne

One/Two

Three/Four

One/Three Two/Four

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

82Bain-Template

Internet/Intranet Clouds

Internet/IntranetCloud

Internet/IntranetCloud

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

83Bain-Template

Open Box

Contents

• Item One

• Item Two

• Item Three

• Item Four

• Item Five

TextText

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

84Bain-Template

Circle One

Overlapping Circles

CircleTwo

CircleThree

CircleFour

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

85Bain-Template

Puzzle

TextTextText

TextText Text

TextTextText

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

86Bain-Template

Text

Text

Text

Semi-circles

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

87Bain-Template

Shared – Five

Circle One

Circle Two

Circle Three

Circle Five

Circle Four

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

88Bain-Template

Shared – Seven

CircleFour

Circle Five

CircleThree

Circle Six

CircleTwo

CircleOne

CircleSeven

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

89Bain-Template

Synergy

Arrow5

Arrow 1Arrow 2

Arrow 3

Arrow

4

Star

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

90Bain-Template

Trade Off

First level bullet-Second level dash

Third level arrow

First level bullet

- Second level dash

Third level arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

91Bain-Template

CircleOne

Circle Two

Intersect

Venn Diagram

CircleThree

Intersect

All

Intersect

Forces at Work

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

93Bain-Template

Outer Arrow Top

Outer Arrow Bottom

Arrow in Arrow

Inner Arrow

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

94Bain-Template

First level

bullet- Secondlevel

First level

bullet- Secondlevel

First level

bullet- Secondlevel

First level

bullet- Secondlevel

Arrows Through Diamond

Arrow Text

Arrow TextArrow Text

Arrow Text

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent.

TOR

95Bain-Template

Converging Arrows – Three

Text

Text Text

First level bullet

- Second level dash

Third level arrow

First level bullet

- Second level dash

Third level arrow

First level bullet

- Second level dash

Third level arrow

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96Bain-Template

Converging Arrows – Three (2)

Text First level bullet- Second level

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97Bain-Template

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Arrow 3

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98Bain-Template

Diverging Arrows – Four

Text Text

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99Bain-Template

Key Decision Maker

Key DecisionMaker

Influence

Influence

Influence

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100Bain-Template

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Loop Forces

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101Bain-Template

Push Pull

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102Bain-Template

Target

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103Bain-Template

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105Bain-Template

Key and Lock

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106Bain-Template

Umbrella

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107Bain-Template

Value Chain with Barrier

Obsta

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RecommendedSolutions

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109Bain-Template

Value Chain Loop

Text Text Text

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110Bain-Template

Value Chain Loop – Back Two

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111Bain-Template

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113Bain-Template

Ansoff Matrix

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114Bain-Template

Arena

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115Bain-Template

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116Bain-Template

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117Bain-Template

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119Bain-Template

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120Bain-Template

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0

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121Bain-Template

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123Bain-Template

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124Bain-Template

Timeline

Task Responsibility

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152 day(s)

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125Bain-Template

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126Bain-Template

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127Bain-Template

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Description:

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Description:

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Description:

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131Bain-Template

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132Bain-Template

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133Bain-Template

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134Bain-Template

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135Bain-Template

2 by 2 matrix

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136Bain-Template

Qualitative Interview Sample

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137Bain-Template

Six column table

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138Bain-Template

1 2 3 4 5 60

1

2

3

4

5

Stacked cluster(a bar mekko with placeholders)

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139Bain-Template

Agree/Disagree chart

“The whole senior management agrees that it is urgent and critical to change.”

“The commitment of people to change will guarantee the success of Programme 2000.”

-100 -75 -50 -25 0 25 50 75 100

-100 -75 -50 -25 0 25 50 75 100

Disagree Agree

Disagree Agree

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140Bain-Template

Title one

Title two

Title threeTitle four

Title five

Arrow title

Arr

ow titl

eArrow title

Arrow ti

tle Arrow title

Arrow title

Main title

Star slide

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141Bain-Template

Bain world offices (2001)

Rome

Chicago Paris

London

MadridZurich

Milan

Brussels

StockholmMunich

Toronto

Amsterdam

San FranciscoDallas

Boston

Mexico City

TokyoBeijing

Hong Kong

Singapore

Sydney

Los Angeles Atlanta

São Paulo

Johannesburg

Seoul

New YorkSilicon Valley

Melbourne

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142Bain-Template

Map of the world

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144Bain-Template

North America

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145Bain-Template

Canada

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146Bain-Template

United States

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147Bain-Template

U.S. with state names

RI

MD

DENJNV

WA

OR

CA

AK

AZ

UT

ID

MT

WY

CO

NM

TX

OK

KS

NE

SD

NDMN

IA

MO

AR

LA

MS

IL

WI

IN

KY

TN

AL

FL

GA

SC

NC

VAWV

OH

PA

ME

MI NY

VTNHMA

CT

HI

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148Bain-Template

South America

Brazil

Bolivia

Argentinia

Peru

Urugay

Paraguay

Ecuador

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Venezuela Guayana

Surinam

French Guayana

Chile

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149Bain-Template

Europe

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150Bain-Template

Europe—detailed

Iceland

United

Kingdom

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France

Spain

Portugal

Belgium

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Sweden

Germany

Nether-lands

Luxembourg

Italy

Denmark

Poland

RussiaEstonia

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Bos-H.

Switzerland Austria

Yugos-lavia

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Czech Rep.

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151Bain-Template

Spain

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152Bain-Template

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153Bain-Template

South Africa—detailed

FREE STATE KWAZULU NATAL

MPUMALANGA

GAUTENGNORTH WEST

NORTHERN CAPE

WESTERN CAPE

EASTERN CAPE

NORTHERN PROVINCE

LESOTHO

ATLANTIC OCEAN

INDIAN OCEAN

BOTSWANA

ZIMBABWE

MOZAMBIQUE

NAMIBIA

Pietersburg

Mmabatho

UpingtonKimberley

Stellenbosch

Cape Town Port Elizabeth

Grahamstown East London

Umtata

Durban

PietermaritzburgBloemfontein

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Johannesburg

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154Bain-Template

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Northern Territory

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155Bain-Template

Asia

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156Bain-Template

China

Shenyang

Harbin

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Chengdu

Changsha

Wuhan

Guangzhou

Hangzhou

Fuzhou

Jinan

Xian

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Xiamen

Wuxi

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Zhangjiang

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Hebei

ShanxiNingxia

Anhui

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Fujian

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GuangdongGuangxi

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Hubei

Hunan

Inner Mongolia

Jiangxi

Jilin

Liaoning

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157Bain-Template

　

　

Japan

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158Bain-Template

BACKUPPLACEHOLDEROLD SLIDES

Copyright(c) 2003 Mserve, Inc. All Rights Reserved.

MServe make mobile business smart

해외 법인 (3)해외 Joint Venture (1)

엠서브( 한국 , 서

울 )

허치센 엠서브( 중국 , 홍콩 )

Singapore

엠서브 USA( 미국 , 뉴욕 )

엠서브 China( 중국 , 베이징 )

엠서브 Japan

( 일본 , 도쿄 )

해외 법인 현황

Philippines(Manila)

Malaysia(Kuala Lumpur)

국내의 검증된 국내의 검증된 Mobile SolutionMobile Solution 의 현지화를 의 현지화를 통한 통한 Global Mobile Solution Global Mobile Solution 업체로 성장업체로 성장

TITLETEXT

COMPANY NAME 169

TEXT

- TEXT

- TEXT

Contents

COMPANY NAME 170

TEXT

COMPANY NAME 171

감사합니다 .

COMPANY NAMETITLETITLE

COMPANY NAME / TITLE

TITLE

1-1. TEXT

2-1.

TEXT

3-1. TEXT

4-1.TEXT

1. TEXT

2. TEXT

3. TEXT

4. TEXT

TEXT

173

COMPANY NAME / TITLE

Thank-you

82 84 86 88 901980

A

B

C

D

E

F

가 나 다 라

Positioning Map

변수 A

변수 B

Positioning Statement

Define & Choose the Value Positioning Format

Brand Management Platform(Format)

Brand Name :

Brand Identity - Brnad Promise - Brand Personality

Brand Strategy

Brand Mission & Role

Brand Vision

Define & Choose the Value Brand Management Platform-Format

MServe

1. 1. 제품 개발 배경제품 개발 배경

▶ 기존 필름 시스템의 단점을 보완하기 위해 Digital 기술 접목

▶ 별도의 필름 보관 공간이 필요함공 간

▶ 복사본의 부정확 및 복사본 수의 제한

▶ 진단의 부정확정확성

▶ 필름 , 필름 담당자 , 보관 / 포장에 필요한 추가 비용 발생

▶ 필요 인력이 많으며 적재적소에 인력배치가 어려움

비 용

▶ 기존 필름 정보 확인 및 분류 , 저장 작업에 많은 시간이 소요되고 있음

▶ 환자 대응시간 및 보고서 작성이 늦어짐시 간

MServe

통합 PACS 솔루션 • 자료 추출 / 저장 / 관리 / 화면출력 통합 솔루션

완벽한 표준 지원 • 완벽한 DICOM 및 DICOM JPEG2000 표준 지원

강력한 진단 워크스테이션 • 강력한 사용자 정의 보고서 제공 및 3D 솔루션 지원

HIS/RIS 통합 • IHE 프래임워크 기반의 통합 솔루션

차세대 PACS 아키텍쳐 • SAN 및 NAS 를 활용한 On-line 저장 기능

다양한 적용 기능 • 소규모 병원 및 대규모 병원에서도 적용 가능

3. M-PACS 3. M-PACS 특징특징

MServe

업무처리 소요 시간

▶ 환자들에게 보다 많은 시간을 투자하실 수 있습니다…

3.7 시간 /일

전통적 방법 PACS

6.7 시간 /일

전통적 방법 PACS

의사

방사선 진단사

기술자

간호사

간호 조무사

84 시간 / 년

84 시간 / 년

14 일 / 년

5 일 / 년

20 일 / 년

274 일 / 년274 일 / 년필름 관리자

4. 4. 제품의 효과제품의 효과

조직별 필름 처리관련 업무 시간

시간

시간

응급진료의 경우

비응급진료의 경우

㈜엠서브

2003 년 수주 목표2003 년 매출 및 손익 목표

2. 2003 년 경영목표 상세 내역

2003 년 매출목표는 전년대비 18.5% 성장한 약 3,200 억원 , 경상이익은 전년대비 71.4% 성장한 약 192 억원을 목표로 하고 있으며 , 전사 사업전략에 따라 사업을 전개하고 있음

