S Y N C H R O N I Z E D

ROI that refreshesPepsi bottler documents payback with Wonderware solution.

Page 9

savings and safetyThe Thames Valley Police get bottom-line results with IOM solutions.

Page 17

mobile managementWith an expanded relationship with Shell, our IntelaTrac solution helps field operators do their jobs well and save money.

Page 20

Vision and strategic direction reflect excellence by design. Page 4

THE IOM blueprint

I N F O R M A T I O N A B O U T I N V E N S Y S O P E R A T I O N S M A N A G E M E N T DEC. 2009 • VOL. 1 NO. 5

perspective

2 l s u c c e s s

S OUR STRATEGIC DIRECTION and vision begin to take shape, it’s important for us to operate on a unified front for

one common goal and tap into the skill set of our diverse team. There is a vast amount of in-depth expertise on our solutions and the industry as a whole. This is a huge opportunity for us, and my challenge to the team is to connect with colleagues outside of your region and solve business problems in a collaborative, inclusive fashion. I will be devising a plan with my executive leadership team to further ensure that we better leverage our organization’s expertise and capabilities. By tapping into our pool of resources around the world, we improve our ability to compete globally.

In this issue of synchronized success, you’ll find out more about new programs to support and retain in-house talent such as PALM and iGrow. We’re also fortunate to have three new leaders in the regions that are bringing forth innovative ideas and energy to grow the business. Ravi Gopinath is the regional president for Asia Pacific. He joined us in August and has a Ph.D. in advanced process control

Recently, I traveled to a number of Invensys sites to meet employees and to talk with some of our key clients in those regions. Visits to China, Brazil, India, United Arab Emirates and Saudi Arabia were all very eye-opening. I returned home exceptionally impressed with the teams, talent and skills we have across IOM.

A clear vision for the future

and has patents in this area. Ravi started his career with TCS and spent several years there before becoming the CEO of Geometric, which is in the engineering space. And in the EURA region, we have Teemu Tunkelo who has a tremendous industry background. He spent several years at ABB and understands power, control and software. Teemu also previously worked at some very well-known software companies including Compaq, Siemens and Nokia. I hope you will have an opportunity to meet and interact with Teemu, Ravi and Saher Cherif, region president in the Middle East. Saher was working as our vice president and managing director for Saudi Arabia/Bahrain, and brings more than 15 years of experience in management roles and has an excellent knowledge of structures, processes and best practices. He has previously held leadership roles with GE, Phillips, and Kodak. Teemu and Ravi share their perspective in this issue, and Saher will do so in the next issue.

Most importantly, this issue also features valuable information regarding our strategic direction and portfolio roadmap. The Portfolio & Strategy team has been

working for the past three to four months to outline a clear path to achieving our vision of being the unprecedented leader in the marketplace. The information presented here is an overview that will help you become more familiar with the strategic aspects on how we will compete in the market and what we are developing. The Strategic Action Plan (STRAP) will be reviewed by the Board of Directors, and we will share that information with you soon.

As 2009 draws to a close and we look ahead to 2010, I want to reassure you that we are beginning to reap the benefits of this newly integrated organization. We must use innovation, which is one of our core Invensys values, to gain maximum leverage from the integration. A new tool, Innovation Avenue, is now available on the IOM TODAY intranet for all employees to participate in “innovation campaigns” that captures great ideas from the team. This is one part of our continuous effort to keep innovation top of mind at IOM. I hope you are beginning to see the big picture and recognize that we have what it takes to empower the people and truly unlock the potential of our customers. – Sudipta

Global Communications publishes synchronized success

magazine for the team members of Invensys Operations

Management. We welcome feedback from our readers

by email at integration.info@invensys.com or mail to

Invensys – Global Communications – Success Editor,

5601 Granite Parkway III, Suite 1000, Plano, Texas 75024.

All correspondence must include your name,

department, region and phone number. Letters to

the editor may be edited for clarity and length.

successS Y N C H R O N I Z E D

2I

I9

inside

s u c c e s s l 3

I6Communicating our valuesWe’re all working together to bring our new brand to life.

Excellence by designThe new Roadmap and Strategic Plan will be the foundation for the future of Invensys Operations Management.

An eventful fallCheck out our great showings at:

OpsManage Page 6

NACC Page 7

PALM kick off Page 14

Building a CI cultureTeamwork and Continuous Improvement boost productivity at our Reynosa plant.

Determination leads to BASF winA coordinated effort pays off big for the IOM Mobile Solutions team.

4 l s u c c e s s

vision

jA time of transition

The new vision and strategic direction

for IOM have been developed to address

these driving forces that will challenge our

customers:

Creating the vision

With this is in mind, the vision and

strategic direction was developed

to achieve sustainable, profitable

growth at IOM and better meet our

customers’ business needs.

Two over-arching themes

emerged during the strategic

planning process:

l Invensys must shift the value

proposition to being a provider

of business value solutions. This

will distinguish IOM from the

competition by providing platform

and applications that can connect

the management organization

to the plant floor in real time. It

also offers an open architecture

that gives customers a choice

and protects their investments,

and maximizes an ecosystem

of partners for sales and

delivery that extends IOM’s

reach into hybrid industries and

new geographies. This value

proposition must be supported

THE IOM blueprint

UST AS AN ARCHITECT brings an idea to life by drawing a blueprint,

Invensys Operations Management has outlined a detailed design for

success. The new Portfolio Roadmap and Strategic Action Plan (STRAP)

that is currently in development will be the foundation for the future of the

division. Right now, in this tough economic climate, the integration of four

Invensys businesses will lead to synergies for customers and unlock many

cross-portfolio opportunities. The following is an overview of the IOM vision

and strategic direction that will help guide the organization to become

the unquestioned leader in our chosen markets.

Understanding

challenges

The first step was to review

current research and work

with customers to understand

worldwide market trends from

their perspective. After analyzing

this data, it was clear that

companies are facing a critical

time of transition. A number of

driving forces that will cause

disruptions to our customers’

businesses over the next five to

10 years were identified.

Understanding these

challenges and delivering

compelling solutions that match

customer needs is the goal of the

strategic direction.

Transitioning

FROM TO

Replacing Empowering

people people

Process Product

management management

Transactional Real-time

business business

Island Holistic

perspective perspective

Rigid/fixed Agile

operations

Designing excellence

To realize the vision, IOM also

defined four layers of excellence

that the division must execute to

be successful in the marketplace.

IOM will deliver business value to

our customers through:

Moving forward

What began as a realignment of the

businesses has become a unique differentiator

that will help IOM become recognized as the

unquestioned leader in our core markets.

Talk to your team leader about the vision

and strategic direction and ask those tough

questions about how the IOM integration will

deliver unprecedented success.

Pages 23 and 24, the back pages of this

issue, feature a graphic illustration of the

“IOM Blueprint for Success” that you may

keep and display in your work area or use in

your discussion with clients and customers.

