CXT retail & Operating Model Toolkit.pptx

retail model understanding and client reach

1. Customer Experience Transformation (CXT) Retail Operating Model Toolkit

2. 6 October 2022 Page 2 How to use this deliverable   This deliverable can be used in the following ways: Operating model framework, approach and design details Template - reuse content and design elements. Customer Experience Transformation (CXT): Asset Pack - Instructions Description This presentation contains curated slides from a Sales & Operating Model project. The following summary provides the project context to help assess the relevancy of this content for your project. Situation : The client’s sales & marketing functions were fragmented and disconnected to the corporate strategic growth objectives. EY Approach : EY performed a current state analysis and developed a transformation roadmap based on leading capabilities from other sales & marketing organizations. Value Delivered : Identified 16 transformation initiatives, case studies, leading practices and change strategy playbook. CXT Retail Operating Model Toolkit Harvested From Project: US Utility Sales & Marketing Operating Model Harvested Date: August 2022 Slides sanitized by Global Markets - EY Knowledge

3. 6 October 2022 Presentation title Page 3 EY Operating Model Approach Market and Energy Consumer Trends Project Deliverables Identify Diagnose Design Deliver Transformation Office Change Strategy Content Navigation Page

4. How can ENERGY AND RESOURCES COMPANY A accelerate its growth agenda through a Sales & Marketing operating model that drives greater efficiency , cross-enterprise collaboration and responsiveness to customer needs ? Click to return to the Content Navigation Page

5. Utilities are facing some common challenges Page 5 Utilities continue to face operational pressures, regulatory and customer challenges for improved service delivery and must now respond to a fundamental challenge to their traditional business model Changing customer expectation: Demand for improved service, experiences and convenient channel options Poor customer data and interactions: Historical issues with limited marketing data and little commercially-driven applications Lack of engagement for commodity products Little product and service differentiation: Difficult to import ideas from other industries due to commodity nature of product and disengaged customer base Stagnating and shrinking energy sales volumes in mature markets: No or low margin commodity retail business Lack of use cases of profitable new products/services Highly competitive environment: Increasing competition from new market entrants across new areas of the value chain Intense competition from out-of-industry competitors for new products and services (e.g. automotive for EVs) Political and regulatory pressure: Utilities confronted to reduce utility tariffs and overall consumption Business model under attack: Changing retail business driven new value chain entrants and by distributed generation, storage and electrical vehicles Technology-driven change: Technology is both driving change (PVC, storage EVs) and enabling change (analytics, Internet of things, Robotics, Artificial Intelligence) Click to return to the Content Navigation Page

6. In response to the evolving market landscape, utilities are rethinking how they organize themselves to tackle new opportunities Page 6 Utility of the future Develop a clear model for the likely evolution of the market and customers in their specific geographies 1 Developing market and customer models to inform a view of the future Operating models need to evolve to support the evolving business model and product portfolio and ensure that the utility and the capabilities, technologies, workforce proficiency and partnerships to compete and flourish 3 Target operating model transformation Develop a product portfolio aligned with the expected market evolution and based on real customer needs 2 Rethinking the product portfolio based on customer needs The coming change is not a one-off event to which the utility must respond, but rather a continuous evolution that will require the utility to respond at pace and manage the duality of the old and new worlds 4 Develop a culture for continuous re-invention Click to return to the Content Navigation Page

7. Our approach is oriented around a few key principles that have helped drive to quality outcomes in similar projects Page 7 Customer-centric Puts an understanding of the customer at the heart of decision making Strategic Ensure that operating structure is linked to strategy and business model Stakeholders Change management is critical and must be undertaken throughout the process Fact Based / Transparent Use analysis to manage trade -offs and dispel myths Feasibility Considers implementation from the beginning – this is not a theoretical exercise! KPI Driven Translates opportunities back to a hard KPI impact Key principles Our approach combines human-centricity, business strategy and data to drive to meaningful outcomes that move the business forward quickly Click to return to the Content Navigation Page

8. EY’s operating model framework is an established framing tool we use to guide our analysis across key areas Page 8 People & organization Technology & data Process Customers Channels Governance Partners & suppliers Brand & reputation Products & services KPIs Culture & values Customer experience Capability Enablers Vision and strategy EY’s operating model framework is a tested schematic that enables us to systematically analyze and plan for the future operating model Click to return to the Content Navigation Page

9. Designing the operating model of the future starts with asking the right questions across the board Page 9 Illustrative questions to explore 1 What is the short / medium / long term product & service strategy that the operating model needs to deliver on? 2 How will ENERGY AND RESOURCES COMPANY A embed a deep, shared and ongoing understanding of the changing needs and expectations of customers into its product development and sales activities? 3 How will ENERGY AND RESOURCES COMPANY A utilize shared channels to cross sell and maximize customer / business value at each point of contact? 4 What is ENERGY AND RESOURCES COMPANY A known for by customers, and how does that affect the success and growth of its product portfolio? 5 How does ENERGY AND RESOURCES COMPANY A integrate multiple product lines into integrated solution suites that can be effectively deployed to solve bigger customer problems? 6 What are the organizational structures deployed by leaders, and how might they translate into ENERGY AND RESOURCES COMPANY A ’s organization? 7 How do we gather, analyze and deploy insights about performance and customers, and what are the opportunities to integrate these in a future state? 8 How can ENERGY AND RESOURCES COMPANY A shorten the lead time between ideation, development and launch while developing more meaningful products for customers and cutting across organizational silos? 9 How does the current governance structure support the development of impactful products, and how can it be utilized to create a strong? 10 Which 3 rd party capabilities will ENERGY AND RESOURCES COMPANY A need to be successful in the future state, and which 3 rd party capabilities will ENERGY AND RESOURCES COMPANY A need to bring in house? 11 What are the shared measures, KPIs and goals that ENERGY AND RESOURCES COMPANY A Sales and Marketing organizations will adopt to realize cultural and operational change? 12 How does ENERGY AND RESOURCES COMPANY A bring its organization along this journey and create a growth mindset across its organizations? People & organization Technology & data Process Customers Channels Governance Partners & suppliers Brand & reputation Products & services KPIs Culture & values Customer experience Capability Enablers Vision and strategy 1 2 3 4 5 6 7 8 9 10 11 12 Click to return to the Content Navigation Page

10. Lessons learned from similar efforts Page 10 Design for the customer of the future Energy markets, technologies and customer needs are evolving at an unprecedented pace; the product & service target operating model will need to serve the customer of the future as well as the customer of today Embed flexibility Organizations that embed a level of agility into their operating model and product development cycles are able to react quickly to shifts in strategy, customer needs and product gaps that are inevitably identified down the line Collaboration is key Collaboration across strategy, technology and business units is essential for effectively operationalizing a target operating model; we will work holistically across ENERGY AND RESOURCES COMPANY A stakeholders to design an operating model that connects the dots Allocate dedicated resources to execute Resources who have accountability for developing the Target Operating Model from the outset are generally more ‘bought in’ to the change and act as change leaders to bring the change to life Click to return to the Content Navigation Page

11. Our approach is to work quickly and collaboratively with the ENERGY AND RESOURCES COMPANY A stakeholders from vision to roadmap design Objectives Activity Deliverables Understand current state process, develop hypotheses and set direction for analysis Stakeholder interviews Understand key strategies, processes across key organizations Document product development and sales / marketing processes Understand current organizational design Market analysis and customer trends Current state processes and org design established Market and customer analysis Baseline current state performance against organizational priorities and benchmarks to understand opportunity areas Gather performance data, analyse across op model areas Understand pain points across key operating model areas Conduct industry and cross-industry benchmarking to understand Art of Possible Identify key op model improvement areas Performance and organizational benchmarks for key processes Current state pain points documented Key improvement areas identified across operating model components Design the future state operating model in line insights generated through design principles, current state, market and benchmarks Develop design principles for each operating model area Future state design for key operating model improvement areas Develop initiatives for implementing future op model Outline future role and org design for Operating model design principles Operating model design document Future state org design Execution initiatives Set the business up to execute successfully against a robust TOM roadmap Establish a TOM command centre to oversee transition Develop roadmap for future organization and maintenance Identify key stakeholder groups for communications and change activities, build playbook Roadmap for TOM initiatives TOM Command Centre design Change management playbook Identify - 2 weeks Diagnose - 3 weeks Design - 3 weeks Deliver - 2 weeks Programme, stakeholder and socialization activities Page 11 Click to return to the Content Navigation Page

12. High Level Illustrative Timeline Page 12 Identify 2 weeks Schedule and conduct stakeholder interviews Understand strategies, processes, and business pain points Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Diagnose 3 weeks Design 3 weeks Deliver 2 weeks Understand current organizational design Market analysis and customer trends Gather performance data, analyse across op model areas Understand pain points across key operating model areas Develop initiatives for implementing future op model Outline role and organizational design to enable transition to future state Identify key stakeholder groups for communications and change activities, build playbook Status Report LEGEND Key Activities Project Deliverables Market & Customer Analysis Develop design principles for each operating model area Establish a TOM command centre to oversee transition Performance and organizational benchmarks for key processes Current state pain points documented Future state org design Operating model design principles Roadmap for TOM initiatives TOM Command Center design Project Management Conduct industry and cross-industry benchmarking to understand Art of Possible Current state documentation Execution initiatives Develop roadmap for future organization and maintenance Identify key op model improvement areas Key improvement areas identified across operating model components Future state design for key operating model improvement areas Operating model design document Change mgmt playbook Click to return to the Content Navigation Page

13. Target operating model outputs Page 13 Current state documentation Documentation of today’s key processes and handoffs Identify Diagnose Design Deliver Market & Customer Analysis Shared understanding of the market and future customer needs Key improvement areas identified Understanding the key areas of opportunity across the operating model Future state org design Outlining necessary organizational structure design for future state Operating Design Document Making key decisions for the future operating model Execution initiatives Laying out high value initiatives that will support transition to future op model Performance and org benchmarks for key processes Analyzing performance in today’s organization Performance benchmarks Understanding the art of the possible Roadmap for TOM initiatives Laying out the steps and dependencies for transition TOM Command Center design Establishing a design outline for Command Center for execution Operating model design principles Setting out the design intention for operating model improvement areas Change management playbook Detailing key steps for managing transition into future state IMAGE DELETED Click to return to the Content Navigation Page

14. 6 October 2022 Presentation title Page 14 EY Operating Model Approach Market and Energy Consumer Trends Project Deliverables Identify Diagnose Design Deliver Transformation Office Change Strategy Content Click to return to the Content Navigation Page

15. We conducted the external market scan by researching and analyzing data focused on key energy trends, customer expectations and how utilities are working to adapt Benchmarks Peers Industry leaders Cross-sector industries Energy Trends Customer expectations, needs and preferences Products & services Customer mindsets Operating Models NPS and Customer Satisfaction Key metrics to measure success Inputs Used for External Market Data and Research… What trends are happening across the energy market today and what is driving them? How are utility customers evolving, and how do they prefer to interact with their utility provider? How are utility product & service offerings changing to meet customer expectations? How are utilities thinking about their operating model given the way the energy market is trending today? What metrics are utilities tracking towards to improve customer experience? To answer important market questions such as… 15 Click to return to the Content Navigation Page