단위 : 원

매출3.891 억(38.4%)71.4%↑

2,700 억

18.5%↑

2002 년 2003 년

112 억

192 억

3,200 억

손익

모바일컨텐츠

국내 해외

200 억

2,300 억(76.7%)

3,000 억단위 : 원

기업모바일솔루션

모바일컨설팅

600 억(20.0%)

100 억(0.3%)

110 억(55.0%)

70 억(35.0%)

20 억(10.0%)

㈜엠서브

3. 2003 년 상반기 경영실적

- 3 개년 상반기 매출 /손익 추이 -

2002 년 상반기 대비 약 17.2% 의 매출성장과 7% 의 이익율의 달성하였으며 , 상반기 계획대비 7.4% 의 매출 및 1% 의 손익을 초과 달성하였음

2003 년 상반기 계획 대비 매출 /손익 실적3 개년 상반기 매출 /손익 추이

단위 : 원 단위 : 원

손익

매출

2001 년 2002 년 2003 년

34 억

(4.7%)

51 억

(4.3%)

102억

(7.1%)

720 억1200 억

1450 억40.0%↑

17.2%↑

컨텐츠

솔루션

컨설팅

540억

780억

1,015억

108억

360억

340 억

72 억 60 억 95 억

손익

매출

계획 실적

81 억

(6.0%)

102 억

(7.0%)

1350 억1450 억

컨텐츠

솔루션

컨설팅

7.4%↑

945억

1,015억

270억

340 억

135억

95 억

㈜엠서브

250 억(19%)

770 억(57%)

1,450 억 (107%)

누계( 진척률 )

WINWIN

WIN / LOSS 프로젝트

( 단위 : 억원 )

LOSS LOSS

4. 2003 년 상반기 영업 /수주실적

2003 년 상반기 목표 대비 영업 /수주 실적

2002 년 상반기 대비 약 17.2% 의 매출성장과 7% 의 이익율의 달성하였으며 , 상반기 계획대비 7.4% 의 매출 및 1% 의 손익을 초과 달성하였음

1350 억

250 억

520 억

680 억

10

단위 : 원

1~2 월실적

3~4 월실적

5~6 월실적

상반기목표

목표대비100 억 초과 달성

100 억

고객사 프로젝트명 수주금액

SKY 텔레콤 임베디드 게임 250

세명전자 모바일통합생산정보 340

한국의료원 모바일의료컨텐츠 180

DreamCom 실시간위성정보 585

드림원뱅크 모바일뱅킹 컨설팅 95

합 계 1,450

고객사 프로젝트명

대한기능대 모바일 캠퍼스 구축 사업

인성교육원 모바일 교육컨텐츠 사업

Retail bank efficiency ratio

Purchased costs (non-IT)

Branch/physical network

IT

Corporate center

55-60

SIGNIFICANT COMPONENT OF COST BASE - RETAIL BANK EXAMPLEPercent of revenues

Judgment-intensive processing

Factory-like processing

Contact centers

6-9

3-6

6-8

4-6

6-9

11-14

14-21

Operational environment Examples

Judgment-intensive processing

Factory-like processing

Contact centers

• Credit underwriting

• Collections• Investment

management

• Item processing

• Account maintenance

• Transaction processing

• Call centers• Web sitesTypical cost savings

is 15-20% or 2-4 points

of efficiency ratio impact

30%70% 45%

25%

15%

15%

IT

Front office

Admin

Accounting/risk

Back office

Ops/mid office

Note: Headcount distribution is Note: Headcount distribution is more skewed to back office due more skewed to back office due to lower cost per personto lower cost per person

SIGNIFICANT COMPONENT OF COST BASE - INVESTMENT BANK EXAMPLEPercent of personnel costs

*For example, credit card companies**For example, Citigroup***Same or next day decline (depending on timing of earning announcement) during 2000Source:Zacks Consensus Research as of 2/3/01

Market expectations for growth remain high . . .

22

19

10

13

Brokerages/ investment banks

Consolidated loan companies*

Miscellaneous financial services**

Regional banks

24

18

12

8

EPS growth last 5 yearsPercent

Expected EPS growth for 2001Percent

Banks – money center

20%

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

0.0% 2.5% 5.0% 7.5%

. . . with the penalty for missing expectations severe

Bank America – 3Q

Charles Schwab – 3Q

Negative EPS surprise Percent

Declin

e in

sto

ck p

rice**

* P

erc

en

t

First Union – 1Q

Citigroup – 4Q

Wachovia – 4Q

Amex – 4Q

First National – 4Q

MSDW – 3Q

Bank One – 3Q

National City – 3Q

16%

MARKET PRESSURE TO MAINTAIN HIGH GROWTH RATES

WORKING DRAFTLast Modified 4/14/2009 10:39:00 PM Pacific Standard Time

Printed 3/25/2009 4:10:23 AM India Standard Time

Valuing Corporate Social Responsibility and Sustainability

March 2009

CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibited

BCCCC Presentation

DRAFT

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Objectives of the research

▪ Focus on financial link between ESG activities and financial value creation

▪ Develop understanding of what it takes to:– Create value through ESG

activities– Develop more sophisticated

metrics to capture the financial value

– Build better tools and methods to communicate that value to internal and external stakeholders

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Key findings

▪ ESG activities create value along the four areas traditionally valued by the market:

– Growth

– Return on Capital

– Risk Management

– Management Quality

▪ Investors and CFOs believe ESG activities create value, but are not fully taking it into account

▪ Many companies create real value from ESG activities, but most do not measure that value, and even fewer communicate the value

▪ There is a real opportunity for ESG professionals to fill this gap

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Research methodology

▪ Examination of ESG programs today, the challenge of measuring value, and methods for assessing and communicating value

▪ Examined existing metric systems

▪ 238 CFOs and investment professionals

▪ 127 ESG professionals and socially responsible institutional investors through BC CCC

▪ Range of industries and regions

▪ 135 interviews across 20 companies

▪ 11 industries▪ U.S. and Europe▪ Range of functions: ESG

professionals, human resources, environment, strategy, finance, and investor relations

▪ Tie ESG to value along 4 dimensions typically used by market: growth, return on capital, risk management, management quality

▪ Develop 10 best practices for designing strategic ESG programs

Initiative white paper, with analysis of ESG measurement issues and recommendations

CFO, Investor, ESG Professional McKinsey Quarterly survey

Company interviews and case studiesFramework for linking ESG activities to Value Creation

McKinsey & Company 17

NJE-262616.044-20090318-ashoHR1

Working Draft -

Last Modified 3/20/2009 7:02:13 AMPrinted

|

License to operate ▪ Facilitate uninterrupted operations and entry in new markets using local ESG efforts and community dialogue to engage citizens and reduce local resistance

Supply chain/security of supply

▪ Secure consistent, long term, and sustainable access to safe, high quality raw materials and products by engaging in community welfare and development

▪ Mitigate risks by complying with regulatory requirements, industry standards, and NGO demandsRegulatory risk

Reputational risk ▪ Avoid negative publicity and boycotts by addressing ESG issues

Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover by using ESG to build morale ▪ Develop employees’ skills and increase productivity through participation in ESG activities

▪ Enable bottom line cost savings through environmental operations and practices (e.g., energy and water efficiency, less raw materials needed, etc.)

Operational efficiency

Reputation/Price premium ▪ Develop reputation on ESG that garners customers’ willingness to pay price increase or premium

▪ Gain access to new markets and market share through exposure from ESG programsNew markets

Reputation/differentiation ▪ Foster brand loyalty, reputation and goodwill with stakeholders by engaging with them on ESG programs

Innovation ▪ Develop cutting edge technology and innovative products and services for unmet social or environmental needs that could translate to business uses, patents, proprietary knowledge, etc.

New customers/market share ▪ Use ESG to engage consumers and build knowledge of expectations and behaviors

New products ▪ Create products to meet unmet social needs and increase differentiation

ILLUSTRATIVE

SOURCE: Team analysis

Leadership development ▪ Develop leadership skills and improve employee quality through ESG participation

Adaptability ▪ Build ability to adapt to changing political and social situations by engaging local communities

Long term strategic view ▪ Develop long term strategy encompassing ESG issues

Manage-ment quality

Risk manage-ment

Return on capital

Growth

CSR creates value along 4 business dimensions

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What are your “pain points” as an ESG practitioner?