Together, we can build on the excellent

heritage of our products and solutions and see

the IOM vision become a reality.

s u c c e s s l 5

Creating the vision

With this is in mind, the vision and

strategic direction was developed

to achieve sustainable, profitable

growth at IOM and better meet our

customers’ business needs.

Two over-arching themes

emerged during the strategic

planning process:

l Invensys must shift the value

proposition to being a provider

of business value solutions. This

will distinguish IOM from the

competition by providing platform

and applications that can connect

the management organization

to the plant floor in real time. It

also offers an open architecture

that gives customers a choice

and protects their investments,

and maximizes an ecosystem

of partners for sales and

delivery that extends IOM’s

reach into hybrid industries and

new geographies. This value

proposition must be supported

“The solutions we offer as

a combined

organization

are much more holistic and

complete than what our competitors

bring to the

table.”– SUDIPTA BHATTACHARYA

Invensys Operations Management will provide the expertise and technology to drive measureable, optimal business value from industrial operations by:l Creating collaborative and empowered cultures for our customers

l Helping our customers operate their business in real timel Enabling customers to maximize their enterprise operational profitability

by a portfolio roadmap that addresses

the business needs, is on trend with the

latest technology and allows for new

development. Additionally, the sales and

consulting structure within IOM must to

support this transition to business value

solutions.

l Invensys must improve growth

and profitability by managing the

revenue mix and leveraging growth

in the marketplace. This can also be

accomplished by focusing on sales across

the breadth of our portfolio, winning

large, high-value pursuits, and investing

in the highest margin business for IOM,

advanced applications. Growth and

profitability will also be improved with

better operations effectiveness and cost

structures at IOM.

Together these elements will combine

to position IOM as the leading provider

of real-time solutions for business

optimization and intelligence and

expand the customer conversation

from “process control” to

include “profit control.”

Environmental

excellence

Productivity

excellence

Asset excellence

Control/safety

excellence

Sustaining/improving

environmental impact

existing resources

from industrial assets

Sustaining/improving

plant safety while

6 l s u c c e s s

sustainability

Enabling sustainable success: OpsManage’09

HIS YEAR, the popular event that was WonderWorld expanded to become OpsManage’09, the premier industry conference for the entire spectrum of operations management opportunities and solutions.t

And the winners are…Winners of the 2009 Wonderware Open competition were announced at the North America conference. Entrants were judged by industry experts, analysts, editors and the IOM executive team. Criteria included product quality, productivity, ROI, energy savings, customer responsiveness and faster time to market.

“Best Industry Solution” Pepsi Bottling Ventures

“Best Manufacturing Execution System Application” Johnson & Johnson

“Best Enterprise Manufacturing Intelligence Application” Campbell Soup

“Best Mobile Solution” OxyChem Taft

“Best HMI/SCADA”China Ministry of Railways

– NameTITLE

More than 700 attendees from nearly 200 companies gathered in Anaheim, Calif., for three value-packed days in early November in the kick-off event for OpsManage’09. This year’s theme “Empowering Sustainable Success,” covered two important dimensions— protecting the environment and ensuring long-term business success.

Anaheim attendees experienced more than 100 sessions, plus hands-on labs, product and industry theatres and free technical training classes. Additionally, the conference featured keynote addresses from Sudipta Bhattacharya and Rashesh Mody, senior vice president of Portfolio and Strategy. They addressed the IOM vision, strategic direction and portfolio roadmap.

“The manufacturing market is undergoing fundamental changes,” said Bhattacharya in his presentation at the general session. “At IOM, we must help our clients and customers solve complex business problems and capture the intelligence and expertise of their people. That’s why ‘empower the people’ has taken on new meaning for us.”

Important IOM announcements and previews, as well as networking in the expo center and customer meetings promoted an engaging atmosphere.

“This event was a great rallying point for IOM,” said Mark Davidson, vice president of Global Marketing. “Partners, customers and employees responded favorably to the combined conference, and are starting to see how integration expands our capabilities and offerings to be a competitive leader in the marketplace.”

One of those positive responses came from attendee Ann Croom, president of InSource, an ecosystem partner.

“The benefits of the vision and strategy are exciting,” said Croom. “In this economy with concerns about downsizing, I think they (IOM) have laid out a compelling plan that is motivating for customers and employees. At InSource, we are looking for growth and profitability as well, and the IOM Roadmap will help us do that.”

Successful OpsManage’09 conferences to support the IOM regions were also held in Shanghai, China; Seoul, Republic of Korea; Pilar, Argentina; Paris, France; and Mumbai, India.

Content from the North America conference is a valuable resource that can be used for customer presentations and internal training throughout the year. Presentations from the event can be downloaded on IOM TODAY.

sustainability

Setting the standardNorth America Client Conference focuses on sustainable business performance

EARLY 600 CLIENTS, press, vendors and IOM attendees met in Houston to discuss the latest ways to create long-term value in the face of economic turmoil, regulations and competitive forces.

that he could sense the momentum of the organization’s transformation at the conference.

“I like how the company is tying its efforts together instead of operating in silos,” he said. “The direction appears to be true solutions management, and that’s going to be even more important as we are challenged with cyber-security and energy management. I see some new faces in the company and that should increase thought leadership and more forward thinking.”

nThe latest IOM products and

solutions along with networking and educational sessions were the highlights of the 2009 North American Client Conference (NACC) held September 20-24 in Houston.

Attendance increased significantly this year, perhaps indicating the relevance of the theme, “Achieving Sustainable Performance.” In his opening remarks, IOM North America President Steve Blair explained, “Achieving sustainable performance is not about accomplishing a single goal, but delivering consistency and follow-through day after day,” he said. “That keeps you and your business responsible, safe and profitable. The real prize is delivering actionable information that will drive better decisions at every level of the organization.”

Sessions included demonstrations of new releases and integrated systems, presentations on best practices and operational excellence, brand updates on Avantis®, Foxboro®, InFusion™, SimSci-Esscor™ and Triconex®, and training courses. Technology on display ranged from new cybersecurity and control-in-the-field offerings to an immersive, three-dimensional virtual reality simulator and the latest version of Avantis.PRO enterprise asset management software.

Jack Peterson, senior project manager from Southern California Edison, an IOM customer, said

– Steve Blair PRESIDENT, NORTH AMERICA

Sustainable performance is achievable for those who lead. And we choose to lead.

Lifesaver“Miracle on the Hudson” pilot cites teamwork, training in saving lives

Jeff Skiles, co-pilot of US Airways flight 1549, was a keynote speaker at the NACC. He said in his remarks that a lifetime of training

and standardized procedures were the keys to an emergency landing on the Hudson River after losing both engines at 3,200 feet last January. The world watched as all passengers deplaned and were safely evacuated.

“Faced with a challenging situation, several hundred people banded together and did their jobs,” he told NACC participants. “It speaks to the incredible power of what people can accomplish when they work together to accomplish a common goal.”