16. Overall, there are four key disruptors driving the transition in the energy market today 16 Decarbonization Democratization Digitization Decentralization 1 2 3 4 Flexible, cloud-enabled platforms Digital > 70% of all interactions Workforce knowledge mgmt. tools Distributed Energy Resources (DER) Connected devices & services Distributed workforces Renewables (solar, wind) Enabling technologies (batteries) Electric transport, smart buildings Customers, consumers, prosumers Communities and stakeholders Retailors, gentailors, cross-sector challengers Click to return to the Content Navigation Page

17. Customers are seeking a more comprehensive energy experience, starting with reliable and safe service and working towards enhanced choice and convenience 17 % of consumers stating expectations of their energy providers Personalized energy products and services Sustainable products Responsive energy providers Affordable energy rates and programs Reliable energy products and services 67% 71% 78% 78% 79% My way Choice, convenience and control My values Green, clean and socially responsible My time Timely, accurate and complete My money Affordable and value based My well-being Reliable, safe and secure Table stakes Value-add Source: EY P&U CXT NET Research 2021, Base: US respondents, n = 2000 Click to return to the Content Navigation Page

18. The majority of consumers, across all age groups, are adopting new energy products and services 92% of the average population have adopted at least one new energy product or service.* *New energy product and services included a range of potential solutions: renewables, battery storage, EV, energy monitoring solution, smart thermostat, etc. Consumers under 45 have relatively high adoption of new energy products and services. The vast majority of consumers have adopted some kind of new energy product and service. Younger consumers are slightly more likely to have done so, but overall adoption is high across all ages. Current usage of at least one new energy product and service Source: EY P&U CXT NET Research 2021, Base: US respondents, n = 2000 18 Click to return to the Content Navigation Page

19. In response to the evolving market landscape, utilities are rethinking how they organize themselves to meet changing customer expectations and drive growth Utility of the future Develop a clear model for the likely evolution of the market and customers in their specific geographies 1 Developing market and customer models to inform a view of the future Operating models need to evolve to support the evolving business model and product portfolio and ensure that the utility has the capabilities, technologies, workforce proficiency and partnerships to compete and flourish 3 Target operating model transformation Develop a product portfolio aligned with the expected market evolution and based on real customer needs 2 Rethinking the product portfolio based on customer needs The coming change is not a one-off event to which the utility must respond, but rather a continuous evolution that will require the utility to respond at pace and manage the duality of the old and new worlds 4 Develop a culture for continuous re-invention 19 Click to return to the Content Navigation Page

20. A deep understanding of emerging consumer behaviors is key to designing a sales & marketing organization that remains successful as the market evolves Page 20 3. @Home workers 1. Rise of the “omnisumer” 20% of consumers surveyed say they are regularly working or educating from home. 64% regularly check their energy consumption monthly to help manage it. >60% of consumers prefer digital channels for most interactions (65% for baby boomers). 36% say they have smart heating/cooling and another 21% plan to in the next 3 years. 23% are interested in a green/renewable energy plans from their provider. Driven by interest in self-generation (86%), automated heating/cooling (21%), eMobility (25%), and storage (13%), consumers want end-to-end solutions across multiple energy partners. Over 20% of customers are now regularly working or educating from home. These shifting work practices have elevated a class of consumers that are significantly more active and energy sensitive. Signals: Signals: 42% of consumers are interested in pay-as-you go energy solutions over traditional billing. >30% of Millennials and Generation Z monitor their energy usage at least once a week. Millennials and Generation Z, now a majority of consumers, have a strong preference for hands-on digital solutions that offer more controllable capabilities and personalized options. 4. Digital by default Consumers across all age groups now prefer to engage digitally for 8 out of 10 of their energy interactions. However, they expect a personal human experience when troubleshooting. Signals: 64% want their energy provider to operate sustainably and provide sustainable products and services. 27% of consumers say their utility should demonstrate sustainability with a green fleet. A strong majority of consumers expect their energy provider to offer value-add energy management solutions while also demonstrating consistent and increasingly sustainable corporate practices. Signals: Signals: is the digital preference variance across all age categories. ~10% 6. Green(er) expectations 5. My energy … my way Signals: 2. Sustainability plus+ 47% of consumers do not understand foundational terms: sustainability, carbon neutral, net zero. want cost saving options, 36% convenience and 35% controllable energy capabilities. 67% Only half of consumers engage in sustainable energy solutions. However, overall interest rises significantly when additional value-add benefits are offered via complimentary energy capabilities. Source: EY P&U CXT NET Research 2021, Base: Global respondents (17 countries), n = 34000 (2000 respondents per country) URL DELETED Our research shows these trends are shaping the future: Click to return to the Content Navigation Page

21. COVID-19 has accelerated these key trends and created new realities for utility customers 21 Business Consumer Societal Circular economy Looked for ways to reduce our footprint: Disrupted supply chains and a focus on the environment gave added momentum to circular business approaches. Business of climate Saw businesses take the lead on the sustainability push: Through the pandemic and a green-led recovery, sustainability has become a hallmark of building for the future. Sustainability awakening Collectively made sustainability a priority: Consumers took time to reflect on their world and increased focus on sustainability with an intention to continue after the pandemic. Covid-19 Impact + — Covid-19 Impact + — Covid-19 Impact + — Gig economy Engaged the future workforce, today: Distributed work, freelance work, and on-demand businesses exploded and there is no going back. Cognitive and cloud Put c loud and AI on the front-lines to help: Cloud telephony, collaboration platforms, virtual agents, and digital adoption leapt forward 5-10 years. Hourglass consumerism Saw the decay of the middle accelerate with unequal impacts: Economic impacts hit certain consumers and businesses much harder and have increased the bifurcating business and economic landscape. Covid-19 Impact + — Covid-19 Impact + — Covid-19 Impact + — Sharing economy 2.0 Brought together sharing and caring and saw B2B ramp up: Sharing economy companies stepped up to support while businesses tapped into sharing to manage extreme disruption. Battle for talent Built a recovery engine creating massive demand : Pent up demand and stimulus funding are creating a recovery that will create years of talent shortages. Purpose led purchasing Embraced our homes and communities: A refocusing on family, community and the home reshaped expectations for companies to put people first and shifted spending habits. Covid-19 Impact + — Covid-19 Impact + — Covid-19 Impact + — Click to return to the Content Navigation Page

22. Customers now seek a more comprehensive energy experience, from reliable and safe service to having ultimate convenience and control over their energy 22 % of consumers stating expectations of their energy providers Personalized energy products and services Sustainable products Responsive energy providers Affordable energy rates and programs Reliable energy products and services 67% 71% 78% 78% 79% My way Choice, convenience and control My values Green, clean and socially responsible My time Timely, accurate and complete My money Affordable and value based My well-being Reliable, safe and secure Table stakes Value-add Source: EY P&U CXT NET Research 2021, Base: US respondents, n = 2000 Click to return to the Content Navigation Page

23. Residential consumers want to save money, time and the planet with their energy interactions 23 Consumers have significant interest in new energy products and services Save planet 47% Energy providers are best positioned but competition is knocking on the door There are three primary drives of interest: save money, save time and save the planet Save time 34% Save money 53% New energy products & services consumers consider in the next 3 years Reasons for interest in new energy products & services Preferred provider of new energy products & services Source: EY P&U CXT NET Research 2021, Base: Global respondents (17 countries), n = 34000 (2000 respondents per country) Click to return to the Content Navigation Page

24. Whereas business customers prefer interactions, products and services that fit specific needs for their business and help drive their bottom line 24 Recognize my uniqueness : Broad range of industry sectors, commercial/ ownership models, regulatory frameworks, and business maturity lifecycles. Complex range of factors influence the appropriate commercial rates/contracts, availability of offerings and eligibility of energy management/DSM programs, etc. Know how I operate & make decisions : Account owners can often be a different person/group from the business’ day-to-day decision makers and/or accounts payable manager. Some business ownership structures have multi-step, multi-stage decision making. Align to my business cycles: Customers have a variety of market-directed seasonal, cyclical and regulatory business cycles. Additionally, each account has it’s own stage of business maturity (new, incubating, growing, dis-engaged, declining, etc.). Make billing and payments work for my operations: Business customers often align around month-end deadlines for billing, payments, reporting, and commercial processes. Give me a specialist: Businesses want sector-trained account specialists supporting a range of problem solving , energy consultation, billing services. Meet me where I am: Business customers use a combination of call center, email communication and electronic file transfer (billing, usage). They would use more self-service options if they were specialized for their needs. Customize options for me: Various groups are increasingly engaging in more complex rates, energy sources, EE programs and contracts with utilities and other third-parties. Understand my sustainability objectives: Energy is intertwined with corporate sustainability and businesses are looking to providers to understand their unique objectives and help them delivery on them. Account/customer/portfolio management capability (CRM) Customer lifetime value segmentation, seasonal/cyclical engagement model Key account and business center operations/concierge (with sector specialization) Specialized billing and energy management tools/capabilities Energy efficiency/ sustainability specialists Enhanced voice of the customer approaches New/enhanced capabilities Business consumer preferences “ Understand me, know me” Source: EY P&U CXT NET Research 2021, Base: Global respondents (17 countries), n = 34000 (2000 respondents per country) Click to return to the Content Navigation Page

25. Customers now present different types of mindsets, attitudes, and values as it relates to their energy relationships 25 High touch but low value Aware of energy alternatives and generally open to pricing and options that are value/price oriented Active and astute about eco-energy alternatives, technologies, channels, added value products and services Neutral and low engagement Negative Cost conscious Value-add oriented Self reliant Indifferent Service centric Level of engagement Res. SMB C&I Customer categories Gov. Low High Engagement Energy dependent Energy agnostic Energy conscious Energy savvy Energy skeptical Key takeaways for ENERGY AND RESOURCES COMPANY A Energy Gaining an understanding of the customer’s overall attitude toward energy will help  ENERGY AND RESOURCES COMPANY A determine the most appropriate types and frequency of engagements that will have the most impact on driving growth Click to return to the Content Navigation Page

26. Customers’ expectations are changing due to influences from both inside and outside the utility industry 26 Source: ENTITYCustomer Expectations Research Report, Global Consumer and Business Buyers 76% of consumers expect companies to cater to their needs and expectations: 70% expect connected journeys Seamless handoffs Consistent experience across multiple channels 84% expect personalization Being treated like a person, not a number Tailored engagements with knowledge of past interactions and product/service usage 66% expect impressive new products & services Actively seek to buy from the most innovative companies Expect frequent innovations 64% expect immediate responsive service 64% of consumers/80% of business buyers expect real time responses Key takeaways for ENERGY AND RESOURCES COMPANY A Energy Collaboration across functional teams, processes and systems (channels, marketing, data, IT) will be increasingly important for driving a real-time, 360-degree view and strategy for key customer segments across channels When coupled with robust digital self-service capabilities, specialized agents that serve a more consultative role can support ENERGY AND RESOURCES COMPANY A in delivering a tailored experience to customers Product innovation could be a mix of bundling existing products, investment in new partnerships and co-creation with customers Loyalty is low 76% of customers think it’s easier than ever to switch brands to find an experience that matches their expectations Expectations are higher As disruptive companies leverage breakthroughs in technology to deliver superior experiences, customers expect this superior experience from all companies Click to return to the Content Navigation Page