Meeting the demands of existing metric systems

Getting adequate resources, traction and integration internally

Establishing and monitoring metrics to assess impact of program

Getting recognition from the market for effective ESG

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We examined a sample of ESG metrics, measurement, and rating systems1

Categories of ESG metrics, measurement and ratings systems Examples

Our sample

Indices developed by financial index companies

ESG Initiatives and learning networks

Reputation indices produced by media/ polling/PR firms

Rankings and data produced by SRI information providers

ESG-related standards

1 Analysis of ESG metrics systems based only on information publicly available on relevant websites

SOURCE: McKinsey Analysis

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1.7

0.7

1.9

1.1

0.7

1.5Captures opportunities

Distinguishes financially material issues

Avoids the problem of ‘noise’

Covers the full range of ESG issues

Financially quantifiable data

Sensitive to different types of companies

SOURCE: Team analysis

A major “pain point” is the existing metrics and indices that evaluate a company’s ESG programs, but do not take financial value into account

Average score of the range of metrics systems assessed against 6 criteriaPoints (score 0-3 points on each issue)

1

2

3

4

5

6

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How much do you think that ESG activities add to shareholder value?

Add between 2 and 5%

Add more than 5%

Don’t know

Add less than 2%

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1 Environmental, social, and governance2 Excluding any changes stemming from the current economic crisis

SOURCE: S. Bonini, N. Brun, and M. Rosenthal, “Valuing corporate social responsibility,” The McKinsey Quarterly, February 2009

Percentage of respondents

Effect of ESG programs on organization’s shareholder value in typical times2

Value add

Investors and CFOs also believe ESG¹ drives value

22

6

21

18

19

10

4

27

7

10

13

27

5

11

53

0

9

10

15

7

6>11

6-10

2-5

<2

No effect

Don’t know

Reduced value

▪ A large majority of ESG professionals think that ESG programs create value in the short and the long term

▪ CFOs and investors professionals are more likely than ESG professionals to see the long term benefit of these activities

Complementary findings from the survey

CFOs, n = 84

Investment professionals, n = 154

ESG professionals, n = 87

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Although many companies create value from ESG, very few assess the financial value creation and even fewer communicate that to the markets

Creating value Assessing valueCommunicati

ng value

Percent of companies interviewed = 100%

-40%-40%

-5%-5%

-40%-40%

-10%-10%

ESG program

Maximizing value from ESG Established

metrics to monitor program

Converting ESG metrics to financial value

Communicate ESG value to CFOs, investors

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|SOURCE: Team analysis

Pathway to value from ESG along four dimensions

Leadership development ▪ Develop leadership skills and improve employee quality through ESG participation

Adaptability ▪ Build ability to adapt to changing political and social situations by engaging local communities

Long-term strategic view▪ Develop long-term strategy encompassing ESG issues

License to operate ▪ Facilitate uninterrupted operations and entry in new markets using local ESG efforts and community dialogue to engage citizens and reduce local resistance

Supply chain/security of supply

▪ Secure consistent, long-term, and sustainable access to safe, high quality raw materials and products by engaging in community welfare and development

▪ Mitigate risks by complying with regulatory requirements, industry standards, and NGO demands

Regulatory risk

Reputational risk ▪ Avoid negative publicity and boycotts by addressing ESG issues

Workforce efficiency ▪ Reduce costs generated by employee attraction and turnover by using ESG to build morale

▪ Develop employees’ skills and increase productivity through participation in ESG activities

▪ Enable bottom line cost savings through environmental operations and practices (e.g., energy and water efficiency, less raw materials needed)

Operational efficiency

Reputation/price premium

▪ Develop reputation on ESG that garners customers’ willingness to pay price increase or premium

▪ Gain access to new markets and market share through exposure from ESG programsNew markets

Reputation/differentiation

▪ Foster brand loyalty, reputation and goodwill with stakeholders by engaging with them on ESG programs

Innovation ▪ Develop cutting edge technology and innovative products and services for unmet social or environmental needs that could translate to business uses, patents, proprietary knowledge, etc.

New customers/market share ▪ Use ESG to engage consumers and build knowledge of expectations and behaviors

New products ▪ Create products to meet unmet social needs and increase differentiation

Management quality

Risk management

Return on capital

Growth

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|SOURCE: Team analysis

4 dimensionsSub-dimensions Examples

▪ Invested $1 billion over 10 years to reduce its energy consumption and improve its efficiency and has saved $7 billion in last 5 years

Operational efficiencyReturn

on capital

▪ Engaged with local stakeholders and built trust with local communities by being responsive to community needs. Has allowed Intel to be proactive about managing concerns, avoiding zoning delays and fines, and benefiting from tax incentives

Reputational riskRisk

manage-ment

▪ Developed “Corporate Service Corps” to send emerging leaders to work pro bono in emerging markets to foster economic growth. Has led to improvements in five areas: global leadership skills, cultural intelligence and global awareness, employee retention and commitment to IBM, new knowledge and skill contribution to IBM, and intrapersonal growth

Leadership development Manage-

ment quality

▪ Novo Nordisk: Engaged in emerging economies like India, China, and Bangladesh to help build clinics, national diabetes programs, systematic education for doctors, nurses and patients, and comprehensive patient support initiatives. As a result, in China, Novo Nordisk has earned market leadership (e.g., market share above 70%)

▪ Verizon: Launched a new product for elderly and disabled to meet social needs of population. Has resulted in increased sales and 100,000 new customers

New customers/ market shareGrowth

Illustration of how companies can create value from ESG ILLUSTRATIVE

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Indirect impact

Direct financial impact

ESG programs can have direct and indirect financial impacts, depending on the business drivers they target

ILLUSTRATIVE

Trust & reputation

New geographical markets

Innovation

Human efficiency

Operational efficiency

Business driver

ESG program

Strengthen reputation, goodwill and loyalty with stakeholders

Facilitate markets entry

Expand the number of patents

Develop cutting edge technology/products

Enable bottom line costs saving

Improve talent attraction, morale and retention

Improve skills (e.g. leadership,…)

Effect on business driver

Favourability ratings evolution, # meetings with stakeholders

# and value of new markets entered through program

# and market value of new patents developed

# and value of new products developed and sold

Water, energy and raw materials uses reduction

Employee retention, Cost of training new employees

# employees with new skills from experience

Examples of metrics

Increase revenue through increased sales

Increase revenue from patents

Increase revenue through increased sales

Decrease cost of hiring and training new employees

Increase revenue per person

Increase revenue indirectly through goodwill

Decrease cost

Financial impact

SOURCE: McKinsey analysis

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Improved communication about the value of ESG activities is needed

21

31

32

36

33

44

62

32

23

41

24

24

38

55

36

23

42

19

28

56

54

Offering integrated corporate reporting(corporate financial + ESG programs data)

Integrating information on ESG programs’ financial value into corporate reports

Reporting data related to new markets or customers reach through ESG programs

Reporting data related to employees

Providing anecdotal evidence of how these programs create value

Using regular business terminology to communicate about such programs

Reporting data related to innovation

Percentage of respondents2, multiple choice answers

SOURCE: S. Bonini, N. Brun, M. Rosenthal, “Valuing corporate social responsibility”, McKinsey Quarterly, February 2009

Ways to improve the effectiveness of communication about the performance of ESG programs3

1 Environmental, social, and governance2 Respondents who answered “other”, “none of the above” or “don’t know” are not shown3 Excluding any changes stemming from current economic crisis

ESG1 professionals, n = 87

CFOs, n = 84

Investment professionals, n = 154

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▪ Growth▪ Return on

capital ▪ Risk

management▪ Management

quality

Pathway to value created by ESG programs

Industry issues

Stakeholder needs

Business drivers

MetricsCommunication

Creation of ESG Program

Meet stakeholder expectations and ensure their support in managing ESG opportunities while creating value for the company

Turn socio-political issues into ESG opportunities by meeting stakeholder needs and creating financial value along the business drivers

Impact business drivers and create financial value while meeting stakeholder and societal needs and turning them into ESG opportunities

Develop few relevant metrics

to capture the financial value of the program

Set clear message depending on the targeted audience and provide informa-tion that the audience is looking for

Design ESG program resulting from industry issues, stake-holders needs and business drivers

Pathway to value

SOURCE: McKinsey analysis

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Questions for discussion

▪ What are the biggest obstacles to integrating better metrics into ESG work?

▪ What are the direct benefits to the company of better metrics?

▪ How might using better metrics change what companies do on the ground in terms of project level impact of ESG?

▪ How can ESG professionals begin to apply a more financial mindset/language to the design, measurement, and communication of ESG programs?

▪ How can ESG practitioners facilitate conversations about the value of ESG activities within their own companies?

▪ How can ESG practitioners begin to create quantitative, financial metrics for ESG activities to allow for seamless communication between ESG professionals, CFOs and investors?