He related the experience and the lessons learned to how organizations can use teamwork—and innovative solutions such as those from IOM— to improve safety, efficiency and sustainability.

s u c c e s s l 7

8 l s u c c e s s

leadership

New region presidents in APAC and EURA bring diverse backgrounds and fresh perspectives

Ravi Gopinath, region president for Asia Pacific (APAC), holds a Ph.D. in Advanced Process Control and two patents in the field of process control, arising during a research role with Honeywell in the U.S. He started his career with Tata Consultancy Services (TCS) and later became the CEO of Geometric Ltd, a recognized PLM systems integrator and global engineering services provider. Gopinath works out of the IOM Singapore office.

Teemu Tunkelo, region president for Europe/Russia/Africa (EURA), brings a strong background in a variety of software and systems integration roles for top-tier companies including Nokia, Compaq, Siemens and most recently, ABB. Tunkelo is based in the Crawley U.K. office.

Recently, these new leaders shared their initial thoughts on joining IOM and how they see the organization’s vision taking shape in their region.

SS: What is your first impression of the IOM organization?

Ravi: IOM is an organization in the midst of a very exciting transition in an extremely challenging business environment. We have a tremendous opportunity to reposition ourselves and change the game in our business. This opportunity is founded on the installed base and brand equity of our products, the sheer engineering talent of our people and the differentiated value proposition of IOM.

SS: What is the greatest opportunity for the Asia Pacific region?

Ravi: The Asia Pacific region is clearly leading global economic recovery and as this process hopefully continues, we have a great opportunity to hit the market with a significantly enhanced and integrated portfolio. The other opportunity I see is the significant amount of business synergy country to country in the region. This allows us to develop a diversified strategy to manage risk by focusing on different industry verticals and different portfolios in various markets.

SS: Teemu, how will you measure success in your region?

Teemu: IOM EURA will be successful when it can demonstrate profitable growth, cost management and risk management that secures a healthy business. This means increasing market share for Eurotherm, Wonderware, Foxboro and Triconex products, as well as the service and system businesses we run.

SS: And what challenges do you see?

Teemu: We need to understand where we want to win and make sure we do it with proper preparations. At this stage, it is more important to decide what we do not do, rather than what we will do. We have the unique opportunity to seize the moment and invest in our traditional core businesses. Our competition in EURA is weak and focusing on non-automation segments of the market. We are the sole major player focusing only on automation products, software and systems businesses. We need to concentrate our marketing efforts to win mind share among customers as the leading European automation vendor with proven products in software, DCS and safety with an experienced team providing services related to them.

SS: Ravi, what do you admire most about today’s best business leaders?

Ravi: I am fascinated by the careers and achievements of business leaders and try to draw lessons from them. A common theme I have seen in the careers of most of them is the ability to identify an idea very early, commit investment to it, mobilize and empower the talent needed to execute the strategy, and lead through example.

SS: How about you, Teemu? How do you define leadership and your style?

Teemu: It is important to lead a business with “smile and speed.” Smile means the way we work, the culture and the strategy, or how we, as employees, view IOM and how customers view IOM. Speed is the operating structure and metrics we use to measure our performance. I think we are pretty good in speed but need to improve our smile. I am a Finn who has grown to be European. I enjoy being a leader or participating as a member of a strong team. Overall, I treat people in the same way as I want to be treated and I’m looking forward to meeting more IOM people.

Ravi Gopinath, President, APAC

Breaking new ground

Note: Watch for the next synchronized success with a perspective from Middle East region president, Saher Cherif.

Teemu Tunkelo, President, EURA

success

s u c c e s s l 9

OUTDATED TECHNOLOGY and a combination of new and old plant machinery led Pepsi Bottling Ventures (PBV) to send a message to Invensys for help.

PBV’s plant was equipped with a homegrown data collection system that required operators to track and record downtime manually, leading to inconsistent decision making and an inability to track trends accurately over time. Additionally, the new and old machinery, waste and downtime were pressing concerns.

PBV called Invensys to help them make their vision of a new performance

management and downtime tracking system a reality. But they also needed to quantify return on investment.

IOM got the message loud and clear and developed a custom solution to improve changeovers by up to 45 minutes and increased efficiency on PBV’s filler line by 10 percent. The company now gets accurate, real-time and historical data so management can track trends, plan for proactive maintenance and sustain their Continuous Improve-ment program.

“With more detailed data, we are able to justify the cost to upgrade projects,” explained Chris Bacon, Production Manager for Pepsi Bottling Ventures. “We’re able to prove the need for more capital investment.”

Just like a refreshing Pepsi, adding Wonderware software to the PBV operation provided immediate positive results. But it will also contribute to long-lasting performance improvements and verifiable return on investment. In fact, total payback to PBV for this investment took less than one year.

Message in a bottle Pepsi® bottling plant decreases downtime and increases efficiency

– Chris BaconPRODUCTION MANAGER, PEPSI BOTTLING VENTURES OF IDAHO

With more

detailed data, we are

able to cost-justify

upgrade projects.

We’re able to prove

the need for more

capital investment.

Projected ActualInvestment $85,000 $76,219Annualized Payback $67,334 $78,548Payback Time 1.25 years .97 years

After seeing the improvements in filler line performance, PBV used Wonderware software data to conduct this analysis.

• Wonderware System Platform

• Wonderware Performance Software

• Wonderware ActiveFactory™Software

• Wonderware Historian Software

Wonderware Solution

Based in Nampa, Idaho, Pepsi Bottling Ventures (PBV) manufactures and distributes more than 100 different flavors and beverage brands and is the third largest manufacturer and distributor of Pepsi-Cola products in North America. PBV was also named winner of “Best Industry Solution” in the Wonderware Open competition for 2009.

innovation

10 l s u c c e s s

NDUSTRY TRAILBLAZER, MATT BAUER joined IOM this year to lead the IOM partner ecosystem, a collaborative approach to delivering innovative, real-time solutions to customers through a network of partners. Bauer’s perspective on the ecosystem was featured recently in an article for PRIME magazine. An excerpt follows.

New growth The IOM ecosystem

Innovative, integrated and invaluable – these words describe today’s most successful partner ecosystems. They also reflect a philosophy adopted by a number of respected, highly successful technology companies that have flourished by uniquely leveraging a network of solution providers. Partner-based go-to-market strategies have been around for years, but the term “ecosystem” emerged in the early 90s. Coined by James

Moore in a 1993 Harvard Business Review article, he suggested that the interactions of some economic communities were similar to biological ecosystems.

An ecosystem strategy embraces a highly collaborative, interdependent view of partnerships. Solution consistency and reliability, service availability, increased choice and innovation create value for customers, as well as competitive differentiation for providers. As customer needs evolve, so too must the organizations that serve them, and a traditional partner hierarchy is simply less effective at producing configurable, customer-specific end-

Our goal is to map a more far-reaching, comprehensive and interlaced partner ecosystem that will introduce a game-changing level of innovation, quality and capability in operations management solutions.