27. Interactions through different channels are needed to build lasting relationships and engagement with customers of all types 27 Digital first Effortless: Interactions around the core product are perceived as low-value and low impact and should be as effortless as possible. Provide intuitive digital self-service as much as possible. Strategic Outcome: Low cost, high-satisfaction. Human touch: Higher impact moments (e.g. emergency, power outages, device issue, churn) provide the opportunity for proactive and positive emotional/personal connections. Create flawless experiences with a human touch, supported by digital capabilities. Strategic Outcome: High NPS, enhanced safety, reduced complaints, improved brand perception, enhanced retention. Delightful & Engaging: Find moments around the core product that allow for frequent value-adding interactions (e.g. energy usage, home comfort, cost savings). Design unique, delighting experiences to create competitive advantage. Strategic Outcome: High NPS, cost aligned to customer value, enhanced cross-sell/up-sell. 1. Core service interactions 3. High impact and emergencies 2. Value-add interactions Hybrid digital Human touch Click to return to the Content Navigation Page

28. Research indicates that digital capabilities are being enhanced in order to meet and exceed customer expectations 28 Digital Channels Shifting from transactional to immersive engagement interactions Omnichannel Engagement Delivering frictionless omnichannel vs. multichannel engagement Agent Quality Increasing agent quality / support for more complex and technical customer interactions Knowledge Base Modernizing knowledge-base management and delivery tools/capabilities Proactive Outreach Offer channel options, increase use of proactive and pre-emptive engagement 92% of consumers would be more satisfied if their utility tailored the digital experience with specific insights. Know Me 89% of utility consumers expect consistent customer experience across channels. “Follow Me” and know all my interactions! Omni Experience Customers expect to reach their service providers 24/7 across a number of digital interaction options/platforms. Always Available Source: “Foresee Utilities Experience Index” Foresee website, https://learn.foresee.com/hubfs/research/ForeSee_Utilities_FXI.pdf accessed, 2 February 2021. Click to return to the Content Navigation Page

29. New generations are seeking increased value through continuous product and experience innovation Newer generations stress customizable and innovative products that are environmentally friendly, approved by peers, and advertised through multiple channels, including social media. Brand loyalty is lower, driven by need for latest innovation. Generation Z – Todays Teens….tommorrow’s customers Much harder to gain their brand loyalty Value online ordering and quick delivery – instant gratification Beyond customization of products, they want to co-create the product/service Greater purchasing power and influence on parents Value realness , authenticity , and opinions of peers Highly value environmentally friendly products and seek to change the world Television and social media and best ways to reach them Millennials (Generation Y) – Driving Change Value choice , customization and speed Care a lot about the experience Very image driven and care a lot about opinions of peers Want most up-to-date products and therefore are not very brand loyal Creative media and promotions capture their attention Word-of-mouth and social media are very important for product reviews and research Generation X – 30 Something Very price conscious – want to know about product features and their importance Want products to help with tasks and lifestyles Want plenty of access to information Will be brand loyal if they trust the brand Baby Boomers – Over 50 Want quick fixes that require little change Cost-savers but less price sensitive for quality products More information is better and want personal gratification Key takeaways for ENERGY AND RESOURCES COMPANY A Energy Each generation’s unique needs are to be factored in while designing personalized and seamless multi-channel customer journeys As the younger generations grow in influence and purchasing power, delivering against their higher expectations will become more critical in the emerging energy landscape Source: EY analysis 29 Click to return to the Content Navigation Page

30. The majority of consumers, across all age groups, are adopting new energy products and services 92% of the average population have adopted at least one new energy product or service.* *New energy product and services included a range of potential solutions: renewables, battery storage, EV, energy monitoring solution, smart thermostat, etc. Consumers under 45 have relatively high adoption of new energy products and services. The vast majority of consumers have adopted some kind of new energy product and service. Younger consumers are slightly more likely to have done so, but overall adoption is high across all ages. Current usage of at least one new energy product and service Source: EY P&U CXT NET Research 2021, Base: US respondents, n = 2000 30 Click to return to the Content Navigation Page

31. Consumer intentions point to sustained growth potential for future products and services, particularly smart thermostat and rooftop solar 31 Which of the following new energy products and services do you (or your household) plan to use in the next 3 years? When considering new energy product and service purchases over the next three years, consumers are interested in investments like smart thermostat and renewable generation . Source: EY P&U CXT NET Research 2021, Base: US respondents, n = 2000 Click to return to the Content Navigation Page

32. There is an active group of consumers willing to pay a premium for sustainable products & services, including nearly three-quarters of millennials Source: EY P&U CXT NET Research 2021, Base: US respondents, n = 2000 Close to half of consumers say they would pay more for sustainable products and services — and Millennials are a “motivated middle” where on an average three-quarters are willing to pay a premium . How likely are you to pay more for sustainable products and services? 32 Click to return to the Content Navigation Page

33. Utilities are looking to innovate a range of products and services to drive customer engagement and new revenue streams Equipment and installations Connected home Distributed Generation Support and maintenance Electric vehicles Smart irrigation Smart lighting Consumption monitor Smart thermostat Solar panel installation EV charging point EV tariff Gas installation Electrical appliances Air conditioning Boiler/heating Electrical installation Smart meter Air conditioning Battery storage installation AC AC Trading platform Traditional services New products and services Utilities have had most success deploying new products and services that compliment their core business, whereas cross-industry initiatives have been implemented with moderate success The key will be to build those new products and services pools around what customers value in order to create strong customer interfaces Bilateral trading Local online platform PV Contracts Solar rooftop as a service Battery storage as a service EV backup storage EV sharing Fleet management Vehicle to Grid Smart contracts Smart “wallet” Virtual Battery Smart sensor Cross sector services Microgrid 33 Click to return to the Content Navigation Page

34. Specialized Niche Provider Unique and highly specialized offerings to targeted customer segments. Especially relevant for small and medium businesses, commercial/industrial, and government Low-Cost Provider The largest category of energy providers will likely adopt a simple, low-cost offering and focus on maintaining streamlined operations and offering ‘last resort’ capability. Capability Lower Higher Volume Higher Lower Bundled Service Provider Provider of multiple products, services, and technologies bundled “Set and Forget” capabilities or individual offerings provided through an ecosystem of strategic partners. Volume No-Frills Provider Focused on simple, high-volume products & services that will appeal to the largest homogeneous group of customers. Simple channels and streamlined offerings are the norm. Low-Cost Provider Bundled Service Provider Specialist Niche Provider Volume No-Frills Provider As operational capabilities shift to be more customer focused, product offerings must also adapt to help fit the needs of the customer  34 Click to return to the Content Navigation Page

35. Rising customer expectations shaped by… New technologies and rising expectations are shifting what customers believe a utility should provide Real-time consumption data (i.e., via smart metering initiative) Energy efficiency awareness and conservation incentives Rising customer energy needs Limited visibility into energy usage New energy solutions and programs that encourage customers to contribute back to the grid Customer expectations Customer engagement Rate payer Conservator Prosumer pro ducer + con sumer From a commodity provider To an energy advisor Key takeaways for ENERGY AND RESOURCES COMPANY A Energy Utilities will be increasingly compared to other product & service providers that customers consider leading edge , leaving the energy landscape open to more disruption from alternative providers To effectively move to the role of an energy advisor, a disruptive mindset and customer-centric culture , an innovation-enabling organizational structure , as well as innovation-driving KPIs will drive success New technologies and customer engagement … 35 LOGOS DELETED IMAGES DELETED Click to return to the Content Navigation Page

36. In response to the evolving market landscape, utilities are rethinking how they organize themselves to tackle new opportunities Utility of the future Develop a clear model for the likely evolution of the market and customers in their specific geographies 1 Developing market and customer models to inform a view of the future Operating models need to evolve to support the evolving business model and product portfolio and ensure that the utility and the capabilities, technologies, workforce proficiency and partnerships to compete and flourish 3 Target operating model transformation Develop a product portfolio aligned with the expected market evolution and based on real customer needs 2 Rethinking the product portfolio based on customer needs The coming change is not a one-off event to which the utility must respond, but rather a continuous evolution that will require the utility to respond at pace and manage the duality of the old and new worlds 4 Develop a culture for continuous re-invention 36 Click to return to the Content Navigation Page

37. Operational capabilities will also evolve across energy providers in order to provide a leading customer experience and drive growth That was then: Strategy Market Sell Serve Commodity-centric, transactional, reactive, service and satisfaction oriented. This is now: Strategy Market Sell Serve Multi-product, multi-provider, multi-channel, solution-centric, value-add, proactive, outcome oriented. Transact Fulfill Ecosystem Management Strategy Ecosystem Management 37 Click to return to the Content Navigation Page

38. Energy providers today are revisiting traditional operating model designs to better engage and support their customers Subsegment Circles Supported by COEs Integrated Solution Pods Regional & Subsegment Matrix Chapters are a formal group of agents / account reps who can share insights and best practices. Industry and region assigned account reps responsible for full breadth of solutions and for sales, service and growth in their area of coverage – measured on individual outcomes . Emphasis subsegment specialization with “circles” that build deep knowledge and are responsible for team outcomes . Supported by product center of excellence teams that act as a shared service. Pods could be assigned to regions or groups of accounts depending on scale and solution scope. Pods are focused on owning the customer end-to-end and have responsibility for team outcomes. Industry subsegment specialization Regional deployment Subsegment Circle 1 Subsegment Circle 2 Product/solution and technical COEs Team lead Product/ solution specialists Some product / solution specialists may be from partners or third-parties Subsegment/business specialists Technical experts Pod 1 Squads Example models seen today: 38 Click to return to the Content Navigation Page

39. Utilities are tailoring how they roll out new operating model approaches based on the pain points they are experiencing and priorities they have internally and externally OPERATIONAL RIGHTSIZING ACCELERATE Low High Value ELIMINATE REMEDIATE INCUBATE Streamline, Standardize and Simplify Reduce and Eliminate Handoffs and Workflows Automate Low-value, repetitive processes Leverage Low-Cost Workforce Industrialize Processes Automate Capabilities and Support functions Optimize Support Model Specialize and Centralize Standardize Quality and Performance Mgmt. Mature reporting, metrics Rationalize Processes Discontinue, Remove & Turnoff Under-Used or Low-value Products and Programs Optimize Processes Automate analytics Identify Opportunities to scale capability, operations Maintain Optimized Oversight and Support Cost/Effort Low High Deploy “Operational Archaeology” to determine the origin of various process and policy requirements. Many may be outdated and unnecessary. “Economics of Dissatisfaction” - Eliminate all customer and operational dissatisfiers (>30% of controllable costs) via Continuous Evaluation (CE). Streamline reporting to key metrics that are directly aligned to individual performance and cascade to overall operational goals. Focus on Root Cause Analysis to determine underlying issues (e.g. Billing Accuracy) Reduce hand-offs between agents and organizational departments ELIMINATE, SIMPLIFY, STREAMLINE 39 Click to return to the Content Navigation Page