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Appendix

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BusinessFormal contract

Semi-formal contract

Frontierexpecta-tions

Society

Business operates within an overall social contract

Global trends

▪ Consumers and employees

▪ Globalization

ESG issues

▪ Environ-mental

▪ Social

▪ Governance

Growth and opportunity

License to operate

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Participants of the research

20 companies from across industries and geographies

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|SOURCE: Team analysis

We see 10 best practices for creating value from ESG

Utilize core competencies

Take a long-term perspective

Create opportunities and manage risks

Strategy

Organization

Implementation

Fundamentals

Ensure strong leadership support

Embed into the strategy, organization, and culture

Select appropriate partners

Set clear goals and manage like a business

Align with core business strategy

Identify and engage stakeholders

Address key issues facing the industry

Best practices

4

5

6

7

8

3

2

1

9

10

Examples

CONFIDENTIAL

Frequently Used Template

214

Text Text

Text Text

Tex

tT

ext

Text TextTex

tTex

t

2X2 CUBEDUnit of measure

*Footnote

Source: Source

215

2X2 TOWERUnit of measure

*Footnote

Source: Source

216

5PS MARKETING

Place PriceProduct Package Positioning promotion

Product offering

Unit of measure

*Footnote

Source: Source

217

Strategy Skills

SystemsStaff

Shared values

Structure

Style

7SUnit of measure

*Footnote

Source: Source

ARROW 3DUnit of measure

*Footnote

Source: Source

CUBES1 3DUnit of measure

*Footnote

Source: Source

CUBES2 3DUnit of measure

*Footnote

Source: Source

CUBES3 3DUnit of measure

*Footnote

Source: Source

222

Text

Text Text

Text

CUTOUT 3DUnit of measure

*Footnote

Source: Source

223

New entrant

SuppliersIndustry

competitorsBuyers

Substitutes

FORCES AT WORKUnit of measure

*Footnote

Source: Source

224

Text Text

Text Text

Text Text

Text Text

Text Text

JOINTUnit of measure

*Footnote

Source: Source

225

Text

Text

Text

Text

LEVEL SEPARATE 4Unit of measure

*Footnote

Source: Source

226

Text

Text

Text

LINEAR A 3DUnit of measure

*Footnote

Source: Source

227

Text

Text

Text

Text

LINEAR B 3DUnit of measure

*Footnote

Source: Source

228

Text

Text

Text

LINEAR C 3DUnit of measure

*Footnote

Source: Source

229

TextText

Text

LINEAR D 3DUnit of measure

*Footnote

Source: Source

230

Text Text Text Text

LINEAR E 3DUnit of measure

*Footnote

Source: Source

231

TextText

Text

LINEAR G 3DUnit of measure

*Footnote

Source: Source

232

Text Text

LINEAR I 3DUnit of measure

*Footnote

Source: Source

233

Text

Text

Text

Text

LINEAR J 3DUnit of measure

*Footnote

Source: Source

234

Text

LINEAR N 3D

Text Text Text

Unit of measure

*Footnote

Source: Source

235

Text

Text

Text

LINEAR P 3DUnit of measure

*Footnote

Source: Source

236

LINEAR Q 3D

Text Text

Unit of measure

*Footnote

Source: Source

237

Text Text

LINEAR Q 3DUnit of measure

*Footnote

Source: Source

238

PlanImplement

Support

LINKS 3Unit of measure

*Footnote

Source: Source

PERSPECTIVE 3DUnit of measure

*Footnote

Source: Source

240

Text

Text

Tex

t

PROPELLER 3DUnit of measure

*Footnote

Source: Source

RINGS 3DUnit of measure

*Footnote

Source: Source

242

Text

SCALE

Text

Unit of measure

*Footnote

Source: Source

243

Text

Text

SCALESUnit of measure

*Footnote

Source: Source

244

Text

Text

Text

Text

Text

Text

SIZES INUnit of measure

*Footnote

Source: Source

245

SPIRAL1 3DUnit of measure

*Footnote

Source: Source

Spiral

Brakes

Tube in tube

SPIRAL2 3DUnit of measure

*Footnote

Source: Source

247

Text Text

Text Text

SPOTLIGHTUnit of measure

*Footnote

Source: Source

Text

Text

Text

Text

Text

Text

STAIRCASEUnit of measure

*Footnote

Source: Source

STARS 3DUnit of measure

*Footnote

Source: Source

250

Text

Text

WIRE CUBESUnit of measure

*Footnote

Source: Source

251

Text

Text

Text

Text

Text

Text

Text

ARROWSUnit of measure

*Footnote

Source: Source

252

LEVEL 1

Text

Unit of measure

*Footnote

Source: Source

253

LEVEL 2

Text

Text

Unit of measure

*Footnote

Source: Source

254

LEVEL 3

Text

Text

Text

Unit of measure

*Footnote

Source: Source

255

LEVEL 4

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

256

LEVEL 5

Text

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

257

LEVEL 6

Text

Text

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

258

FLOW 2

Text

Header Header

Text

Unit of measure

*Footnote

Source: Source

259

Text

FLOW 2 TITLE

Text

Header Header

Text

Unit of measure

*Footnote

Source: Source

260

FLOW 3

Text

Header Header

Text

Header

Text

Unit of measure

*Footnote

Source: Source

261

Text

FLOW 3 TITLE

Text

Header Header

Text

Header

Text

Unit of measure

*Footnote

Source: Source

262

FLOW 4

Text

Header Header

Text

Header Header

Text Text

Unit of measure

*Footnote

Source: Source

263

Text

FLOW 4 TITLE

Text

Header Header

Text

Header Header

Text Text

Unit of measure

*Footnote

Source: Source

264

FLOW 5

Text

Header Header

Text

Header Header Header

Text Text Text

Unit of measure

*Footnote

Source: Source

265

Text

FLOW 5 TITLE

Text

Header Header

Text

Header Header Header

Text Text Text

Unit of measure

*Footnote

Source: Source

266

FLOW 6

Text Text

Header Header Header Header Header

Text Text Text

Header

Text

Unit of measure

*Footnote

Source: Source

267

Text

FLOW 6 TITLE

Text Text

Header Header Header Header Header

Text Text Text

Header

Text

Unit of measure

*Footnote

Source: Source

268

BLADES

Text

TextText

Text

Unit of measure

*Footnote

Source: Source

269

BOX

Text Text

TextText

Unit of measure

*Footnote

Source: Source

270

BOX

Text Text

Text Text

Unit of measure

*Footnote

Source: Source

271

CYCLE 1

Text

Text

Text

Unit of measure

*Footnote

Source: Source

272

CYCLE 2

Text Text

Unit of measure

*Footnote

Source: Source

273

CYCLE 3

Text

Text

Text

Unit of measure

*Footnote

Source: Source

274

CYCLE 4

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

275

CYCLE 5

Text

TextText

Text

Text

Unit of measure

*Footnote

Source: Source

276

CYCLE 6

Text

TextText

Text

TextText

Unit of measure

*Footnote

Source: Source

277

CYCLE 7

Text

Text Text

Text

TextText

Text

Unit of measure

*Footnote

Source: Source

278

CYCLE 8

Text

Text Text

Text

Text

TextText

Text

Unit of measure

*Footnote

Source: Source

279

Text

INCOMING

Text

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

280

RIBBON

Text

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

281

RING

TextText

Text

TextText

Unit of measure

*Footnote

Source: Source

282

UPON 2

Text

Text

Unit of measure

*Footnote

Source: Source

283

CONTINUOUS

Text

Text Text

Text Text Text

TextText

Unit of measure

*Footnote

Source: Source

284

CUTOUT

Text

Text Text

Text

Unit of measure

*Footnote

Source: Source

285

LINEAR A

Text

Text

Text

Unit of measure

*Footnote

Source: Source

286

LINEAR B

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

287

LINEAR C

Text

Text

Text

Unit of measure

*Footnote

Source: Source

288

LINEAR D

TextText

Text

Unit of measure

*Footnote

Source: Source

289

LINEAR E

Text Text Text Text

Unit of measure

*Footnote

Source: Source

290

LINEAR F

Text

Text

Text

Unit of measure

*Footnote

Source: Source

291

LINEAR G

TextText

Text

Unit of measure

*Footnote

Source: Source

292

LINEAR H

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

293

LINEAR I

Text Text

Unit of measure

*Footnote

Source: Source

294

LINEAR J

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

295

LINEAR K

Text

Text

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

296

LINEAR N

Text Text Text Text

Unit of measure

*Footnote

Source: Source

297

LINEAR P

Text

Text

Text

Unit of measure

*Footnote

Source: Source

298

LINEAR Q

Text Text

Unit of measure

*Footnote

Source: Source

299

PROPELLER

Text

Text

Text

Unit of measure

*Footnote

Source: Source

300

STEP 5

Text

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

301

Text

Text

Text

Text

2 ON 1Unit of measure

*Footnote

Source: Source

302

Text

Text

Text

Text

Text

Text

AGAINSTUnit of measure

*Footnote

Source: Source

303

Text

Text Text Text

Text

AT WORKUnit of measure

*Footnote

Source: Source

304

Text Text

COUPLED HORIZUnit of measure

*Footnote

Source: Source

305

Text

Text

COUPLED VERTUnit of measure

*Footnote

Source: Source

306

Text Text

Text Text

FOCUSEDUnit of measure

*Footnote

Source: Source

307

New entrant

SuppliersIndustry competitors

Buyers

Substitutes

FORCES AT WORKUnit of measure

*Footnote

Source: Source

308

Text

Text

Text

PARALLELUnit of measure

*Footnote

Source: Source

309

Text

Text

Text

Text

SPLITUnit of measure

*Footnote

Source: Source

310

Text

SURROUNDUnit of measure

*Footnote

Source: Source

311

Text

Text

TWISTEDUnit of measure

*Footnote

Source: Source

312

Text Text

UP & AWAYUnit of measure

*Footnote

Source: Source

313

Text

Text

UP & DOWNUnit of measure

*Footnote

Source: Source

314

The way managerscollectively behave with respect to useof time, attention,and symbolic actions