— Matt Bauer VICE PRESIDENT, IOM ECOSYSTEM

“glocal capability” = global reach, local presence

to-end solutions. Just look at Cisco Systems, often

cited as the classic case study of a well-executed ecosystem strategy. Over almost two decades, Cisco’s far-reaching ecosystem has thrived by delivering compelling customer solutions with lower total cost of ownership, blending key technologies to provide broader, inventive enterprise-class solutions. Leveraging ecosystem concepts such as partner-to-partner collaboration, shared processes and shared intellectual property allowed Cisco to tap the “power in numbers.” The result is a brand synonymous with reliability, interoperability, customer choice and solution diversity.

At Invensys Operations Management, we believe that the global industrial automation market can be well served by adopting this forward-looking view of a collaborative partner network. Our markets have long been characterized by the fundamental components of

s u c c e s s l 11

an ecosystem: suppliers, distributors and complementary service and product providers. However, we have not seen a concerted effort by any automation vendors to evolve those relationships to the level other types of technology providers, such as Cisco, have been able to achieve. Our goal is to map a more far-reaching, comprehensive and interlaced partner ecosystem that will introduce a game-changing level of innovation, quality and capability in operations management solutions.

Invensys has already taken one of the most important steps by establishing a team dedicated to articulating and executing the plan for a true business ecosystem built around the industry’s only open automation and information platform, ArchestrA®. While the focus of this effort rests with my team, our vision touches every aspect of operations, from portfolio strategy to service delivery and support. Our ability to address customers’ operational and infrastructure requirements throughout the entire operational lifecycle is predicated on unprecedented collaboration with suppliers, distributors and technology or service providers.

The business ecosystem concept is both timely and appropriate for the economic transformation that is taking place all around us. We are experiencing a historic evolution from an industrial society to an information-based society.

Sharing information and synchronizing operations are no longer just the tools of our trade. They are the keys to envisioning a new approach to delivering customer value in which multiple partners collaborate to solve the next generation of business challenges.

tMutually beneficial Advantages of the Ecosystem Partner Network

HE ESSENCE of the ecosystem strategy is the ability to leverage more resources. With indirect, you employ the brains, money, talent and bandwidth of a significantly larger team. The number of transactions is increased, plus innovation occurs more rapidly and

more frequently in a healthy ecosystem.

A partner network is also a proven way to achieve “glocal” capability – global reach, local presence. A collaborative ecosystem creates a stronger competitive position. Substantial persuasion is brought to bear when many market players are familiar with and recommending our solutions, extending the capabilities of our staff and working with us to grow revenue and earnings.

bioMatt Bauer

Matt Bauer, vice president, Ecosystem, has more than 20 years experience in software and technology services industries. In his current role, he is responsible for global programs and policies as they apply to all indirect channels and partners.

Bauer’s background includes senior financial and marketing positions with General Electric, Systems & Computer Technology, Assessment Systems Inc., and Interwave Technologies, which was acquired by Rockwell Automation.

At Rockwell Software, Bauer served as director of Commercial Marketing to strategize information software and solutions for channel and direct sales. He holds summa cum laude Bachelor of Science degrees in both marketing and finance from the University of Maryland and is a graduate of the General Electric Financial Management Program. Bauer also served as chair of the Manufac- turing Enterprise Solution Association (MESA) for two years.

energy

12 l s u c c e s s

Trading up

OR MOST CUSTOMERS, the thought of a major upgrade stirs up overwhelming visions of shutting down their plants for weeks or months to tear out old systems and install new ones. Not so with this solution from IOM.

Like many power generation plants, the Salt River Project’s (SRP) Coronado Generating Station in St. Johns, AZ needed to implement technology improvements to meet the latest Environmental Protection Agency (EPA) requirements for emissions control.

The SRP team assumed that they would need to purchase new distributed control system (DCS) equipment as well as retrofit or replace their existing, obsolete Honeywell control system components in two units.

In response, the team at the Houston Strategic Sales Center formulated a solution that offered clear short-term benefits, low- project risk and significant long-term cost savings. Additionally, the IOM system would allow SRP to implement new technology, not just simply add parts to their aging platform. SRP saw the benefits of this solution and awarded the project to IOM.

A key factor contributing to this win was the ability to leverage IOM’s unique, plug-in migration strategy that facilitates the replacement of out-of-date components from other manufacturers with new Foxboro DCS equipment. These I/O modules are manufactured to fit as replacements in almost any of the mainstream systems in the marketplace today.

Other benefits that helped secure the win include:

l Quick start up – Savings of up to $4 million per unit over traditional migration approaches.

l Superior parts availability – SRP would be able to share spare parts with a nearby plant.

l Low risk – Plugging I/O cards into an existing cabinet takes minutes, not days or weeks.

l Full warranty – IOM guarantees the system for both new components and retained equipment.

l Efficiency – The customer would get new technology rather than add more parts to an old platform.

Another integral part of the IOM solution is the SimSci-Esscor Operator Training Simulator (OTS). This OTS is recognized by

fWith the IOM solution, the Salt River Project (SRP) Coronado Generating Station will provide electricity to nearly one million Phoenix customers – efficiently, reliably and safely. SRP is the third-largest power utility company in the United States.

the industry as a leading tool to support detailed controls checkout and improve operator effectiveness. It reduces plant trips and shutdowns during startup and provides about 12 days of extra power production. Its reasonable cost provides immediate savings and quick payback and will continue to supply benefits throughout the life of the system. One advantage is that the OTS stores operators’ information so that it is not lost when operators retire or leave the plant.

The project was awarded this year, and IOM was the winner over incumbent Honeywell Process Systems. SRP stated their decision was based on the IOM team’s industry application experience along with the significant cost, risk and downtime savings from the plug-in migration solution. Adding to the victory, SRP also awarded IOM the $1.1 million OTS contract.

Paul Gunther, CSE; Graham Bennett, TSC; Stephen Golemme, and the Houston Strategic Sales Center Team contributed to this successful project win.

Innovative migration solution saves downtime and expense

SRP chose IOM because of the team’s industry application experience plus the significant cost, risk and downtime savings from the plug-in migration solution.

The plant in Maisons-Alfort produces technologically advanced sterile syringes and injectables. Eurotherm provided all design, engineering, manufacturing, supply and commissioning of the system, which incorporates the Wonderware® System Platform connected to Eurotherm processors and modules.

This combination has given Sanofi-Aventis a cost effective, yet extremely secure environment. With the solution, the company has brought production in-house and can better meet strict regulatory requirements for quality, traceability and protection against counterfeiting.

Also in France, Glaxo SmithKline

Beecham (GSK) in Mayenne has chosen a Eurotherm EMS solution. In this win, GSK actually reopened their bid process to Eurotherm France because of the success of an installation at another GSK plant. The team beat the competition and is providing the complete EMS from design through commissioning. The

system will help shorten research and development time for GSK’s medicines and vaccines at this location, which is dedicated to innovative therapies for cardiovascular diseases.