40. Utilities are now measuring satisfaction, trust & loyalty to drive a lasting customer experience 2. Customer Satisfaction (CSAT) Was the customer satisfied with the support experience just received? Measured via transactional surveys. 3. Customer Effort Score (CES) How much effort did the customer have to exert to get an issue resolved or a request fulfilled (transactional level). Key proxy for customer behavior, trust. What is the likeliness that a customer recommends the brand? NPS measures impression (‘passives’, ‘detractors’, ‘promoters’). Key proxy for loyalty. 1. Net Promoter Score (NPS) Effort Effort Effort + + + + + Value Experience + Value Experience Reliability Brand + + Value Experience + + Reliability Brand Influencing Factors Transactional Relational 1 2 3 4 5 40 Click to return to the Content Navigation Page

41. Net Promoter is one example utilities are using to measure lasting customer satisfaction and loyalty Sustainable Practices Offerings & Operations Social Responsibility Individual & Community Operational Excellence Reliable Power Continuous Improvement Evaluation/Feedback Employee Engagement EX = CX Customer Centric Culture & Reputation A customer’s experience, effort, and value are supported by a company’s reliability and brand Net Promoter & 3. Value Price, convenience, choice and control 1. Experience Credible, reliable, intimate and centric 2. Effort Accessible, responsive, transparent, proactive & 4. Reliability Consistent supply, safe and secure 5. Brand Community, Reputation Social and Sustainable & Key NPS Drivers Foundational Components 41 Click to return to the Content Navigation Page

42. Brand recognition and communications are also critical for utilities in developing strong, long-lasting connections with customers 42 Increasing brand value enables companies to develop a stronger, more sustainable strategic position. Strong brands enable businesses to 1 : Charge a price premium and generate a higher sales volume Attract and retain the best employees Facilitate expansion into new products and markets Key drivers of brand value 2,3 Brands or their messaging perceived by consumers as unique and engaging Brands that consumers perceived as creative grew their brand value by 69% over the 12 years of a study 1 Creativity Disruption Connection Brands that are transforming industries with a highly customer-centric approach to product, service or go-to-market execution Brands that consumers perceived as disruptive & creative grew their brand value by 154% over the 12 years 1 Brands that are perceived by consumers as having meaningful connections with them, especially through key channels such as social media ENTITY’s disruptive mission to “INFORMATION DELETED,” launches and initiatives to date have resonated with consumers. It increased its brand value 3 by 60% 2018 vs. 2017, making it #8 on the top riser list of most valuable brands 4 . EXAMPLE Example Key takeaways for ENERGY AND RESOURCES COMPANY A Energy As consumers value having more options, and the energy landscape is fast evolving , ENERGY AND RESOURCES COMPANY A can further prioritize brand relevance by considering: An enabling governance and infrastructure to drive innovation effectively, e.g., agile, matrix start-up team to drive an EV charging/smart city initiative with targets distinct from regular business Brands that consumers perceived as connective, disruptive and creative grew their brand value by 265% 1 Sources: (1) “Increasing Brand Value,” PERSON, 2013, (2) “The challenger brands that embrace creativity get ahead,” Virgin.com, July 2018, (3) Brand valuation methodology as defined by Kantar PERSON (brand value is the product of brand contribution (%) and financial value of business), (4) Brand Z Top 100 Most Valuable US Brands 2018, PERSON LOGO DELETED Click to return to the Content Navigation Page

43. 6 October 2022 Presentation title Page 43 EY Operating Model Approach Market and Energy Consumer Trends Project Deliverables Identify Diagnose Design Deliver Transformation Office Change Strategy Content Click to return to the Content Navigation Page

44. The identify phase of the engagement will outline key energy and customer trends across the market and document ENERGY AND RESOURCES COMPANY A ’s current state Sales & Marketing operating model findings Complete market scan to understand key energy and customer trends impacting utility actions today Conduct stakeholder interviews to document the current state of ENERGY AND RESOURCES COMPANY A ’s Sales & Marketing operating model Analyse customer and operational data to support the current state analysis and findings Conduct industry and cross-industry benchmarking to understand Art of Possible Document pain points across key operating model elements Baseline current state performance against organizational priorities to understand future opportunity areas Develop design principles and the future state for each operating model area Outline future roles and organizational design through team workshop Develop and workshop improvement initiatives for implementing the future operating model Establish a Target Operating Model command center to oversee transition to the future state operating model Develop improvement roadmap for future organization and maintenance Identify key stakeholder groups and develop change management playbook to support change efforts Set the business up to execute successfully against a robust TOM roadmap Identify Diagnose Design Deliver Phase Objectives Output Current State Processes and High-level Market Scan Performance Benchmark Analysis and Key Improvement Areas Sales and Marketing Operating Model Design Document Sales and Marketing TOM roadmap, Command Center Design and Change Management Plan 44 Click to return to the Content Navigation Page

45. Based on the workshop outputs, data analysis, and interview findings, we found themes related to the customer experience elements of the operating model Vision and Strategy: A singular vision for growth is not consistently integrated across the business Customer: A single view of the customer is not shared across the enterprise, leading to different approaches to sales and marketing across the organization Channels: While channels are shared resources, strategies are set at a product level, creating internal competition and limiting the ability to bundle offerings at the point of customer contact Brand & Reputation: ENERGY AND RESOURCES COMPANY A is known as a core commodity provider, shaping its reputation across VAPs Products & Services: Product development is not standardized or managed at the portfolio level making it difficult to drive growth at an enterprise level 45 Click to return to the Content Navigation Page

46. Based on the workshop outputs, data analysis, and interview findings, we found themes related to the capability elements of the operating model People & Organization: Sales & Marketing roles and responsibilities are fragmented across the enterprise with no standardized processes to facilitate working collaboratively Technology & Data: Technology investments in products and services have not historically been prioritized, and data is not currently leveraged to its full potential, leading to key capability gaps Process: No centralized product development process, budget or standardized way of allocating funding across BUs and product lines; Sales & Marketing planning is siloed 46 Click to return to the Content Navigation Page

47. Based on the workshop outputs, data analysis, and interview findings, we found themes related to the enabler elements of the operating model Governance: Mechanisms for cross-enterprise coordination and collaboration are limited, and decisions impacting areas of ENERGY AND RESOURCES COMPANY A may not be understood or communicated to all impacted stakeholders KPIs: KPIs are oriented towards different priorities across the enterprise, leading to misalignment and priority conflicts Culture & Values: ENERGY AND RESOURCES COMPANY A ’s culture is centered around providing core utility services to customers which is often different of what is required to drive growth and additional sales 47 Click to return to the Content Navigation Page

48. Based on the Workshop 1 outputs, data analysis, and interview findings, themes related to the current state Sales & Marketing operating model emerged Vision and Strategy: A singular vision for growth is not consistently integrated across the business. Customer: A single view of the customer is not shared across the enterprise, leading to different approaches to sales and marketing across the organization. Channels: Channels are shared resources, but strategies are set at a product level, creating internal competition and limiting the ability to bundle and combine offerings at the point of customer contact. Brand & reputation: ENERGY AND RESOURCES COMPANY A is known as a core commodity provider, shaping its reputation across VAPs. Products & services: Product development is not standardized or managed at the portfolio level making it difficult to drive growth at an enterprise level. People & Org: Sales & Marketing roles and responsibilities are fragmented across the enterprise with no standardized way of working together. Tech & Data #1: Technology investments for products and services have not been prioritized historically, leading to key capability gaps. Tech & Data #2: Data is not currently leveraged to its full potential across product development and sales activities Process #1: There is no centralized product development budget and no standardized way of allocating funding across BUs and product lines Process #2: Sales and marketing planning is done in silos with little integrated planning that drives resource and effort allocation Governance: Mechanisms for cross-enterprise coordination and collaboration are limited, and decisions impacting areas of the organization may not be understood or communicated to all impacted stakeholders. KPIs: KPI’s are oriented towards different priorities across the enterprise, leading to misalignment and priority conflicts. Culture & values: ENERGY AND RESOURCES COMPANY A ’s culture is centered around providing core utility services to customers which does not align with what is required to drive growth and additional sales 48 Click to return to the Content Navigation Page

49. In the second workshop, Directors thought about the Operating Model decisions that need to be made as a response to current state challenges and implications Option B Option A Sample question: what relationship do we want to have with the customer? 1 2 For each operating model component, decision drivers were drafted to help assess current state components, but also help shape the future-state operating model design Participants were tasked with reviewing the current state themes and implications. Then, they reviewed the design questions for each operating model component and plotted the appropriate design decision for each ‘slider’. Note: There is no “right” design decision, as examples of successful companies on both ends of the spectrum were provided Current state Future state Where are we today? What decision would drive growth? People & organization Technology & data Processes Channels Governance Brand & reputation Products & services KPIs Culture & values Customers Vision & strategy 49 Click to return to the Content Navigation Page

50. The current state analysis summarizes the key themes, implications and decision choices for each operating model component Each section includes: Related themes and supporting evidence Implications of current state Operating model design choices, workshop outputs and case study examples 3 2 1 50 IMAGE DELETED Click to return to the Content Navigation Page

51. Current State Analysis Channels Brand and Reputation Products and Services People and Organization Vision and Strategy Customers Governance KPIs Culture and Values Key Takeaways Technology and Data Processes 51 Click to return to the Content Navigation Page

52. Vision & Strategy: Current State Findings & Implications 52 Vision & Strategy Theme: A singular vision for growth is not consistently integrated across the business. Implications Activities are prioritized based on business unit priorities which may not be around growth. There is ambiguity at the top and bottom levels as to how Growth is defined and what it means for different business units, causing confusion and misalignment from multiple voices. Growth targets become hard to meet when growth is a discretionary goal. ENERGY AND RESOURCES COMPANY A has outlined Growth as one of their corporate priorities to propel the company towards a strong and sustainable future… …however, Growth is not consistently reflected across or optimized by different business units As we heard during our interviews: “Shared Services’ primary function is to serve the core utility , and their decisions are shared around service quality and cost” “Groups that prioritize margin do not own the entire value chain, which leads to disconnects and different priorities ” “ ENERGY AND RESOURCES COMPANY A has started its growth agenda over the past 4-5 years” “It is important to improve product development, marketing, sales, and asset development to hit growth objectives” “We need to drive the growth agenda at ENERGY AND RESOURCES COMPANY A and optimize our ability to sell VAPS to customers” Aspects of the Growth agenda are not owned by business units, as some prioritize NPS while others prioritize product margin Today, growth means different things to different business units “Making money with less required capital enables required rate increases to be lower.” Click to return to the Content Navigation Page

53. Case studies Example Design choice Example Case studies ENTITY is implementing several growth strategies across the business simultaneously to disrupt the Fintech space Business units are focused on their individual targets Is growth a shared vision or a BU specific objective? Growth is managed at the enterprise level and all groups work towards a shared view of success All teams at ENTITY work to drive common goals of growing the business Vision & Strategy: Growth design choices Shared Vision BU Specific Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - Vision & Strategy 53 LOGO DELETED LOGO DELETED Click to return to the Content Navigation Page