The people in the organization, consideredin terms of corporate demographics, not individual personalities

The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated

Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members

The processes and procedures through which things get donefrom day to day

A coherent setof actions aimedat gaining asustainableadvantage over competition Capabilities

possessed bythe organizationas a whole asdistinct from theindividuals. Some companies perform extraordinaryfeats withordinary people

Staff

Systems Style

SharedValues

Structure

SkillsStrategy

2S-5SUnit of measure

*Footnote

Source: Source

315

Customer

Clients

Distributors

Competitors

Suppliers

3CS TRIANGLEUnit of measure

*Footnote

Source: Source

316

Skills

Sharedvalues

Strategy

Staff

Structure

Systems

Style

A coherent set ofactions aimed at gaining a sustainable advantageover competition

The organization chart andaccompanying baggage that showwho reports to whom and how tasks are both divided up and integrated

The people in the organization,considered interms of corporatedemographics, notindividual personalities

The way managers collectively behave with respect to use of time, attention and symbolic actions

The processes and proceduresthrough which things get donefrom day-to-day

Those ideas of what is rightand desirable (in corporateand/or individual behavior)which are typical of theorganization and commonto most of its members

Capabilitiespossessed bythe organizationas a whole asdistinct fromthe individuals.Some companiesperform extraordinaryfeats with ordinary people

3S-4SUnit of measure

*Footnote

Source: Source

317

Style

Structure

Staff

Strategy

Systems

Skills

Shared values

The way managers collectively behave with respect to use of time,attention and symbolic actions

Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people

Those ideas of what is right and desirable (in corporate and/or individual behavior)which are typical of theorganization and commonto most of its members

The processes and and procedures through which things get donefrom day-to-dayThe organization chart

and accompanying baggage that showwho reports to whom and how tasks are both divided up and integrated

The people in theorganization, considered in terms of corporate demographics, notindividual personalities

A coherent set of actions aimed at gaining a sustainable advantage over competition

7SUnit of measure

*Footnote

Source: Source

318

Co

mp

etit

ive

po

siti

on

Lo

wM

ediu

mH

igh

Product/market attractiveness

Low Medium High

BUSS PORTFOLIOUnit of measure

*Footnote

Source: Source

319

Change vision

Chief Executive

Leadership groups

Down the line

External constitution

Commitment

Conviction Courage

Capability

Individual activity

Enabling devices

CHANGE BOARDUnit of measure

*Footnote

Source: Source

320

Delta P Delta P

Vision andLeadership

OrganizationalInfrastructure

PerformanceMeasurement

PeopleDevelopment

Communications

Problem SolvingProcess • Client managers

(particularly middle management) haveskill to lead programimplementation

• Change in actual behavior

• Action plans sufficient to achieve goals

• Agreement on objectives by line management

• Management of high-involvement process

• Implementation ornear implementationof required structureand systems

• Flow of 2-way communications• People’s understanding, belief

and contribution to act on vision and action plans

• Accurate measurementof action and results

• Clear accountabilities• Early wins

Visible demonstrationof new vision andvalues by clientleadership

DELTA PUnit of measure

*Footnote

Source: Source

321

Nat

ural

ow

ner

Rel

ativ

e ab

ility

to e

xtra

ct v

alue

Low Medium

Value-creation potential in business unit

High

• Corporatecenter skills

• Business unit linkages

• Taxation/valuationdifferences

• Industry attractiveness• Competitive position• Restructuring/rationalization opportunities

“One

of t

he

pack

” Retain andgive toppriority

Retain andgive priority

Retain andmanage forcode orliquidate

Probablydivest

Divest Divest orliquidate

MACSUnit of measure

*Footnote

Source: Source

322

Business Strategy

Manufacturing Strategy

ConfigurationSystems

ResearchFocus

LaborPolicy

ProductDesign

Makevs.Buy

Organization

ProcessDesign

MANUFACTURING STRATEGYUnit of measure

*Footnote

Source: Source

323

Restructuring framework

1

5

4 3

2

PENTAGONUnit of measure

*Footnote

Source: Source

324

Benefit

Price

Competitivedisadvantage

Competitiveadvantage

PRICE BENEFITUnit of measure

*Footnote

Source: Source

325

Appraise performanceand prospects

Developstrategy

Redesignpivotal jobs

Design the skillbuilding process

Assess changereadiness

Top downaction programs

Bottom up action programs

1

2

4

5

6

7

8

3

SMILE CHARTUnit of measure

*Footnote

Source: Source

326

3.

Create andpursue a unique

advantage 2.

Resegment the market to create a

niche

4.