In both wins, the Eurotherm’s store and forward capability was critical. It ensures the security of manufacturing data by archiving it in the event of a communications failure and then forwarding it to the server when the outage is resolved. With increasingly stringent regulations being placed on pharmaceutical producers worldwide, these customers are turning to Eurotherm to help ensure the safety, security and compliance of their processes.

“We are excited about the phenomenal success we’ve had over the past year with the store and forward solution,” said Bob Postlethwaite, marketing director. “With two of the top five pharmaceutical companies in the world on board, we see awesome potential for new business.”

efficiency

s u c c e s s l 13

Progress reportEurotherm solution for Corus brings measureable improvements

EUROTHERM worked with furnace manufacturer Fives Stein to support global metal manufacturer and distributor Corus. The project was to rebuild the main blast furnace and control system in its Port Talbot, United Kingdom plant. The project goals in 2007 were to increase energy efficiency and reduce emissions at the plant. Since then, impressive metrics have been collected to quantify the positive results of the new system:

l Throughput – Up by 70 metric tons/hour (78 U.S. tons/hour)

l Production of hot rolled coil – Increased by 1 million metric tons/year (1.1 million U.S. tons/year)

l Energy consumption – 20 percent reduction

l CO2 emissions – Reduced in direct proportion to lower energy usage

l NOx emissions – Dropped to 40 parts per million

The Eurotherm control system can also be credited for the plant’s reduction in maintenance. Because Corus can monitor and identify potential problems earlier, the facility has experienced less downtime and is saving money on equipment repairs.

Potent strength

Wonderware and Eurotherm solutions deliver powerful productivity for pharma customers

SANOFI-AVENTIS, a global pharmaceuticals company, revamped its Maisons-Alfort site in France with a completely new environmental monitoring system (EMS).

14 l s u c c e s s

community

Making a difference Top 10 finish for Invensys KazakhLogic games, puzzles, GPS orienteering, boating and an obstacle course were the components of this year’s BG Energy Challenge in the Kokshetau National Park in Zerendy, Kazakhstan. The team from Invensys placed ninth and beat 145 other competitors from a wide range of companies to raise money for the Society of Disabled Children in Astana, the capital of Kazakhstan.

Celebrating success: (from left) Mukhtar Bulegenov, Dias Sholanov, Nurken Tuktibayev, Maxat Kerimbayev, Aidar Sadyrov.

IOM Houston races for the cure A group of IOM employees from the

Houston office stepped up to raise money and increase awareness in the fight against breast cancer in the Susan G. Komen Race for the Cure® in October. The Invensys team participated in the 5K run and fitness walk. Susan G. Komen for the Cure® is the global leader of the breast cancer awareness movement and has the world’s largest grassroots network of survivors and activists working together to save lives.

Smiles at the finish line: (from left) Janet Pyle, Rose Miller, Amy Hollingsworth and Belinda Bradberry. Not pictured are Jonna Bohachek, Susan Dempsey, Talva Hill and Carolina Yepes.

PALM Participantsi-Expand (Sponsored by Tony Ho and Marc Jungnickel)

Brian Chan Sales ASEAN Harpreet Gulati Simulation USA Raul Zepeda Client Executive USA Maryanne Steidinger Product Marketing USA Mark Siebenaller Global Campaigns UK Mike Teller Delivery UK

i-Experience (Sponsored by Rashesh Mody and Pierre-Francois Coissac)

Julio Takai Sales Brazil Tina Connolly Customer Support USA Rajeev Roy Special Projects ME Cheng Joo Wu Supply Chain APAC Alexei Tsaregorodtsev Finance Russia Sherie Ng Marketing APAC

i-Create (Sponsored by Andrew McCloskey and Saher Cherif)

Gerry Snowden Sales USA Deomenico Trotta Sales Mexico David Nichamoff SW/QA USA Kevin Shaw Product Programs UK

i-Stage (Sponsored by Chuck Reinighaus)

Andy Nguyen HW Development USA Craig Lewis DOE CM UK Mark Levell Finance Canada Andrea Lanzavecchia Supply Chain Italy Serge Borg Business Planning UK Lito Ramos Proposals UAE

LEADERSHIP DEvELOPMENT for top talent at Invensys is taking a new direction with the first Program for Action Learning and Mentoring (PALM). The vision behind PALM is to provide a team of high-performing individuals with relevant, challenging assignments and partner them with a mentor for support and career advice. The first class of 22 participants from around the world came to Plano, Texas, to launch the program in October. The kickoff meeting featured executive guest speakers such as Sudipta Bhattacharya, president and CEO, and Keri Jolly, senior vice president of HR, and the Afterburners, a group of former military fighter pilots who presented a workshop on flawless execution. “The PALM initiative and its projects are aligned with the IOM strategy and the results will help advance us as a leader in the marketplace,” said Jolly. “Those selected to participate in the program will develop and grow their career at Invensys through challenging learning experiences.” The mentoring aspect includes

22 IOM leaders who will partner one on one with a PALM participant to coach and assist them with career development and offer support. “PALM is a fast-paced, high-energy program that will keep all participants focused and engaged with their projects,” said participant Andy Nguyen, from Development. Jolly added that she wants PALM to be a ground-breaking program and hopes that the participants will benefit from the experience. “We’ve asked them to be champions for change, to be leaders in their role and to find ways to create excellence in their execution,” Jolly said.

PALM projects for 2010 include:

• i-Expand (growing business with current clients)

• i-Experience (improving the overall IOM customer experience)

• i-Create (stimulating development of new advanced applications)

• i-Stage (quantifying cost structures and best practices in system staging areas)

First class diversityInaugural group of PALM participants meet in Texas

talent

talent

Take it to the next level

iGrowmy career

Safety first IOM HAS SCORED another important victory for a functional safety project in EURA. Galp Energia, owner and operator of Sines Refinery in Portugal, chose IOM for its safety initiative program. The goal of the project is to perform an extensive assessment, analysis and plan that will result in the refinery’s compliance with International Safety Standard IEC 61511.

Key factors for Galp Energia’s decision were a strong client relationship coupled with the knowledge demonstrated by TÜV Accredited Functional Safety Expert, Pasquale Fanelli. The win is evidence of IOM’s talent and industry expertise, as Honeywell has supplied most of the safety systems for this refinery in the past.

Congratulations to Pasquale and the IOM team on this win.

iGrow–my career program launches to boost talent management

THE PEOPLE of Invensys are its greatest asset. And to support and retain top talent, a new professional development program has launched, iGrow–my career. iGrow is an online portal that allow employees to log in, create an account and track their progress and efforts toward career goals and improving their skill set. Brent Mattson, vice president of Learning and Development, and his team designed the resource to help all employees:

• discover and define career aspirations

• assess career options within Invensys, and

• develop a comprehensive system of support to stay on track.

“This tool is an excellent resource for employees who are serious about their career at Invensys and willing to take responsibility to develop it,” said Mattson. “We want all employees to be skilled and ready when faced with a great opportunity to advance within Invensys.”

The portal is organized into a four step process:

• Step 1- Look Ahead: Where could I be? Identify a set of career goals and assess the reality of those goals by engaging others in the process.