54. Implications No single view of the customer drives different behaviors across BUs in terms of the customer. The customer is served differently based on individual BUs understand their needs Since customers are targeted on a single product level, they are not exposed to multiple related product offerings. Customers receive multiple touchpoints from different groups, creating competition rather than opportunity. Customer data utilized for sales and marketing is based on the type of program: ENERGY AND RESOURCES COMPANY A lacks a 360 view of the customer and interactions, impacting customer service and experience. MIGP HPP Surge / TreeGuard Smart Savers Customer Research ENERGY AND RESOURCES COMPANY A Residential Population ENTITY CR&I Segments (2018) HPP – Taylor ENERGY AND RESOURCES COMPANY A Persona Classification CR&I Segments (2018) CR&I Segments (2018) Mosaic Segments CR&I Segments (2018) Current Residential Segmentation Utilized: *2018 segmentation was just recently updated and shared in 2022 Theme: A single view of the customer is not shared across the enterprise, leading to different approaches to sales and marketing across the organization. Customers: Current State Findings & Implications Customers 54 Click to return to the Content Navigation Page

55. Case studies Example Design choice Example Case studies Provides transactional items to customers when they come in for groceries or to buy clothes Customers complete a quick purchase and only return when they need something else What type of relationship do we have with our customers? Maintain an ongoing relationship with the customer where they view us as a partner Bundles offers & value-added services, offers subscriptions and easy ways to update what you get from them and when Delivers the same experience to its customers regardless of channel or purchasing habits Provide a uniform customer experience for all segments How personalized is the customer’s experience with ENERGY AND RESOURCES COMPANY A ? Different customers warrant unique service experiences and offerings Each customer has a different experience with the service, thanks to the company’s AI recommendation engine Maintains a MY ENTITY line that allows buyers to personalize products to almost a custom degree All product development and sales & marketing activities put the customer at the forefront of thinking and decision-making Do we integrate customer centricity into the entire customer value chain or only within specific areas? The customer is only thought of during specific actions such as during communication initiatives Launched a ENTITY campaign that used information from user’s profiles to match them with one of the brand’s new flavors to showcase new product offerings Customers: Growth design choices Partnership Transactional Standardized Individualized Entire value chain Specific areas Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - Customers 55 LOGOS DELETED Click to return to the Content Navigation Page

56. Implications No clarity around what the priority is, as everyone wants their own product advertised and sold. Competition vs collaboration between business units. Marketing and sales approaches are siloed depending on the product or service offered. Selling is optional in the call center, and agents choose which products to sell often based on incentives or comfort levels of selling Agents may sell products based on business unit agendas rather than the enterprise agenda Channel capabilities are based on business unit budget rather than enterprise needs Burden is placed on product owners to convince agents to sell their products through incentives Product owners must train agents on products they want sold in the call center Email channel is saturated and not optimized effectively across business units to reach customers As we heard during our interviews: “If an agent cannot get behind the product value proposition or lacks product information, they will not sell .” Key channels are optimized for core utility service but not for sales of VAPs … …and there is no guidance on what should be sold “The Contact Center focus is on something very different than products & services , making it difficult to have anything added or integrated. They have difficulty transitioning from triage to seller mode .” “Communications are often budget driven and not strategy driven .” “There are no sales scorecards , and ENERGY AND RESOURCES COMPANY A doesn't hire for sales skills .” Channels Channels: Current State Findings & Implications Theme: Channels are shared resources, but strategies are set at a product level, creating internal competition and limiting the ability to bundle and combine offerings at the point of customer contact 56 Click to return to the Content Navigation Page

57. Channels Channels: Growth design principles 57 Case studies Example Design choice Example Case studies Different sales strategies and channels based on the variety of product lines and customers Our channel strategy is developed to drive customers towards new products and services Are channels utilized to serve a product line or customer needs? Our channel strategy is integrated across the organization and assessed holistically based on customer experience and preference Connects with consumers by considering consumers' affinity for online shopping while still being able to experience the brand Direct-to-consumer mattress companies efficiently push content through as many channels as possible Each customer interaction occurs in its own, separate channel How does sales & marketing of products & services work through key channels? Customer interactions and usage are integrated across all channels Customers can pick up right where they left off regardless of the channel they choose Sales and Solutions Development team works with other teams to create demand for energy solutions A centralized team with shared resources from the business coordinate customer outreach to reduce the number of communications customers receive Is customer outreach coordinated by shared resources or done independently within business units and product lines? Sales & Marketing teams reach out to customers at their own times to communicate various products & services Sells different internal products to all customers through various channels Shared Independent Customer needs Product line Omni-channel Multi-channel Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED Click to return to the Content Navigation Page

58. Brand & Reputation: Current State Findings & Implications Implications Service reliability makes selling to impacted markets difficult It becomes challenging to drive a highly cross-functional imperative like NPS when ownership of key drivers is spread across the business Unclear understanding how individual products & services impact NPS and ENERGY AND RESOURCES COMPANY A ’s Brand ENERGY AND RESOURCES COMPANY A is building it’s brand and reputation around core priorities of: “We were doing well in 2021 until the storms, where we broke trust with our customers because they still got bills when we couldn’t provide service” “ ENERGY AND RESOURCES COMPANY A ’s vision is to become a top customer service brand ” Across the enterprise, different business units are focused on different drivers of NPS , but not all are measured on Brand At the product level, it is unclear how products & services impact ENERGY AND RESOURCES COMPANY A’s brand reputation As we heard during our interviews: Safety Reliability Power Quality Sustainability Brand & Reputation Theme: ENERGY AND RESOURCES COMPANY A is known as a core commodity provider, shaping its reputation across VAPs. 58 Click to return to the Content Navigation Page

59. Case studies Example Design choice Example Case studies Well-known sportswear company, with consumers aware of its various product offerings Customers know who ENERGY AND RESOURCES COMPANY A is in general compared to other large-name brands Is the growth of products & services served through close brand affiliation or distinct brand affiliation? Customers know ENERGY AND RESOURCES COMPANY A ’s brand distinctly from other utilities or brands Differentiates itself from other clothing brands by offering a unique Heattech clothing line Seen as a reliable and dependable car manufacturer focused on quality We are known for our reliable , dependable products and services How do our customers perceive our brand? We are known for bringing the latest technologies to customers in our products and services Seen as the most innovative car company today, releasing vehicles with the newest technology and capabilities Brand & Reputation: Growth design choices Reliable Innovative Close brand affiliation Distinct brand affiliation Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - Brand & Reputation 59 LOGOS DELETED Click to return to the Content Navigation Page

60. Products & Services: Current State Findings & Implications Theme: Product development is not standardized or managed at the portfolio level making it difficult to drive growth at an enterprise level. 60 Products & Services Implications There are opportunities to sell more, or bundle, ENERGY AND RESOURCES COMPANY A products to customers. Products are unable to be bundled because of siloed product development, sales, and marketing. Products are not prioritized for collective strategy or goals; they are prioritized based on individual business unit objectives. The list of products & services below demonstrates they are managed by individual business units and that no one is responsible for looking at the portfolio holistically. Products that appeal to similar customers, like Natural Gas Balance and MIGP, are owned by different BUs. Today, there is no VP owning the common ‘Sustainability’ agenda that would connect them, so they do not get marketed or sold together. Click to return to the Content Navigation Page

61. Products & Services: Growth design choices 61 Products & Services Case studies Example Design choice Example Case studies ENTITY owns a variety of retail and eyewear brands that operate in their own verticals to grow their business and sell to customers Each BU manages their own products & services throughout the entire lifecycle Are products & services managed at the individual level or at a portfolio level? Products & services are assessed and managed from a single position focused on the full portfolio across the enterprise ENTITY’ marketing team operates as stewards of the brand, supporting new lines of business and new categories, and understanding different inputs (e.g. consumer research, sales trends, product roadmap) ENTITY developed products by evaluating short-term performance and financial engineering rather than long-term growth Financial models and forecasting drive product & service strategy Is our product & service strategy focused on product sales or maximizing customer lifetime value? Products & services are developed to maximize customer lifetime value through additional products and services ENTITY developed, sold and discounted the Xfinity Mobile and offering to current internet customers to maximize value ENTITY reinvests 20% of its earnings into R&D to achieve their ambition of being best in class in each product range it enters New products & services are developed to solve customer needs and drive differential growth Is product & services development focused on finding innovative solutions for customers or maximizing value of current products? Target new customer segments or try new marketing campaigns to maximize value from our current set of products & services ENTITY targets young adults with insurance options through unique digital marketing campaigns Individual Portfolio Maximizing CLV Product sales Maximize current products Innovative solutions Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED LOGOS DELETED Click to return to the Content Navigation Page

62. People & Organization: Current State Findings & Implications Theme: Sales & Marketing roles and responsibilities are fragmented across the enterprise with no standardized way of working together. 62 People & Organization ENERGY AND RESOURCES COMPANY A ’s organizational structure reveals core sales and marketing functions live in multiple business units and interact with shared groups differently . Click to return to the Content Navigation Page

63. People & Organization: Current State Findings & Implications Theme: Sales & Marketing roles and responsibilities are fragmented across the enterprise with no standardized way of working together. 63 People & Organization Implications Multiple resources assume responsibility of activities creating overlap and confusion internally Misalignment of ownership causing duplicative efforts and reduced efficiencies Collaboration and coordination across business units is fragmented and only when processes exist, leading to disconnect and competing priorities As we heard during our interviews: “ Shared services are involved in aspects of the sales and marketing cycle, often taking on marketing and other responsibilities . ” “ Gas & Electric are confused between Marketing, Business Development and Sales. People don't understand roles and accountability in those areas. ” Click to return to the Content Navigation Page

64. People & Organization: Growth design choices 64 People & Organization Case studies Example Design choice Example Case studies U.S. car manufactures with specialized processes have employees focused on a segment of the production process Each employee has specialized sales or marketing skills and contributes to driving a portion of the sales & marketing cycle Do we need specialist or generalist sales & marketing skills to meet our organizational growth goals? Employees have general skills and coordinate between groups to solve a business problem Home builders pool resources to ensure each build is staffed with versatile skills Offers leadership programs for professional training and development, career mentoring, and a career resource center Employees receive continuous training to upskill and develop new abilities How are we improving employee skillsets and capabilities needed to meet organizational goals? Updated job descriptions and hiring initiatives to bring in new resources with necessary skills Developed a hiring initiative to bring in resources with skills and values they believe align with the company’s mission Roles are task oriented and closely managed to mitigate risk and focus on efficient processes Defined roles and levels of authority / responsibility drive employee specialization How does work get done across the organization? Elevated employee responsibility with less management overhead ENTITY places strong emphasis on individual unique ability to contribute with high autonomy Generalist Specialist Authority Autonomy Train existing resources Onboard new resources Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED Click to return to the Content Navigation Page