Exploit uniqueadvantage

industrywide

1.Do more andbetter of the

same

When tocompete

STRAT GAMEBOARDUnit of measure

*Footnote

Source: Source

327

Stage 1 Stage 2

Stage 3

Stage 4

Value system

Strategic manage-ment

Externally orientated planning

Forecast based planning

Budget planning

Meet budget and schedule

Predict the future

Think strategically

Create the future

STRAT MANAGEUnit of measure

*Footnote

Source: Source

328

Selling margin

Contribution

Sales

Selling rateSalesAvailable selling time

Effectiveness

Contribution Available

selling time

Productivity

Contribution

Total selling costs

EfficiencyAvailable selling timeTotal selling costs

Utilization

Available selling time

Total sales time

Support intensity

Support costs

Total selling costs

Support leverage

Total sales time

Support costs

TREE PRODUCTIVITYUnit of measure

*Footnote

Source: Source

329

Maximizeshareholder

value

Growthroughculturalinitiative

Redeployassets

Improve corebusiness

performance

Grow throughacquisition

and/or merger

Adopt soundfinancingapproach

VALUE CREATIONUnit of measure

*Footnote

Source: Source

330

Real

Perceived

Client’s relative ability to extract value

Corporate center skills

Linkages between business units

Financial ownership fit

Industry restructure

Internal controller

Shared resources

Transfer of capability

Vertical integration

Differences in tax position

Existence of non-cases objectives

Inefficiencies in financial markets

Difference in valuation technique

VALUE SOURCESUnit of measure

*Footnote

Source: Source

331

GANTT10

<##>

<##> <##> <##> <##> <##> <##> <##> <##> <##> <##>Header

Text

Unit of measure

*Footnote

Source: Source

332

GANTT15

Header

Text

## ## ## ## ######################

##

Unit of measure

*Footnote

Source: Source

333

Text Text

VENN 2Unit of measure

*Footnote

Source: Source

334

Text Text

Text

VENN 3Unit of measure

*Footnote

Source: Source

CONFIDENTIAL

Frequently Used Template

Data Driven

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0

50

100

150

200

250

300

350

1996 1997 1998 1999 2000 2001

Label 1

Label 2

Label 3

AREAUnit of measure

*Footnote

Source: Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

BARUnit of measure

*Footnote

Source: Source

50

40

30

20

10

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Label 1

Label 2

Label 3

Label 4

Label 5

TitleUnit of measure

TitleUnit of measure

BAR 2Unit of measure

*Footnote

Source: Source

40

30

20

10

5

50

40

30

25

15

55

50

45

30

25

Label 1

Label 2

Label 3

Label 4

Label 5

BAR BUTTEDUnit of measure

*Footnote

Source: Source

50

40

30

20

10

23

25

45

65

96

43

23

23

23

23

Label 1

Label 2

Label 3

Label 4

Label 5

000

000

000

000

000

Series Series

BAR STACKED

Series

Unit of measure

*Footnote

Source: Source

50

40

30

20

45

50

60

70

80

90

10

20

30

40

50Label 1

Label 2

Label 3

Label 4

Label 5

000

000

000

000

000

100%=Series Series

BAR STACKED 100%

Series

Unit of measure

*Footnote

Source: Source

0

100

200

300

400

500

600

700

0 50 100 150 200 250

TitleUnit of measure

TitleUnit of measure

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

BUBBLEUnit of measure

*Footnote

Source: Source

20

30

40

50

60

Label 1 Label 2 Label 3 Label 4 Label 5

COLUMNUnit of measure

*Footnote

Source: Source

Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5

TitleUnit of measure

TitleUnit of measure

COLUMN 2Unit of measure

*Footnote

Source: Source

20

30

40

50

60

40

50

60

70

40

50

60

70

80

30

Label 1 Label 2 Label 3 Label 4 Label 5

COLUMN BUTTEDUnit of measure

*Footnote

Source: Source

2030

4050

6020

2020

20

2020

30

40

50

2020

20

25

30

20

Label 1 Label 2 Label 3 Label 4 Label 5

Series

Series

Series

Series

000000

000

000

000

COLUMN STACKEDUnit of measure

*Footnote

Source: Source

30 35 4050

60

3035

40 20

202015

1020

1020 15 10 10 10

Label 1 Label 2 Label 3 Label 4 Label 5

Series

Series

Series

Series

100%= 000 000 000 000 000

COLUMN STACKED 100%Unit of measure

*Footnote

Source: Source

20

15

10

10

45

20

20

30

30

TitleUnit of measure

Label 1

Label 2

Label 3

Label 4

Label 5

TitleUnit of measure

100% = 000

Series

Series

Series

Series

Label 1

COMBO PIE SEGMENT COLUMNUnit of measure

*Footnote

Source: Source

0

50

100

150

200

250

300

0 50 100 150 200

TitleUnit of measure

TitleUnit of measure

Label 1Label 2

Label 3

Label 4

Label 5

COST CURVEUnit of measure

*Footnote

Source: Source

10

30

45

70

85

100

150

176

0

20

40

60

80

100

120

140

160

180

200

1990 1991 1992 1993 1994 1995 1996 1997

0

100

200

300

400

500

600

700

800

900

1,000

TitleUnit of measure

TitleUnit of measure

DUAL COLUMN LINEUnit of measure

*Footnote

Source: Source

0

20

40

60

80

100

120

140

160

180

200

1990 1991 1992 1993 1994 1995 1996 1997

0

100

200

300

400

500

600

700

800

900

1,000

TitleUnit of measure

TitleUnit of measure

DUAL LINEUnit of measure

*Footnote

Source: Source

0

100

200

300

400

500

600

1990 1991 1992 1993 1994 1995 1996 1997

Label 1

Label 2

Label 3

Label 4

LINEUnit of measure

*Footnote

Source: Source

45

20

15

10

10

Label 1

Label 2

Label 3

Label 4

Label 5

PIEUnit of measure

*Footnote

Source: Source

45

20

15

10

10

45

20

15

10

10

TitleUnit of measure

Label 1

Label 2

Label 3

Label 4

Label 5

TitleUnit of measure

Label 1

Label 2

Label 3

Label 4

Label 5

PIE 2Unit of measure

*Footnote

Source: Source

0

50

100

150

200

250

1990 1991 1992 1993 1994 1995 1996 1997

RANGE HIGH LOWUnit of measure

*Footnote

Source: Source

0

50

100

150

200

250

300

0 50 100 150 200

SCATTER X & YUnit of measure

*Footnote

Source: Source

WATERFALL BAR

25

45

65

50

185

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

WATERFALL COLUMN

20

20

20

80

20

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

CONFIDENTIAL

Frequently Used Template

Named Objects

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ARROWSUnit of measure

*Footnote

Source: Source

DISCLAIMERS CLIENT

This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company.

Unit of measure

*Footnote

Source: Source

DISCLAIMERS INTERNAL

This report contains information that is confidential and proprietary to McKinsey & Company and is solely for the use of McKinsey & Company personnel. No part of it may be used, circulated, quoted, or reproduced for distribution outside McKinsey & Company. If you are not the intended recipient of this report, you are hereby notified that the use, circulation, quoting, or reproducing of this report is strictly prohibited and may be unlawful.