• Step 2- Assess Yourself: Where am I now? Assess your skills, interests and talents, and then identify and prioritize your development goals.

• Step 3- Explore Options: How do I get there? Identify experiences that will enrich your future job readiness, engage others who are invested in your career development, and identify next steps to achieve your goals.

• Step 4- Take Action: How am I doing? Continue the process by evaluating goals, progress and career development options within Invensys.

The iGrow portal is truly global with availability on the Our Invensys intranet in English, Spanish, French, German, Mandarin and Italian languages.

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IN THE LAST ISSUE, we introduced the principles of Continuous Improvement (CI) and the mission and goals of the IOM CI Group. In this story, we’ll look at the outstanding results of one of their projects.

Opportunities for CI can be found in many places. Two that are closely inter-related are our physical surroundings and the processes we utilize to perform work. Recently, IOM has made major enhance-ments at our assembly plant in Reynosa, Mexico, by focusing on these areas.

How they did itThe first step in the CI model is

“Assess.” The Reynosa CI team, led by Magali Torres, conducted a thorough review of the current plant by performing a series of Kaizen events. This Japanese word, meaning “go and see” ensures that CI plans are made based on observations of what is actually happening on the plant floor. Additionally, the assessment included brainstorming with staff to get their input and ideas.

The team created a list of 10 projects where CI could have the greatest impact and developed target metrics.

Advancements in the warehouse

One of the best examples of how CI has made a difference is in the plant warehouse. After analysis, the team reorganized the layout of desks, racks and storage to improve workflow. New racks were installed that store more in less space. Now the area is more ergonomic, so workers can find the materials they need

with ease and can get more work done in less time.

The final metrics show that 27 percent less space is now required for warehouse functions, and workers are 26 percent more efficient than they were in the original warehouse configuration.

“We’re building on our Continuous Improvement culture,” said Jim Todaro, Director of Continuous Improvement. “Reynosa is a perfect example of how we can get teams together, brainstorm and then implement improvements to increase efficiency.”

“I’m very proud of our team,” said Magali Torres, Continuous Improvement Coordinator. “We will use the lessons

– Magali TorresCONTINUOUS IMPROVEMENT COORDINATOR

We will use the lessons

we’ve learned to make

our new plant as

productive as possible.

we’ve learned to make our new plant as productive as possible.”

Building a CI cultureThese are two illustrations are among

many of the improvements made at the Reynosa plant. In all, savings for the projects total approximately $160,000 and the plant is using 25,000 square feet less space than originally thought – a tribute to CI and this team.

Todaro said he has a positive outlook on how CI will continue to contribute to IOM’s success. “Instead of just buying more buildings, we’re finding ways to empower our people to make what we have even more efficient.”

efficiency

Continuous improvement

in action

Optimizing the primary Triconex lineThe Reynosa CI team also examined and redesigned the flow and layout for one of the main assembly lines. The results were impressive:

METRIC RESULTSChangeover time 41% improvement

Space occupied 37% less space needed

Personnel 10 workers vs. 13 to produce equal output

Tables and racks 33% fewer tables and 20% fewer racks

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energy

Most wanted: IMServ solutionsThames Valley Police Force saves money at multiple facilities with IMServ

wA trial at nine sites was

launched with IMServ’s Automatic Meter Reading (AMR) technology and Energy Data Vision (EDV) system. Smart power meters were installed to provide accurate, real-time readings for electricity, gas and water usage. This system gave Thames Valley Police the ability to

view graphs and tables showing energy consumption and detailed readings in half-hour increments.

“It’s great to see large organizations like the Thames Valley Police recognizing the financial importance of saving energy,” said Matt Davis, IMServ Carbon and Energy product manager.

As part of the project, IMServ also assisted in ensuring that the sites complied with new and

existing legislation covering carbon output and energy use. Energy Performance Certificates (EPCs) and Display Energy Certificates (DECs) were awarded as a result of the trial.

Additionally, passive infrared movement sensors were installed in several of the police stations to control lighting in communal areas. Predicted energy savings were 8 to 10 percent, approximately $9,000 per year, per building.

“Carbon and energy have become a significant business issue for us,” said Neil Wickham, Thames Valley Police energy manager. “I expect that IMServ will be a key part of the ongoing development of energy management structure.”

Future prospects potentially include a full rollout of the system across 150 sites, as well as additional building management systems that will monitor and control boiler systems, lighting and air conditioning units. Plus, IMServ will assist the force in obtaining Carbon Reduction Commitment

I expect that IMServ

will be a key part of

the ongoing

development of

energy management

structure.

– Neil Wickham THAMES VALLEY POLICE

ENERGY MANAGER

ITH APPROxIMATELY 300 buildings across three counties to serve England residents, the Thames Valley police force utilizes a large amount of energy. And the organization wanted to take decisive action to control, conserve and ultimately, realize cost savings with an energy management solution. IMServ, an authority in energy management and a provider of services to the force since 2005, created a plan to address this challenge.

At Thames Valley, the largest local police force, IMServ solutions have resulted in energy cost savings of more than $250,000.

(CRC) accreditation. The CRC will enable the Thames Valley Police to meet its goal of improving its overall carbon footprint, and recognize cost savings as new government legislation for efficient energy are enacted.

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competition

Competitors cautiously optimistic about market ARNINGS REPORTS FROM COMPETITORS show mixed reviews on market stabilization, market pricing pressures and estimates on a return to growth. However, most are hopeful that the signs of recovery might be emerging.

IOM had been growing faster than the competition with respect to orders growth rates from the quarter ending Sept. 2008 through the quarter ending June 2009. This past quarter Invensys Operations Management was in the middle of the pack in orders growth (year-over-year) with ABB Process Automation seeing the largest decline at more than 40 percent, and Emerson and Yokogawa recovering slightly to low double-digit decline.

el Rockwell had significant declines across the board with corporate revenues down 28 percent and profits down 70 percent. Logix, while declining year over year, did show an increase over last quarter. Rockwell considers technology its differentiator and they are investing in new products. Rockwell is also looking at potential bolt-on acquisitions to help grow non-US market share, provide core technology, expand domain expertise and/or add vertical applications for information software.

l Yokogawa Industrial Automation increased its competitive strength in the safety market with the release of ProSafe®-RS R2.03.00, an enhanced version of the ProSafe-RS Safety Instrumented System. The enhancements include a new high-speed CPU module, a strengthened online maintenance function, and a new digital output module that is intended for use with higher voltage devices.

l ABB continues to have a strong backlog and is still growing in Oil & Gas. ABB has difficulty competing in China where their footprint is shrinking. ABB’s internal cost-cutting measures focused on strategic sourcing and moving engineering to low-cost countries. ABB acquired Sinai Engineering, which provides engineering services in power generation, transmission and distribution, giving ABB greater presence in western Canada. ABB also launched flowmeters and gas analyzers for use in water/wastewater and continues to focus on pharma technology.

l Emerson Process Management had another quarter of more than 20 percent orders decline. However, Emerson had $1 billion in company acquisitions the last year, and is continuing to invest in product innovation. At the Emerson Exchange in September, they launched the new Delta-V S-Series, which includes major enhancements to all of the systems’ I/O processing, operator displays, asset management, batch capability and system security. Emerson also announced the release of the new Smart Wireless THUM adapter, a new line of wireless valve position monitors, and a new alliance with Meridium to build the AMS Asset Portal.

l Honeywell Process Solutions is seeing some strength in the services business due to their large installed base. The recent RMG acquisition is expected to provide most of ACS’s forecasted 4 percent revenue gain in Q4 and to benefit from a growing natural gas market. However, they are continuing to see delays in capex and opex projects especially in North America refineries. Honeywell opened new facilities: R&D in India, a training center in the Netherlands, and an automation training college in South Africa.