65. Technology & Data: Current State Findings & Implications Theme #1: Technology investments for products and services have not been prioritized historically, leading to key capability gaps 65 Technology & Data Implications System enhancements are focused on improving the needs of the core utility service and operations Competing priorities cause friction because different stakeholder agendas end up getting deprioritized No single view or coordination between product & services team to drive growth through technology development “ There is no meaningful budget to develop a ENTITY CRM to improve customer relationships . There are competing plans since Residential is setup as an extension of the C4C in SAP, and some prefer to use SAP and not develop Salesforce.” “There is no proprietary tech development or funding for products and service commercialization” Gaps are caused by: Fragmentation across the business making it difficult to have one voice advocating for product & service-related tech enhancements Product & service development teams do not own the tech that needs upgrading to support growth As we heard during our interviews: Click to return to the Content Navigation Page

66. Technology & Data: Current State Findings & Implications Theme #2: Data is not currently leveraged to its full potential across product development and sales activities 66 Technology & Data Available data is not used consistently to develop and sell products & services to customers Customer data is optimized for the core utility offering, not for products & services Next best offer capabilities do not exist today to support growth opportunities As we heard during our interviews: “We are looking at segmentation and comms for customers, but we are looking at reactive how we support customers versus proactive how can we sell to customers” “If the models can be integrated into the system, determine which products make sense for a certain customer, put some talking points in the CRM, and go through sales that way, this would be a very effective model ” Data analysis skillsets are in high demand but haven’t been applied at scale to support sales and marketing insights Implications Data is not being used to the fullest capability to support sales Available data is not mapped to specific use cases to tailor product & services to customers Sales and growth opportunities are being missed by not leveraging data to provide next best offer abilities Click to return to the Content Navigation Page

67. Technology & Data: Growth design choices 67 Technology & Data Case studies Example Design choice Example Case studies Predictive models help serve more relevant ads to customer Our analytics can help predict what will happen Are we investing in predictive or reactive data to support our growth objectives? Our analytics will shed insight into what previously happened Uses data to understand how companies use platform to help drive future product decisions Built a central communications model to help determine which brands, messages, media choices and moments drove biggest uplift in sales and which customers were most responsive Our data is centralized and shared across the enterprise, so all BU’s have the same data and insights Do teams contributing to sales and marketing have a shared view or different view of the product landscape and customer needs? Individual teams utilize their own data to produce specific views for the product landscape and customer needs ENTITY brands develop products or variants of existing ones to attract more customers, grow the business and remain competitive ENTITY invests in advanced technologies and platforms to help researchers accelerate the pace of innovation Growth-related technology initiatives are prioritized to the top of the technology roadmap to support growth faster Is growth prioritized in the technology roadmap or is growth merged with the needs of the core utility? Growth-related technology initiatives are assessed and integrated into the technology roadmap to support the needs of the company ENTITY’s acquisition strategy allows for integration of new customers and their rewards into ENTITY technology to assist with onboarding customers into ENTITY’s loyalty program, PROGRAM Predictive Reactive Shared view Different view Prioritized Integrated Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - Tech & data LOGOS DELETED Click to return to the Content Navigation Page

68. Processes: Current State Findings & Implications Theme #1: There is no centralized product development budget and no standardized way of allocating funding across BUs and product lines 68 Processes “Culturally speaking, we have ideas, but there is no process for getting budget for those ideas” Implications Many teams find the funding process inefficient, leading them to work independently rather than collaboratively to achieve their own agendas “Decision making is concentrated at the very top and we need an ideation and budget allocation process for teams to follow when they have new ideas” “It is challenging to implement a new project – there is no centralized function across product offerings for customers” Decision making is done on a product basis not a portfolio basis , which is not in line with the needs of the overall portfolio… … As a result, there is no way of looking across all priorities and making decisions on investments Additionally, business units have different priorities when it comes to funding product development As we heard during our interviews: Click to return to the Content Navigation Page

69. Processes: Current State Findings & Implications Theme #2: Sales and marketing planning is done in silos with little integrated planning that drives resource and effort allocation 69 Processes Implications No clear guidelines or goals for what to prioritize Corporate communications are the connector between sales, marketing, and operations and have to align messaging across different organizations Currently, Sales & Marketing at ENERGY AND RESOURCES COMPANY A is not done at the portfolio level. Rather, plans are developed by business units to achieve their own objectives. This creates a first-come, first-serve process that is not optimizing what is best for customers or the business Since planning is not done at the VAP level, this also impacts customer experience and sales opportunities “Corporate Communications will review requests and determine if there is a need for an email campaign , what is the corporate saturation and what can be allocated. “ “There should be a high-level annual plan to coordinate between the siloed teams . This plan should have guidelines for each of the business units to follow.” “Marketing, sales, products, and services are all vying for a greater share of limited resources ” As we heard during our interviews: Click to return to the Content Navigation Page

70. Processes: Growth design choices 70 Processes Case studies Example Design choice Example Case studies Follows a standardized approach to help employees deliver consistent products and services across all stores BU’s follow the same processes and policies for developing new products & services Do we have standardized or decentralized processes and policies covering all VAPs ? BU’s develop products & services using their own processes and policies Lets local management run its companies because they understand the consumers and region better The 25 different divisions made decisions and released products on their own, only interacting when necessary BU’s integrate with supporting teams when necessary or required How are we integrating with supporting business units across the product development and Sales & Marketing cycles? All BU’s integrate with supporting teams in a standardized way, ensuring clear roles & responsibilities between groups Achieved a more efficient product development process by standardizing engagement with shared services The strategic direction and focus areas for growth is set by corporate strategy leads for local large account leadership teams in different geographies Business units develop and execute individual sales & marketing plans based on their specific products & services Are individual business units responsible for their own sales and marketing planning, or is there an enterprise-wide vision to adhere to? BU sales & marketing plans are integrated to create a holistic sales & marketing plan across the enterprise Integrates all business unit plans into a larger marketing plan that focuses on the customer experience and need Teams research and develop products in their primary business segments ( i.e ENTITIES) Business units invest in their own product & service development Is our process for investing in new product development siloed or shared across BU’s? BU’s collaborate to develop and invest in new products & services ENTITY’s Smart Capital strategy aims to employ a disciplined approach to investments and fund growth while creating flexibility and delivering high ROI Ad-hoc integration Standardized Individual BUs Enterprise-wide Siloed Shared Standardized Decentralized Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED LOGOS DELETED Click to return to the Content Navigation Page

71. Governance: Current State Findings & Implications Theme: Mechanisms for cross-enterprise coordination and collaboration are limited, and decisions impacting areas of the organization may not be understood or communicated to all impacted stakeholders. 71 Governance Implications No clear insight into what other teams are working on, making it difficult to find synergies between similar projects and services. Siloed approach to priority committees makes communications and alignment between executives and corporate initiatives difficult. Teams work independently in siloes because there isn’t clear guidance or governance for cross-team interactions. Growth agenda items struggle to be incorporated into existing agendas with competing priorities. Priority committees have been established at the executive level; however, they only include some C-level and VPs across the business. Informal check-ins are used to coordinate with other VPs and understand what other committees are working on. As we heard during our interviews: “If we don't get governance and processes in place, then the ideas people have in the company don't have places or budget .” “There is no coordinated effort on product and service development causing internal frustration.” “Growth is not core to what business units do, so unless we, as leaders, collectively figure out how it fits in their processes, we won't get change out of it .” A single forum for all key stakeholders to look across the organization to drive Sales and Marketing planning activities and align on agendas does not exist today. “There is no governance structure to evaluate the portfolio .” “ As we build the strategy, it is important to be aligned . Sales could be updated to be included in the scorecards, if that is determined to be a corporate priority.” Click to return to the Content Navigation Page

72. Governance: Growth design choices 72 Governance Case studies Example Design choice Example Case studies All employees have a voice and are encouraged to support decision making processes All employees are included in management’s decision-making process How is decision-making power divided across teams and seniority levels? Upper management drives decision making and strategic direction of the company Key decisions are driven by vision and roadmap set by leadership In large oil & gas companies, accountability is shared and delegated across many levels of the organization Accountability is shared across the organization and flexible processes are in place How is accountability for Sales & Marketing shared across the organization? Key groups or stakeholders are accountable for driving efficient processes In designer fashion brands, accountability is limited and centralized to key decision makers Agents are tracked on number of set appointments (sales) and required to offer callers financial consultative offers on each call Sales is mandatory and sales metrics are closely tracked How are we driving growth through sales opportunities? Sales opportunities are optional and sales metrics are not measured for agents Agent’s primary responsibility is to assist customers with the reason for their call, and offering additional products & services is optional Bottom-up Top-down Centralized Delegated Mandatory sales Optional sales Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED Click to return to the Content Navigation Page

73. KPIs: Current State Findings and Implications Theme: KPI’s are oriented towards different priorities across the enterprise, leading to misalignment and priority conflicts 73 KPIs Implications Limited understanding of the broader accountability outside of specific business unit areas Difficulty growing value-added products & services when all are tracked separately Conflicting priorities throughout the product development and Sales & Marketing journey As we heard during our interviews: Corporate support, product development, Sales & Marketing, and other groups are all measured on different metrics (Growth, NPS, margin, contacts/open rates, etc.) Sales & Marketing teams across Gas & Electric have different KPIs and are not measured on maximizing value across the portfolio KPIs are measured at the product level but do not measure segment level metrics "If we are going to do this right, it needs to be aligned appropriately . All these people need to be driving towards the same goals . We are all in different goals and driving towards different things right now." "Since everyone has their own goals, it is tough to distinguish importance from the enterprise vision standpoint .” “ The growth agenda needs to be prioritized and have more potential to drive future sales” Click to return to the Content Navigation Page

74. KPIs: Growth design choices 74 KPIs Case studies Example Design choice Example Case studies Consumer product brands track and manage KPIs at a product (business unit) level Individual business units are responsible for tracking and managing growth KPIs Are growth KPIs shared across the enterprise or the responsibility of individual BUs? Growth metrics are shared across the enterprise and each BU has visibility and works towards achieving the set targets Employees feel responsibility for ENTITY’s success and growth since all employees own a part of the company KPIs measure strategic value such as customer lifetime value and EV market share We measure customer lifetime value to determine how we are impacting customers with our products & services Do we prioritize customer KPIs or product KPIs to determine our success? Our key metrics are margin and total sales for each of our products & services Water utilities focus on KPIs that track and optimize business operations and sales Prioritizes value and service metrics, such as customer satisfaction Service metrics such as average response time and average handle time are tracked to determine success and speed of serving customers For key processes related to selling products & services, do we measure the service provided to customers or growth metrics? We prioritize tracking growth metrics such as pitch rate, close rate and other sales-based metrics that drive growth Focuses on achieving its growth strategy by prioritizing product expansion Individual BUs Enterprise wide Customer lifetime value Product margin Service Growth Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED Click to return to the Content Navigation Page