Unit of measure

*Footnote

Source: Source

DISCLAIMERS PRESENTATION

This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

Unit of measure

*Footnote

Source: Source

LEGENDS Legend

Legend

Legend

Unit of measure

*Footnote

Source: Source

MCKINSEY LOGOUnit of measure

*Footnote

Source: Source

MISC

–

Unit of measure

*Footnote

Source: Source

MOONS Legend

Legend

Legend

Low

Medium

High

Low

Medium

High

Unit of measure

*Footnote

Source: Source

STICKER

ILLUSTRATIVE

CONFIDENTIAL

ESTIMATE

EXAMPLE

FOR DISCUSSION ONLY

FOR DISCUSSION

PRELIMINARY

DRAFT

STICKERUnit of measure

*Footnote

Source: Source

STICKER OTHER

CONFIDENTIALDISCUSSION DRAFT

DISGUISED CLIENT EXAMPLE

PRELIMINARY DRAFT

PRELIMINARY ESTIMATE

DISCUSSION DRAFT

DISGUISED

DRAFT FOR DISCUSSION

SAMPLE

BACKUP

HYPOTHESIS

STRAW MAN

TO BE COMPLETED

PROPOSED

REVISED

ROUGH ESTIMATE

CONCEPTUAL

Unit of measure

*Footnote

Source: Source

WORLD MAPUnit of measure

*Footnote

Source: Source

CONFIDENTIAL

Frequently Used Template

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Template

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372

PPT TABLE 2

Heading Heading

Text Text

Unit of measure

*Footnote

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373

PPT TABLE 3

Heading Heading Heading

Text Text Text

Unit of measure

*Footnote

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374

PPT TABLE 4

Heading Heading Heading Heading

Text Text Text Text

Unit of measure

*Footnote

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375

PPT TABLE 5

Heading Heading Heading Heading Heading

Text Text Text Text Text

Unit of measure

*Footnote

Source: Source

376

PPT TABLE 6

Heading Heading Heading Heading Heading Heading

Text Text Text Text Text Text

Unit of measure

*Footnote

Source: Source

CONFIDENTIAL

Frequently Used Template

SEO VA

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June 2002

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Unit of measure

*Footnote

Source: Source

Text

•Text

Text

•Text

Text

•Text

Unit of measure

*Footnote

Source: Source

Title

•Text

Title

•Text

Unit of measure

*Footnote

Source: Source

Title

•Text

Title

•Text

Text

EXHIBIT TITLE

*Footnote

Source: Source

Title

•

Text

•

Text

•

Text

Text

EXHIBIT TITLE

*Footnote

Source: Source

Title

•

Text

•

Text

•

Text

EXHIBIT TITLE

*Footnote

Source: Source

Text

Text

Text

Title

•

•

•

Title

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•

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EXHIBIT TITLE

*Footnote

Source: Source

Text

Text

Text

Title

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Title

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2 COLUMN

*Footnote

Source: Source

Title Title

•Text •Text

3 COLUMN

*Footnote

Source: Source

Title

•Text

Title

•Text

Title

•Text

4 COLUMN

*Footnote

Source: Source

Title

•Text

Title

•Text

Title

•Text

Title

•Text

5 COLUMN

*Footnote

Source: Source

Title

•Text

Title

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Title

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6 COLUMN

*Footnote

Source: Source

Title

•Text

Title

•Text

Title

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Title

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Title

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Title

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7 COLUMN

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Source: Source

Title

•Text

Title

•Text

Title

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Title

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Title

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Title

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Title

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8 COLUMN

*Footnote

Source:Source

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

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3-STEP

Text

•Text

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4-STEP

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•Text

Text

•Text

5-STEP

Text

Text

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Text

•Text

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•Text

Text

•Text

Text

•Text

3 HORIZONTAL Unit of measure

*Footnote

Source: Source

•Text

•Text

•Text

•Text •Text •Text

Text

Text

Text

4 HORIZONTALUnit of measure

*Footnote

Source: Source

•Text

•Text

•Text

•Text

•Text •Text •Text •Text

Text

Text

Text

Text

5 HORIZONTALUnit of measure

*Footnote

Source: Source

•Text •Text •Text •Text

•Text•Text

•Text

•Text

•Text

•Text

Text

Text

Text

Text

Text

4-STEP Unit of measure

*Footnote

Source: Source

•Text

•Text

•Text

•Text

Text

Text

Text

Text

399

FLOW 2

•Text

Header Header

•Text

Unit of measure

*Footnote

Source: Source

400

FLOW 2 TITLEUnit of measure

*Footnote

Source: Source

•Text

Header Header

•TextText

401

FLOW 3

•Text

Header Header

•Text

Header

•Text

Unit of measure

*Footnote

Source: Source

402

FLOW 3 TITLEUnit of measure

*Footnote

Source: Source

•Text

Header Header

•Text

Header

•TextText

403

FLOW 4

•Text

Header Header

•Text

Header Header

•Text •Text

Unit of measure

*Footnote

Source: Source

404

FLOW 4 TITLEUnit of measure

*Footnote

Source: Source

•Text

Header Header

•Text

Header Header

•Text •TextText

405

FLOW 5

•Text

Header Header

•Text

Header Header Header

•Text •Text •Text

Unit of measure

*Footnote

Source: Source

406

FLOW 5 TITLEUnit of measure

*Footnote

Source: Source

•Text

Header Header

•Text

Header Header Header

•Text •Text •TextText

HORIZONTAL FLOW 3Unit of measure

*Footnote

Source: Source

•Text

•Text

•Text

Title

Text

Text

Text

HORIZONTAL FLOW 4Unit of measure

*Footnote

Source: Source

Title

•Text

•Text

•Text

Text

Text

Text

•Text

Text

HORIZONTAL FLOW 5Unit of measure

*Footnote

Source: Source

Text

Text

Text

Text

Text

Title

•Text

•Text

•Text

•Text

•Text

Title

•Text

•Text

•Text

•Text

•Text

HORIZONTAL FLOW 6Unit of measure

*Footnote

Source: Source

Title Title

Text

Text

Text

Text

Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

Text•Text •Text

HORIZONTAL FLOW 7Unit of measure

*Footnote

Source: Source

Title Title

Text

Text

Text

Text

Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

Text•Text •Text

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412

FLOW WITH SHOCK 1

•Text

Header Header

•Text

Header

•Text

Unit of measure

*Footnote

Source: Source

•Text

Title

413

FLOW WITH SHOCK 2Unit of measure

*Footnote

Source: Source

Header Header Header Title

•Text•Text •Text •TextText

•Text•Text •Text •TextText

FLOW WITH 3 COLUMN

*Footnote

Source: Source

Text

Text

Text

Text

Text

•Text

•Text

•Text

•Text

•Text

Text

•Text

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FLOW WITH 2 COLUMN

*Footnote

Source: Source

Text

Text

Text

Text

Text Text

•Text •Text

•Text •Text

•Text •Text

•Text •Text

•Text •TextText

Text

SQUARE FLOW Unit of measure

*Footnote

Source: Source

Text•Text

Text•Text

Text•TextText

•Text

FRAMEWORK Unit of measure

*Footnote

Source: Source

Text•Text

Text•Text

Text•Text

Text•Text

Unit of measure

*Footnote

Source: Source

Title Title

•Text •Text

Unit of measure

*Footnote

Source: Source

Title

•Text

Title

•Text

Unit of measure

*Footnote

Source: Source

Title

•Text

Title

•Text

Title

•Text

Title

•Text

xxxxx

Title

•Text

Title

•Text

Title

•Text

Title

•Text

Unit of measure

*Footnote

Source: Source

•

Title

•

Title

•

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Unit of measure

*Footnote

Source: Source

Title

•Text

Title

•Text

Title

Unit of measure

*Footnote

Source: Source

Text

Text Text

•Text

•Text•Text

Text

Unit of measure

*Footnote

Source: Source

TextText

TextText

Text

•Text

Text

•Text

•Text•Text

•Text

SCP

*Footnote

Source: Source

•xxx •xxxx •xxxx•xxxx

erformanceerformancetructuretructure onductonductExternal

shock S C P

Unit of measure

*Footnote

Source: Source

Text Text Text Text

•Text •Text •Text •TextText

•Text •Text •Text •TextText

Unit of measure

*Footnote

Source: Source

Text Text Text Text

•Text •Text •Text •TextText

•Text •Text •Text •TextText

Text

Unit of measure

*Footnote

Source: Source

Text

Text

Text

Text

• Text

• Text

Text

• Text

• Text

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• Text

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• Text

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Unit of measure

*Footnote

Source: Source

Text

Title

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Title

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Title

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Title

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Text

Unit of measure

*Footnote

Source: Source

Text

Text

TextTextTextText

TextTextTextText

TextTextTextText

Text

TextTextTextText

TextTextTextText

TextTextTextText

Unit of measure

*Footnote

Source: Source

Text

Text

Text

Text

Text

Text

Text

Text

Text

Title

•

•

•

•

•

•

*Footnote

Source: Source

Title Title Title Title

Text

•Text •Text

Text

•Text •Text

Text

•Text •Text

Text

TEAM STRUCTURE

*Footnote

Source: Source

Title

Title

•

Client McKinsey

• •

Expert group

•

•

Unit of measure

*Footnote

Source: Source

Text

Text

Unit of measure

*Footnote

Source: Source

Text

Text

Text

Text

Text

Title •Text

Title •Text

Title •Text

Unit of measure

*Footnote

Source: Source

Title

Title

Title

Unit of measure

*Footnote

Source: Source

Title

Title •Text

Title •Text

Title •Text

Title •Text

Title

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Title •Text

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Title

Title

Unit of measure

*Footnote

Source: Source

Text•Text

Text•Text

Sub title Sub title

Risk management

Title

• • •

• • •

Unit of measure

*Footnote

Source: Source

•Text •Text •Text •Text •Text •Text

Text Text

443

CYCLE 2

Text Text

Unit of measure

*Footnote

Source: Source

•Text •Text

444

CYCLE 2

Text Text

Unit of measure

*Footnote

Source: Source

•Text •Text

445

CYCLE 3

Text

Text

Text

Unit of measure

*Footnote

Source: Source

•Text

•Text

•Text

446

CYCLE 3

Text

Text

Text

Unit of measure

*Footnote

Source: Source

•Text

•Text

•Text

447

CYCLE 4

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

•Text•Text

•Text•Text

448

CYCLE 4

Text

Text

Text

Text

Unit of measure

*Footnote

Source: Source

•Text•Text

•Text•Text

449

CYCLE 5

Text

TextText

Text

Text

Unit of measure

*Footnote

Source: Source

•Text•Text

•Text

•Text

•Text

450

CYCLE 5

Text

TextText

Text

Text

Unit of measure

*Footnote

Source: Source

•Text•Text

•Text

•Text

•Text

451

CYCLE 6

Text

TextText

Text

TextText

Unit of measure

*Footnote

Source: Source

•Text•Text

•Text

•Text

•Text

•Text

452

CYCLE 6

Text

TextText

Text

TextText

Unit of measure

*Footnote

Source: Source

•Text•Text

•Text

•Text

•Text

•Text

453

FORCES AT WORKUnit of measure

*Footnote

Source: Source

Text•Text

Text•Text

Text•Text

Text•Text

Text•Text

2 BY 2 MATRIXUnit of measure

*Footnote

Source: Source

High

Low

High Low

Text

Text

•Text •Text

•Text •Text

455

Text

Low Medium High

Tex

t

Low

Hig

h

2 BY 3 MATRIXUnit of measure

*Footnote

Source: Source

•Text •Text •Text

•Text •Text •Text

456

Tex

t

Low

Med

ium

Hig

h

Text

Low Medium High

3 BY 3 MATRIXUnit of measure

*Footnote

Source: Source

•Text •Text •Text

•Text •Text •Text

•Text •Text •Text

457

4 BY 3 MATRIXUnit of measure

*Footnote

Source: Source

Tex

t

Low

Med

ium

Hig

h

Text

1 2 3 4

•Text •Text •Text •Text

•Text •Text •Text •Text

•Text •Text •Text •Text

458

4 BY 3 MATRIXUnit of measure

*Footnote

Source: Source

Text

1 2 3 4

Tex

t

23

4•Text •Text •Text •Text

•Text •Text •Text •Text

•Text •Text •Text •Text

1

•Text •Text •Text •Text

459

STUDY OBJECTIVEUnit of measure

*Footnote

Source: Source

Text

•Text •Text •Text •Text

460

Text

Text

LEVEL 03Unit of measure

*Footnote

Source: Source

•Text

•Text

Text

•Text

461

Text

Text

Text

LEVEL 04Unit of measure

*Footnote

Source: Source

Text

•Text

•Text

•Text

•Text

462

Text

Text

Text

Text

Text

Text

Text

Text

Text

LEVEL 09Unit of measure

*Footnote

Source: Source

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

•Text

GANTT – 4 WEEK Unit of measure

*Footnote

Source: Source

Text

•Text

Text Text Text Text

•Text

•Text

Unit of measure

*Footnote

Source: Source

Text

•Text

Text Text Text Text Text

•Text

•Text

Text

Unit of measure

*Footnote

Source: Source

Text

•Text

•Text

•Text

Text Text Text Text

Text

Text Text Text Text

Text

Unit of measure

*Footnote

Source: Source

Text

•Text

•Text

•Text

Text

Text

Text

Text

TextTex

tTex

tTex

tTex

t

TextTex

tTex

tTex

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Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

• Text

• Text

• Text

Text 1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

1 2 3 4

Text

Unit of measure

*Footnote

Source:Source

Text

•Text

•Text

•Text

1 2 3 4 5 6 7 8

Text

9 10 11 12

Unit of measure

*Footnote

Source:Source

Text

• Text

• Text

• Text

1 2 3 4 5 6 7 8

Text

910

11

12 1 2 3 4 5 6 7 8

Text

910

11

12

Unit of measure

*Footnote

Source: Source

Text

•Text

•Text

•Text

Mon Tue Wed Thu Fri

TextResponsibility

Unit of measure

*Footnote

Source: Source

Text

•Text

•Text

•Text

Responsibility M T W T F

Text

M T W T F

Text

*Footnote

Source: Source

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

Unit of measure

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

*Footnote

Source: Source

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

Unit of measure

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

*Footnote

Source: Source

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source:Source

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

*Footnote

Source: Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text Text

50

40

30

20

10

Unit of measure

*Footnote

Source: Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text Text Text

50

40

30

20

10

50

40

30

20

10

Unit of measure

*Footnote

Source: Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text Text Text Text

50

40

30

20

10

50

40

30

20

10

50

40

30

20

10

Unit of measure

*Footnote

Source:Source

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Text Text Text Text Text

50

40

30

20

10

50

40

30

20

10

50

40

30

20

10

50

40

30

20

10

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure

60

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

TitleMeasure

60

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

TitleMeasure

60

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

TitleMeasure

60

50

40

30

20

10

Label 1

Label 2

Label 3

Label 4

Label 5

Label 6

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

TitleMeasure

80

70

60

50

40

30

20

10

Label

Label

Label

Label

Label

Label

Label

Label

Text

Unit of measure

EXHIBIT TITLE

*Footnote

Source: Source

Text

20

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Label 5

Text

20

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

EXHIBIT TITLE

*Footnote

Source: Source

Text

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Text

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Text

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Text

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Text

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Text

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Text

Unit of measure

EXHIBIT TITLE

*Footnote

Source: Source

TitleMeasure

20

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Label 5

TitleMeasure

20

30

40

50

60

Label 1

Label 2

Label 3

Label 4

Label 5

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure

20

30

40

50

Label 1

Label 2

Label 3

Label 4

Text

TitleMeasure

20

30

40

50

Label 1

Label 2

Label 3

Label 4

Text

TitleMeasure

20

30

40

50

Label 1

Label 2

Label 3

Label 4

Text

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure TitleMeasure

20

30

40

50

La

be

l 1

La

be

l 2

La

be

l 3

La

be

l 4

Text

TitleMeasure TitleMeasure

20

30

40

50L

ab

el 1

La

be

l 2

La

be

l 3

La

be

l 4

Text

TitleMeasure TitleMeasure

20

30

40

50

La

be

l 1

La

be

l 2

La

be

l 3

La

be

l 4

Text

TitleMeasure TitleMeasure

20

30

40

50

La

be

l 1

La

be

l 2

La

be

l 3

La

be

l 4

Text

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure

2030

4050

6070

8090

Text Text Text Text Text Text Text Text

TitleMeasure

2030

4050

6070

8090

Text Text Text Text Text Text Text Text

TitleMeasure

2030

4050

6070

8090

Text Text Text Text Text Text Text Text

TitleMeasure

2030

4050

6070

8090

Text Text Text Text Text Text Text Text

Unit of measure

Unit of measure

*Footnote

Source:Source

Title (Measure)