We’ve moved! You can now find the online

Competitive Intelligence site with the latest quarterly bulletins,

competitive alerts and available product information at:

http://ipsportal.invs.com/ppmgt/competitors/default.aspx

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mobile

A COORDINATED EFFORT by the IOM Mobile Solutions team led to a significant win with the BASF FINA plant in Port Arthur, Texas. The company will use the IntelaTrac™ Mobile Workforce and Decision Support System at its facility that operates one of the largest steam crackers in the world, turning hydro-carbons into ethylene, propylene, and other chemical raw materials that are used to manufacture hundreds of consumer products.

BASF FINA Petrochemicals is a joint venture between BASF Corporation and Total Petrochemicals USA, Inc.

Steve Apple and Heather Stelly work on the BASF account for IOM and had introduced the IntelaTrac mobile solution to the company over a year ago. Even though BASF recognized the value of IntelaTrac, a corporate directive required them to purchase from a competing vendor.

The IOM team did not give up. They closely tracked the trials of the compet-ing product and failures were quickly noted. As a result, the deal with the competitor’s solution did not close, and this left the door open for IOM.

The IOM account team was able to direct the efforts of the appropriate personnel to deliver relevant technical expertise, including client references who spoke directly to the technical buyers about IntelaTrac. Ultimately, IOM won the bid.

The win was achieved through team-work and determination from Invensys personnel. Additionally, Jim Monahan, client executive for BASF, was instrumental in this accomplishment. This combined effort stands as one of the first IOM

cross-systems deals to come together.The installation at the Port Arthur

facility is just the beginning. The site will be accelerating the installation of IntelaTrac to other units, and plans to have the rollout complete by 2012 to coincide with their turnaround project to carry out technical inspections, maintain equipment and perform maintenance processes. The value to the client was centered on IntelaTrac accelerating reliability-centered process improvements to increase plant operating efficiency, and lower maintenance costs through the execution of best practices across the field workforce.

Additionally, at the North America Client Conference in Houston, BASF operations management leaders from several U.S. sites met with the IOM Mobile Solutions team to further discuss options for the IntelaTrac offering. As a result, the IOM team will be visiting other BASF sites to explore applicability and potential starting points. The Port Arthur facility’s launch will be an important factor to win future deals with BASF.

In fact, BASF facilities in Europe are beginning to express interest, and this continues to build on the relationship with the company. It also positions IOM as the solutions provider that delivers on the goals of sustained performance.

BASF FINA Petrochemicals is a joint venture between BASF Corporation and Total Petrochemicals USA, Inc.

The largest fertilizer plant in Pakistan, Fauji Fertilizer Company (FCC), is enjoying the success of its recent upgrade to Triconex® safety solutions.

Samran Wadood, from Fauji,

commended IOM’s Nasir Mundh and the team for their support of the project. “We have migrated all the old logics and anti-surge loops all onto Triconex,” he said. “All alarms and temperature indicators are set. Every-thing was on time, and this is possibly the smoothest startup ever. DCS control and features are also very good.”

All critical control schemes, including compressor anti-surge and governor speed controls, were also implemented in the Triconex safety system. Additionally, Fauji’s Plant Control Information Manage-ment System (PMICS) was the region’s first InFusion Enterprise Control System installation and one of the first InFusion systems implemented in the world.

Fauji Fertilizer Company is a subsidiary of Fauji Foundation, which owns and operates several process and utilities plants in Pakistan. Fauji Foundation collaborated with a Danish company, Haldor Tapsoe A.S., in 1978 to establish FFC in the private sector to build the largest fertilizer plant in Pakistan.

Congratulations to teams working to complete the project across two phases:

Phase I: Das Debjani (Project Manager), Glen Bounds, Suresh Kumar, Omar Sharar, Fahad Ehsan.

Phase II: Glen Bounds (Project Manager), Suresh Kumar, David Dellephan, Ravikant Chaudhari, Aqeel Haider, Eva Hachem, Hasan Muhammad Azad.

Determination, teamwork leads to BASF win

Triconex helps fertilizer plant grow

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mobile

OYAL DUTCH SHELL has been using the IntelaTrac™ solution from Wonderware at seven U.S. refineries since 2002. Now, IOM has broadened the relationship to add 29 global facilities for Shell’s Downstream Manufacturing Division.

Choosing us to replace their solution is a huge win for IOM. It’s also a testament to our support and development teams that provided the highest level of service leading up to the decision.

– Tom Agosto IOM MOBILE SOLUTIONS- ENTERPRISE ACCOUNTS

rGlobal energy and petrochemical

companies like Royal Dutch Shell rely on technology and best practices to manage their complex operations while complying with a growing array of regulations. Their profitability – plus the safety of their customers and communities – depends on it.

So, when IOM approached Shell’s Downstream Manufacturing Division and

suggested that they expand their use of the IntelaTrac mobile workforce and decision-support system, the customer agreed to a multi-year partnership.

Saving costs and increasing efficiency

The IntelaTrac solution combines configurable software and rugged mobile hardware to help field operators, engineers and supervisors execute routine equipment surveillance and ensure that regulatory mandates are followed. It helps in-the-field workers communicate potential issues in real time as well as take corrective action immediately. By optimizing tasks and improving record keeping, IntelaTrac enables Shell to maximize the reliability and availability of assets and reduce overall maintenance costs.

“Shell was using an internally developed system at their sites, except for the U.S. refineries where they had IntelaTrac,” said Tom Agosto, from IOM Mobile Solutions - Enterprise Accounts. “Choosing us to replace their solution is a huge win for IOM. It’s also a testament to our support and development teams that provided the highest level of service leading up to the decision.”

ROI and revenueThe transaction includes enter-

prise software licenses, software maintenance, services and mobile computer hardware.

For Shell, maintenance costs will be reduced and could deliver remarkable savings once the solution is fully implemented at all of the facilities.

Mobility in motion

identity

Brand new Open, agile operations supported by new Invensys brand

N creating our new brand, Invensys plc worked an outside agency to create a strong and unified message on the value of Invensys’ integrated approach to operations, sales and client management. This opened up an opportunity to re-cast Invensys

and leverage who we are today in a relevant, contemporary and distinct way.