75. Culture & Values: Current State Findings & Implications Theme: ENERGY AND RESOURCES COMPANY A ’s culture is centered around providing core utility services to customers which is often different to what is required to drive growth and additional sales 75 Culture & Values While Growth has been included as a corporate priority, and several VPs have started to prioritize growth… …the traditional utility mindset still permeates through the organization “We are built as an operating company and have to deliver on financial goals .” “If the fundamental objective is to keep lights on and we need to take money out of marketing, we will do this. The whole organization is built with this mentality . How do we make the company incrementally better operationally?” “We are a very compliant organization .” “The organization will often focus on short-term financial challenges instead of long-term growth. They see change as a cost and don't consider it an investment.” “The organization was built with an operations mindset, thinking about ‘ how can we make incremental revenue? ’” “ ENERGY AND RESOURCES COMPANY A is built to deliver reliable power , for financial reasons and to run the state of STATE . This is very mission focused – to be first-responders during crisis, serve as a major engine for the State's growth and be an epicenter for solving for climate change.” MIGP tracks growth as sales through key channels IMAGE DELETED Click to return to the Content Navigation Page

76. Culture & Values: Current State Findings & Implications Theme: ENERGY AND RESOURCES COMPANY A ’s culture is centered around providing core utility services to customers which is often different to what is required to drive growth and additional sales 76 Culture & Values Implications Limited innovation and exploration with potential to miss substantial opportunities to drive the growth agenda With a majority of decisions being owned at the highest level of the utility, growth and ideation become challenging and lengthy processes, resulting in difficulty commercializing products and implementing technologies Employee confusion as Growth is not clearly understood or communicated Long-term growth is deprioritized for short-term success and to meet individual scorecard goals Low sense of ownership or “defeatism” feeling within business units Limited balance between reactively supporting customers and proactively selling to customers Risk Aversion “ Introducing new products is risk and change , and no one is giving training dollars to prepare resources” “Culture is risk avoidance, and the best way to do this is to ask your boss to make decisions ” Top-down decisions “All senior leaders have to make every decision ” “ ENERGY AND RESOURCES COMPANY A has a culture of compliance and risk avoidance so decision making gets pushed up and not pushed down ” Support vs Growth “If the fundamental objective is to keep lights on and we need to take money out of marketing, we will do this. The whole organization is built with this mentality. How do we make the company incrementally better operationally ?” “Most of the organization, like Customer Service, is about maintaining and making sure we support customers in a reactive way; we will take care of things instead of actively selling .” Click to return to the Content Navigation Page

77. Culture & Values: Growth design choices 77 Culture & Values Case studies Example Design choice Example Case studies Employees are compensated by the sales they make and the quota the meet Employees focus on producing results in a timely manner How is our culture in relation to driving growth? Employees are obsessed with the customer and the experience they have with us ENTITY has made conscious trade-offs in its service model to ensure customer service is ingrained across the company ENTITY has remained focused on their brick & mortar book locations to avoid risks We let others lead the way in new offerings and stick to what we currently do to avoid unnecessary risks What mindset do we have across the enterprise to drive growth? We want to be leaders to market and are willing to take risks to do so ENTITY, a full-service digital pharmacy, has a ‘team-first’ culture that has helped turned the pharmaceutical industry up-side down Employees failed to understand changing circumstances, almost driving the organization into bankruptcy Employees view change as a disruptor to their daily duties and do not view change as important Do we view change as a threat or an opportunity? Employees are open to change and willing to adapt what they do for the betterment of ENERGY AND RESOURCES COMPANY A and our customers Employees support the company’s customer oriented culture and the change needed to bring this vision to fruition Operationally focused Customer focused Risk averse Innovative Threat Opportunity Current state Future state Where are we today? What decision would drive growth? Input average Input average - Workshop 2 Output - LOGOS DELETED Click to return to the Content Navigation Page

78. Key takeaways: Customer Experience 78 Category What We Heard Design Choice Summary Customers MAS and Gas Major Accounts has a very individualized relationship with each customer While there are some issues related to segmentation, there is also another gap because performance data is not used to understand individual customer files and demonstrated preference On the topics of customer relationship, personalization, and centricity, most of the business groups focused on residential customers agree they have a transactional and standardized relationship with customers currently MAS and Gas Major Accounts are a few of the business units that have a personalized partnership with its customers today Channels From a transactional perspective, there is work in progress to optimize the flow of the customer to provide a better experience Business units agree that channels are utilized by product line and not customer needs today Sales & Marketing currently use a multi-channel approach Customer outreach is conducted independently within business units and product lines Brand & Reputation ENERGY AND RESOURCES COMPANY A ’s top priority should be to provide safe, reliable, and affordable power. Growth cannot compete with this. Customers know who ENERGY AND RESOURCES COMPANY A is in general compared to other large name brands ENERGY AND RESOURCES COMPANY A wants customers to perceive them as a reliable brand Products & Services The current product handoff processes make it difficult to have a single product owner, leading to errors Accountability and ownership of the entire product needs to be considered If a customer is sitting in a certain community and they do not have access to a VAP, this is a miss by ENERGY AND RESOURCES COMPANY A because they would be interested in those products but are not offered them ENERGY AND RESOURCES COMPANY A ’s growth objectives must be achieved while keeping rates low Products & services are managed on an individual level today The product & service strategy is focused on product sales instead of maximizing CLV Product & service development is focused on maximizing the value of current products Click to return to the Content Navigation Page

79. Key takeaways: Capability 79 Category What We Heard Design Choice Summary People & Organization The focus should be on both employee mentality and skills when hiring. Skills alone is not enough Both generalist and specialist skills are needed to meet organizational growth goals A mix of training existing and onboarding new resources is needed to meet ENERGY AND RESOURCES COMPANY A ’s goals Technology & Data From a sales and service perspective, there are some projects in the pipeline that challenge ENERGY AND RESOURCES COMPANY A ’s current technology and IT folks are needed to help think outside the box and determine how to deliver these projects The data ENERGY AND RESOURCES COMPANY A uses today is mostly reactive and sheds insight into what previously happened Teams have different views on the product landscape and customer needs Growth is merged with the needs of the core utility when considered for the technology roadmap Process Currently, most of the growth feels like no risk growth. Processes may be different across the different groups, but the executive team does talk about driving innovative growth ENERGY AND RESOURCES COMPANY A supports ad-hoc integration of business units across the product development and Sales & Marketing cycles The process covering all VAPs is decentralized today Individual BUs are responsible for their own sales and marketing planning The process for investing in new product development is siloed Click to return to the Content Navigation Page

80. Key takeaways: Enablers 80 Category What We Heard Design Choice Summary Governance The issue is not whether decision making is top down or bottom up. It should be about which criteria are used to differentiate approval levels The focus should be on org design and levels of cross-functional decision making Decision making is top-down Accountability is delegated with key stakeholders accountable for driving efficient processes Sales are optional KPIs There are few shared metrics across the organization, and everyone has siloed metrics that they are driving towards KPIs are the responsibility of individual BUs Product KPIs are prioritized when determining success Service is prioritized over growth when looking at the selling of products & services Culture & Value Everyone should have some piece of growth and they need to understand how they will benefit the company to go forward ENERGY AND RESOURCES COMPANY A ’s culture is operationally focused The company mindset is risk averse Change is seen as more of a threat than an opportunity Click to return to the Content Navigation Page

81. Customer Experience – Detailed pain points Customers There is not a single view of the customer shared across the enterprise, as business units have different approaches to sales and marketing and do not all utilize similar customer data. Additionally, ENERGY AND RESOURCES COMPANY A lacks segmentation capabilities across business units. This drives differences in service and behaviors across business units as it relates to the customer. The recently updated customer segmentation report excludes a product and services lens, and it is not currently leveraged consistently across the business to support product and service development or sales. There is no focused team responsible for interactions with the customer, and it is currently spread across multiple groups. Since customers are targeted on a single product level, they are not exposed to multiple related product offerings. ENERGY AND RESOURCES COMPANY A does not view customer interactions as a "priceless experience" for how they are going to deliver to customers, even though good interactions could result in additional sales. There is no “right product, right strategy, right customer” mindset at ENERGY AND RESOURCES COMPANY A . “If we don't pitch or offer products and services at the right time, we miss out on sales, and it can result in complaints.” Operating Model Component Pain Points Operating Model Category Customer Experience 81 Click to return to the Content Navigation Page

82. Customer Experience – Detailed pain points Channels A consistent and aligned communication approach does not exist today – “No one is looking how many times this customer is pinged for PROGRAM versus another product and service”; this can result in customers being fatigued because of the large amounts of communications and information they receive from ENERGY AND RESOURCES COMPANY A . There is a lack of understanding into which channels are preferred by consumers for different types of transactions and product and service communications from ENERGY AND RESOURCES COMPANY A . Campaign and sales metrics are tracked inconsistently across business units, making any organization-wide change difficult to implement because of different priorities and values. Key channels are not optimized for sales of VAPs. There is no guidance on what should be sold through which channels, and the burden of training agents is placed on business units; however, there is high turnover in the contact center, making it difficult to train agents on product & service offerings. “If an agent cannot get behind the product value proposition or lacks product information, they will not sell. If they don’t understand the product, they won’t sell it” Call center KPIs are reduced handle time and reduced call volume, which is at odds with the agenda to use it as a sales channel. The call center does not focus on selling products & services to customers. “The Contact Center focus is on something very different than products & services, making it difficult to have anything added or integrated. They have difficulty transitioning from triage to seller mode.”; “There are no sales scorecards, and ENERGY AND RESOURCES COMPANY A doesn't hire for sales skills.” There are no propensity or predictive models to determine which customers would be likely to buy which products. Agents should not be making these decisions on what to sell on their own because they are not always considering what is best for the customer. Operating Model Category Operating Model Component Pain Points Customer Experience 82 Click to return to the Content Navigation Page

83. Customer Experience – Detailed pain points Brand & reputation ENERGY AND RESOURCES COMPANY A has low customer engagement and recently lost trust following significant storms over the prior summer. Business units are only focused on aspects of the corporate brand and specific drivers of NPS because they have their own agendas. There is no clear picture for how products and services impact ENERGY AND RESOURCES COMPANY A ’s brand reputation because business units are not all tracking NPS or enterprise value for the products and services they own. Products & services No one team is responsible for looking across the entire product and service portfolio – it happens within business units; Products and services live in different areas of the business with little connection, making synergies between products and services difficult to achieve and portfolio oversight challenging. “No one looking across 3-4 products to look at value and how to bundle. No one has a view to say, 'across entire spectrum, here is addressable market’, then task people with getting tasks done. We don’t have the resources to do this either.” ENERGY AND RESOURCES COMPANY A has legacy products and services but no defined method for consistent management, evaluation and governance for current demand. Products and services are developed in siloes, and there is no coordinated approach to delivering the products and services to customers, which causes internal frustration across ENERGY AND RESOURCES COMPANY A . ENERGY AND RESOURCES COMPANY A is not customer-centric when it comes to product development. “We are extremely siloed and product-focused. We are built to deliver a fundamental service and what we do is kind of already decided.” Operating Model Category Operating Model Component Pain Points Customer Experience 83 Click to return to the Content Navigation Page