Title (Measure)

Title (Measure)

Title (Measure)

2030 40 50 60 70

80 90

Text Text Text Text Text Text Text Text

2030 40 50 60 70

80 90

Text Text Text Text Text Text Text Text

2030 40 50 60 70

80 90

Text Text Text Text Text Text Text Text

2030 40 50 60 70

80 90

Text Text Text Text Text Text Text Text

2030

4050

6070

8090

Text Text Text Text Text Text Text Text

Title Measure

Unit of measure

*Footnote

Source:Source

Title (Measure)

20 30 40 50 60 70

Text Text Text Text Text Text

Title (Measure)

20 30 40 50 60 70

Text Text Text Text Text Text

Title (Measure)

20 30 40 50 60 70

Text Text Text Text Text Text

Title (Measure)

2030

4050

6070

Text Text Text Text Text TextTitle (Measure)

2030

4050

6070

Text Text Text Text Text Text

Title (Measure)

20 30 40 50 60 70

Text Text Text Text Text Text

Title (Measure)

20 30 40 50 60 70

Text Text Text Text Text Text

Title (Measure)

20 30 40 50 60 70

Text Text Text Text Text Text

Title (Measure)

2030

4050

6070

Text Text Text Text Text Text

6.9 -0.2 2.3

23.943.3

98 99 00 01 02

25.932.4 28.8 27.1 21.5

98 99 00 01 02

13.8 18.3 23.415.6 15.7

98 99 00 01 02

62 6043 30 27

98 99 00 01 02

27.820.5

9.3 8.4 9.7

98 99 00 01 02

15.6 13.7 11.4 9.7 10.6

98 99 00 01 02

7.9 7.5 8.0

-5.0 -4.2

98 99 00 01 02

1.9-1.5

-4.0 -5.2 -4.7

98 99 00 01 02

93.8 98.4 96.1 87.7 85.3

98 99 00 01 02

9.9 2.5 1.8

37.0 50.4

98 99 00 01 02

6.11.5 0.8

11.2 13.6

98 99 00 01 02

0.1 0.1

3.1

1.1 1.1

98 99 00 01 02

6.9 -0.2 2.325.9

48.2

98 99 00 01 02

0.30

1.10

-0.260.30 0.04

98 99 00 01 02

0.0 0.0 0.0 0.0 0.0

98 99 00 01 02

2.0 2.02.6

1.8 1.7

98 99 00 01 02

5.512.1

18.813.7 13.5

98 99 00 01 02

ROIC TREE ANALYSISPercent

Title

Title

Title

Title Title

Title

Title

Title

Title

Title

Title Title

Title

Title

Title

Title

Title

EXHIBIT TITLE

*Footnote

Source: Source

Text

30 35 4050

60

3035

40 20

202015

1020

1020 15 10 10 10

Series

Series

Series

Series

100%=

Label 1

Label 2

Label 3

Label 4

Label 5

000 000 000 000000

Text

30 35 4050

60

3035

40 20

202015

1020

1020 15 10 10 10

Series

Series

Series

Series

100%=

Label 1

Label 2

Label 3

Label 4

Label 5

000 000 000 000000

Unit of measure

EXHIBIT TITLE

*Footnote

Source:Source

Unit of measure

30 35 4050

60

30

35

40 20

2020

15

1020

1020 15 10 10 10

Series

Series

Series

Series

100%=

Label 1

Label 2

Label 3

Label 4

Label 5

000 000 000 000000

Text

30 35 4050

60

30

35

40 20

2020

15

1020

1020 15 10 10 10

Series

Series

Series

Series

100%=

Label 1

Label 2

Label 3

Label 4

Label 5

000 000 000 000000

Text

30 35 4050

60

30

35

40 20

2020

15

1020

1020 15 10 10 10

Series

Series

Series

Series

100%=

Label 1

Label 2

Label 3

Label 4

Label 5

000 000 000 000000

Text

EXHIBIT TITLE

*Footnote

Source:Source

TitleMeasure

30 35 40 50 60 60 60 60

3035

40 2020 20 20 2020

1510 20 10 10 10 1020 15 10 10 10 10 10 10

Series

Series

Series

Series

100%=

Text

000 000 000 000000 000 000 000

Text Text Text Text Text Text Text

TitleMeasure

30 35 40 50 60 60 60 60

3035

40 2020 20 20 2020

1510 20 10 10 10 1020 15 10 10 10 10 10 10

Series

Series

Series

Series

100%=

Text

000 000 000 000000 000 000 000

Text Text Text Text Text Text Text

TitleMeasure

30 35 40 50 60 60 60 60

3035

40 2020 20 20 2020

1510 20 10 10 10 1020 15 10 10 10 10 10 10

Series

Series

Series

Series

100%=

Text

000 000 000 000000 000 000 000

Text Text Text Text Text Text Text

TitleMeasure

30 35 40 50 60 60 60 60

3035

40 2020 20 20 2020

1510 20 10 10 10 1020 15 10 10 10 10 10 10

Series

Series

Series

Series

100%=

Text

000 000 000 000000 000 000 000

Text Text Text Text Text Text Text

Unit of measure

Unit of measure

*Footnote

Source: Source

TitleMeasure

45

20

15

10

10

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

45

20

15

10

10

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

Unit of measure

*Footnote

Source:Source

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Unit of measure

*Footnote

Source:Source

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

45

20

15

1010

Label 1

Label 2

Label 3

Label 4

Label 5

100% = xxxx

TitleMeasure

Unit of measure

*Footnote

Source: Source

TitleMeasure

120 130165 175 180

245267

250278

298

89

230

0

50

100

150

200

250

300

350

1990 91 92 93 94 1995

TitleMeasure

120 130165 175 180

245267

250278

298

89

230

0

50

100

150

200

250

300

350

1990 91 92 93 94 1995

Unit of measure

*Footnote

Source:Source

120 130

165 175 180

245267

250278

298

89

230

0

50

100

150

200

250

300

350

1990 91 92 93 94 1995

TitleMeasure

120 130

165 175 180

245267

250278

298

89

230

0

50

100

150

200

250

300

350

1990 91 92 93 94 1995

TitleMeasure

120 130

165 175 180

245267

250278

298

89

230

0

50

100

150

200

250

300

350

1990 91 92 93 94 1995

TitleMeasure

Unit of measure

*Footnote

Source:Source

TitleMeasure

120 130165 175 180 195

220

245267 250

278 298 300325

89

230

050

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

220

245267 250

278 298 300325

89

230

050

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

220

245267 250

278 298 300325

89

230

050

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

220

245267 250

278 298 300325

89

230

050

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

Unit of measure

*Footnote

Source:Source

TitleMeasure

120 130165 175 180 195

220

245267 250

278 298 300325

89

230

050

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

Text

TitleMeasure

120 130165 175 180 195

220

245267 250

278 298 300325

89

230

050

100150200250300350

1990 1991 1992 1993 1994 1995 1996 1997

Unit of measure

*Footnote

Source:Source

TitleMeasure

120 130165 175 180 195 220

245 267 250 278 298 300 325

89

230

0

100

200

300

400

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195 220

245 267 250 278 298 300 325

89

230

0

100

200

300

400

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195 220

245 267 250 278 298 300 325

89

230

0

100

200

300

400

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

220

245267 250

278298 300

325

89

230

0

50

100

150

200

250

300

350

1990 1991 1992 1993 1994 1995 1996 1997

Unit of measure

*Footnote

Source:Source

Title (Measure)

165 175 180 195 220

245 267 250 278 298 300 325

13012089

230

0100200300400

1990 1991 1992 1993 1994 1995 1996 1997

TitleMeasure

120 130165 175 180 195

220

245267 250

278298 300

325

89

230

0

50

100

150

200

250

300

350

1990 1991 1992 1993 1994 1995 1996 1997

Title (Measure)

165 175 180 195 220

245 267 250 278 298 300 325

13012089

230

0100200300400

1990 1991 1992 1993 1994 1995 1996 1997

Title (Measure)

165 175 180 195 220

245 267 250 278 298 300 325

13012089

230

0100200300400

1990 1991 1992 1993 1994 1995 1996 1997

Title (Measure)

165 175 180 195 220

245 267 250 278 298 300 325

13012089

230

0100200300400

1990 1991 1992 1993 1994 1995 1996 1997

STICKER AND OTHERS

EXAMPLE

ESTIMATE

PROPOSED

CONCEPTUAL

PRELIMINARY

ROUGH ESTIMATE

TO BE COMPLETED

ONLY FOR DISCUSSION

WORK IN PROGRESS

BACK UP REVISED

TENTATIVE

HYPOTHESIS

ILLUSTRATIVE

CONFIDENTIAL

VERY PRELIMINARY

STICKER AUTOMAKER

EXAMPLE

ESTIMATE

PROPOSED CONCEPTUAL

PRELIMINARY

ROUGH ESTIMATE

TO BE COMPLETED

ONLY FOR DISCUSSION

WORK IN PROGRESS

BACK UP REVISED

TENTATIVE HYPOTHESIS

ILLUSTRATIVE

CONFIDENTIAL

VERY PRELIMINARY

HighMediumLow

STICKER AND OTHERS

Text Text

Text

MAPS

APPENDIX

END OF DOC