In October, the Brand Central site was launched on IOM TODAY with specifics on everything from building signage to business cards. Gradually, the new logo is making its way across the globe, appearing in a number of communications and other public-facing initiatives.

Brand = ReputationAt Invensys, we are all “ambassadors”

who have the power to build and enhance the brand over time. As employees of IOM, we represent the face of Invensys to our customers, clients and potential new employees. That’s why we should work as a team to bring the Invensys values—innovation, integrity, courage, meritocracy, and agility—to life.

Our new brand:l Puts greater emphasis on the Invensys

name l Promotes a sense of “openness” l Delivers a fresh visual identity l Retains product identities with

strong equity (Foxboro, Triconex, Wonderware, Avantis, InFusion, SimSci-Esscor, Eurotherm)

s u c c e s s l 21

The new IOM tagline is a memorable phrase that creates a high-level, positive impression that is consistent with our positioning in the marketplace. That positioning is to provide the most comprehen- sive portfolio of solutions—designed to measurably improve business performance and value in real time. The tagline conveys that our success and our customers’ successes require working together. It’s about combining our customers’ knowledge of

their business, priorities and experience with our own expertise, technology and cross-industry view to bring fresh thinking, innovative approaches and new solutions to significantly improve performance and profitability. It also indicates that we deliver results that make an impact now, and equip customers with the information and knowledge to make a difference. Watch for the new tagline in upcoming advertisements, the new website, recruiting materials and other public-facing communication elements.

How to explain the brand to others

Most likely, our customers and clients know that we have taken strategic steps to integrate four Invensys business groups, but they may not understand why or what the new Invensys brand represents.

Why integrate four successful businesses into one, IOM?

Invensys combined the IPS, IMServ,

Wonderware and Eurotherm businesses to address common issues arising in the marketplace. IOM was created to play to the combined entities’ strengths and to create a defensible, differentiated leadership position.

What does the new logo mean?

The Invensys logo is a combination of the brand name and a series of dots that: l Reflect the intelligence of our

”open” approach l Communicate agility, simplicity and

sophistication l Feature the “i,” which lends itself

to “intelligence,” “innovation” and “integrity”—words that are highly relevant to who we are as an organization

IOM is poised to become a leader in the marketplace. And combining the new look and feel of the brand with the way we approach the market is a reflection of that renewed focus around the world.

To learn moreAdditional details are available via

Brand Central on the IOM TODAY intranet site. You’ll find templates and instructions for email signatures, business cards, memos, letterhead, envelopes, PowerPoint presentations and more.

Introducing the new IOM tagline:

Real Collaboration. Real-Time Results.TM

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competition identityaccomplishments

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Peter Martin (center) accepts the ISA Life Achievement Award from Stephen Huffman, former ISA President (left), and Gerald Cockrell, 2009 ISA President, during a special ceremony in October.

With honors Peter Martin wins ISA Life Achievement Award

ETER MARTIN, Ph.D., an Invensys Fellow and vice president of Business Value Generation for IOM, was recently honored by the International Society of Automation with the Life Achievement Award for 2009.

This honor recognizes individuals with a history of sustained dedication to the instrumentation, systems and automation

community. Martin was recognized for his work in integrating financial and production measures that improve the profitability and performance of industrial process plants. He is a world-renowned industry expert and longtime Invensys employee. Martin holds multiple patents for dynamic performance measures, real-time activity-based costing, closed-loop business control, and asset and resource modeling. He was named a Hero of U.S. Manufacturing by Fortune magazine and was recognized as one of the 50 Most Influential Innovators of All Time by the Instrument, Systems and Automation Society (ISA).

Martin has a bachelor’s and a master’s degree in mathematics, a master’s degree in administration and management, a Master of Biblical Studies degree, a doctorate in industrial engineering and a doctorate in biblical studies.

Congratulations to Peter on this outstanding honor.

IOM onlineGroups team up for a new IOM website

ITH JUST ONE click, visitors will have instant access to the new Invensys Operations Management website. The IOM integration this year prompted the creation of the new site which will debut in December.

The initial phase of this customer-facing website focuses on our key industries, solutions, success stories, an improved newsroom, company history, event calendars and IOM executive bios. There are also links to product details on updated product brand sites, automatic web to lead capa- bilities, as well as the ability to share the IOM pages on social media sites.

The goal is to provide a single window into a comprehensive view of our new division’s capabilities, and to easily lead site visitors to their areas of interest and generate demand and leads. This new website is the single place to go for customers, ecosystem partners, clients, media, analysts and potential hires, in order to get the latest information about IOM and to create the strongest, most comprehensive presentation of the division.

The website was developed in cooperation with IOM IT, along with all of the brand experts on Avantis, Eurotherm, Foxboro, IMServ, InFusion, SimSci-Esscor, Triconex and Wonderware. This inclusive process helped ensure that the complete IOM portfolio of products, services and solutions was represented in a one-stop shop for existing and new clients.

The launch represents the first phase of what will be continuous improvements for the site over time.

Watch for launch information on the new site soon.

did you know?l According to Internet World Stats, as of September 2009, there were 1.7 billion internet users worldwide.

Plan for Level 1

Shift the value proposition to being

a provider of business value solutions

Distinguish IOM offerings by delivering:

l Real-time platform and applications

to empower the people

l Open architecture that gives customers a choice

l Ecosystem of partners for sales and delivery that

extends IOM’s reach

Portfolio must support the value proposition

through:

l A clear roadmap to address customer needs

of today and tomorrow that keeps pace with

new technology, innovation and allows for new

developments

Focus on business value solutions selling by:

l Creating a sales and consulting structure to drive

demand for business value solutions

l Embedding solutions selling capability into the

organization’s structure through standardized

processes

IOM blueprint

s u c c e s s l

Building materials neededTimeframe for completion

Building costs

IOM WAS CREATED to maximize the

strengths of four successful business entities

and build a differentiated leadership position.

l Strong direct sales force and indirect sales channel

l Dynamic ecosystem and channel management

l Expanded solutions

l Talented, focused global team

l Energized leaders

l High-performance culture and work environment

l Project is immediately underway

l Complete in the next three to five years

l Best utilize about $2 billion in revenuel Grow business revenue

Plan for Level 2 Improve growth and profitability

Manage revenue mix and

leverage market growth:l Sales focus across whole portfolio–

Regions continue to drive sales l Large projects–Create central pursuits

function to win large projects l Grow highest margin business rapidly–

Expand hybrid business and invest in

dedicated resources for supportImprove operations effectiveness

and cost structure:l Delivery–Improve support services,

global delivery standards and engineering

excellence centersl Manufacturing and supply chain–Focus on

resale opportunities, staging, manufacturing

footprint and continuous improvement

Hardhat photo Excellence by design

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IOM blueprint

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LEVEL 2

Excellence by designOUR PLAN: To establish IOM as the unquestioned leader in our chosen markets

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