84. Capability– Detailed pain points People & organization Responsibilities often overlap between different business units, and there are inefficiencies because the teams work in siloes. (e.g. Sales and marketing teams are separated across the enterprise, each group having separate agendas, and they are siloed depending on the product or service offered). Competing ENTITY functions spread across the organization are driven largely by product team goals versus enterprise goals, presenting significant threat of customer disengagements. Groups are frustrated as they become responsible for activities outside of their scope of work, such as co-counseling product teams on marketing, due to skill and capability gaps. Business Units are working in silos to achieve their goals, but their goals may not align to the greater goal of the organization. If their organization goals are customer touchpoints, it may not be 'good' for ENERGY AND RESOURCES COMPANY A . Certain services that should be shared are not currently categorized and available as such. (e.g. There is a shortage of data scientists within the company for analysis on customer data to be used for marketing and sales. Additionally, data scientists do not sit within marketing and sales teams.) The organization is confused between Marketing, Business Development and Sales. “The business definition of marketing compared to sales is unclear. People don't understand roles and accountability in those areas.” ENERGY AND RESOURCES COMPANY A as an organization is not strong at connecting with customers on an emotional level. Operating Model Category Operating Model Component Pain Points Capability 84 Click to return to the Content Navigation Page

85. Capability– Detailed pain points Technology & data There is no integrated technology, meaningful CRM or one touch spot to provide customers with next best offerings and rates. This limits the ability to support growth opportunities. “We are looking at segmentation and communications for customers, but we are looking at reactive, how we support customers, versus proactive how can we sell to customers.” There is no proprietary technology development or funding for products and service commercialization. System enhancements are often focused on improving the needs of the core utility service and operations. There is fragmentation across the business, making it difficulty to advocate for product and service-related enhancements. Competing priorities can cause friction if different stakeholder agendas get deprioritized. Data is not shared across the enterprise to be utilized consistently. ENERGY AND RESOURCES COMPANY A has rich customer data, but there is a disconnect in effectively leveraging the data to tailor product and service development and sales to specific customer profiles. “There is not enough attention focused on customer surveys or market trends in the product development, marketing and sales cycle.” There is no insight into conversion rates at the call center because they don't know how often agents are pitching products vs selling them to customers. Operating Model Category Operating Model Component Pain Points Capability 85 Click to return to the Content Navigation Page

86. Capability – Detailed pain points Processes It is undecided and unclear if the organization is driven by the customer segments or products and services. Decision making is done on a product basis not a portfolio basis, which is not in line with the needs of the overall portfolio and makes it difficult to look across all priorities and make investment decisions. It is challenging to implement a new project, as there is no centralized function across ENERGY AND RESOURCES COMPANY A ’s product offerings for customers. ENERGY AND RESOURCES COMPANY A lacks processes in place. “How do we drive enterprise growth with no metric on individual scorecards? How do we get budget?” ENERGY AND RESOURCES COMPANY A needs an ideation process based on a product and marketing budgets. ENERGY AND RESOURCES COMPANY A lacks a vocal owner of smaller budget approvals because ENERGY AND RESOURCES COMPANY A doesn't know who owns what. “Culturally speaking, we have ideas, but there is no process for getting budget for those ideas”; “Decision making is concentrated at the very top and we need an ideation and budget allocation process for teams to follow when they have new ideas” Processes are disrupted due to internal competition and competing agendas. There are inconsistent agendas between business units making it challenging to complete tasks. Sales, Marketing and Operations are not connected, requiring Corporate Communications to make the connections. Sales and Marketing message things differently and often their messages are different from how Operations would want them messaged. This impacts how ENERGY AND RESOURCES COMPANY A talks about the program. “Operations says this is not what we are doing, and you can't say this about a program, but marketing says to do it anyways.” Sales and Marketing planning is not done at the portfolio level. Rather, plans are developed by business units to achieve their own objectives. This creates a first-come, first-serve Corporate Communications process that is not focused on optimizing what is best for customers or the business. This also impacts customer experience and sales opportunities. “There should be a high-level annual plan to coordinate between the siloed teams. This plan should have guidelines for each of the business units to follow.” Operating Model Category Operating Model Component Pain Points Capability 86 Click to return to the Content Navigation Page

87. Enablers – Detailed pain points Governance A governance structure is in progress of being developed but is not formalized which causes confusion for which processes that need to be followed. With no governance and processes in place, the ideas that people have in the company do not have a place or a budget. Some legacy programs tend to have lack of ownership or direction; resources move on to the next project before governance is established for existing products. There is no dedicated team to handle regulatory demands in the product development cycle. This takes away valuable time from business unit resources that could be working on development or sale of products. There is limited coordination between priority groups. There are rarely actions or direction that comes out of priority committee meetings, and priority meetings often exclude some key stakeholders. This results in informal and inconsistent check-ins used for coordination between VPs to understand what each group is working on. Executives are not held accountable for opportunities or losses in revenue. KPIs ENERGY AND RESOURCES COMPANY A is very metrics driven, but metrics are not aligned across the company. This creates a disconnect between business unit agendas and the enterprise agenda, and results in internal competing priorities due to varying performance metrics. “Marketing team has touchpoints on their scorecard, meaning that their own performance is their focus.” Call center scorecard metrics focus on quality, productivity and post call survey results; while Marketing team scorecard metrics focus more on internal team performance rather than customer satisfaction. Growth is concentrated in few organizations, and NPS is prioritized and managed in only some – NPS is fragmented across multiple business units. (e.g. Marketing and Customer organizations are measured on NPS and not on growth. The Contact Center is not measured on any sales or revenue.) Although ENERGY AND RESOURCES COMPANY A is pushing NPS, Corporate Communications is not really measured on NPS because they haven't found correlation between what the team does and driving NPS. They can't prove that there is a correlation between sending out emails and improving NPS. There is not a broad view or understanding of accountability and KPIs outside of one's business area. Employees are not incentivized to prioritize growth objectives if they are not measured on them. Operating Model Category Operating Model Component Pain Points Enablers 87 Click to return to the Content Navigation Page

88. Enablers – Detailed pain points Culture & values Several unregulated products and services are not owned, operated or promoted by ENERGY AND RESOURCES COMPANY A , since the culture of running a utility is counter to the culture of running an unregulated business. Most decisions are owned at the highest levels of the utility, which impacts internal culture as employees feel "defeatist" with low sense of ownership around products and services. Additionally, it impacts organizational change. Organizational change has been deprioritized by senior leaders in the past. Concentration of decision making is at senior levels, which prevents change from happening in a timely manner. “ ENERGY AND RESOURCES COMPANY A has a culture of compliance and risk avoidance, so decision making gets pushed up and not pushed down. The best way to do this is to ask your boss to take accountability for decisions.” ENERGY AND RESOURCES COMPANY A is risk averse. “Because ENERGY AND RESOURCES COMPANY A is like a subscription business, the acquisition cost always overrides the value. You don't see the value until 5 or more years down the line. Even when you think the program is a growing business, it's difficult to track value because you don't see rewards immediately. As a company, we are not willing to take on these risks.” Growth is not part of ENERGY AND RESOURCES COMPANY A ’s culture or core to what busines units do. Not all senior leaders think about the growth agenda or shifting the incentive structure. “ ENERGY AND RESOURCES COMPANY A needs to collectively figure out how it fits into its process.” The old utility mindset permeates through the organization, which leads to an imbalance between supporting customers and stakeholders and driving the growth agenda. “If the fundamental objective is to keep lights on and we need to take money out of marketing, we will do this. The whole organization is built with this mentality. How do we make the company incrementally better operationally?”; “ ENERGY AND RESOURCES COMPANY A is built to deliver reliable power, for financial reasons and to run the state of STATE. This is very mission focused – to be first-responders during crisis, serve as a major engine for the State's growth and be an epicenter for solving for climate change.” ENERGY AND RESOURCES COMPANY A is reactive because of how it was built and how it is structured. “The business focuses on existing needs instead of emerging needs.” ENERGY AND RESOURCES COMPANY A ’s culture makes it difficult to commercialize products and generate revenue. “If agents get more money than other people in the company for selling products, people within our organization have a problem with this.”; “150 people on the phone don't think it's their job to sell. ENERGY AND RESOURCES COMPANY A needs to change their mindset so that when they are sitting on the phone to take inbound calls, they need sell 100 products (so that they are not wasting the company money).” ENERGY AND RESOURCES COMPANY A prioritizes short-term financial risks and does not view long-term growth as an investment. “Introducing new products is risk and change, and no one is giving training dollars to prepare resources.” Operating Model Category Operating Model Component Pain Points Enablers 88 Click to return to the Content Navigation Page

89. Complete market scan to understand key energy and customer trends impacting utility actions today Conduct stakeholder interviews to document the current state of ENERGY AND RESOURCES COMPANY A ’s Sales & Marketing operating model Analyse customer and operational data to support the current state analysis and findings Conduct industry and cross-industry benchmarking to understand Art of Possible Document pain points across key operating model elements Baseline current state performance against organizational priorities to understand future opportunity areas Develop design principles and the future state for each operating model area Outline future roles and organizational design through team workshop Develop and workshop improvement initiatives for implementing the future operating model Establish a Target Operating Model command center to oversee transition to the future state operating model Develop improvement roadmap for future organization and maintenance Identify key stakeholder groups and develop change management playbook to support change efforts Set the business up to execute successfully against a robust TOM roadmap Identify Diagnose Design Deliver Phase Objectives Output Current State Processes and High-level Market Scan Performance Benchmark Analysis and Key Improvement Areas Sales and Marketing Operating Model Design Document Sales and Marketing TOM roadmap, Command Center Design and Change Management Plan 89 The diagnose phase will identify key improvement areas and benchmark ENERGY AND RESOURCES COMPANY A ’s current state Sales & Marketing model against leading utility and non-utility organizations Click to return to the Content Navigation Page

90. We took a robust approach to understand how other organizations structure their Sales & Marketing organization for growth Defined the types of organizations we would evaluate to understand Sales & Marketing operating models that support Growth Interviewed SMRs to understand how these organizations structure their Sales & Marketing operating models Conducted external research to support case studies and drive additional lessons learned Developed case studies of operating model examples and lessons learned relevant to ENERGY AND RESOURCES COMPANY A’ s future state design principles Defined Parameters Conducted Interviews Researched Externally Synthesized Key Findings Utilities : Regulated North American Non-Regulated International Non-Utilities : Telco CPG Fintech Companies Evaluated Include: Stakeholder Interview Guide Research on Best Practices 90 IMAGE DELETED Click to return to the Content Navigation Page

91. Through the analysis, we developed the following lessons learned to support the development of ENERGY AND RESOURCES COMPANY A ’s future state Sales & Marketing operating model A single senior growth leader will bring the organization into new ways of working and thinking An organization should have one ambition goal and strategy that considers the role of growth products & services and has a clearly defined financial target An environment for talent to thrive ensures that teams can excel and drive growth objectives Active portfolio management guarantees that mature products are centralized and routinely assessed An organization’s culture needs to support its growth goal to ensure agreement and alignment across the enterprise An organization should have a single view of how to organize around customer needs An organization should have dedicated resources to nonregulated Sales & Marketing to develop key sales capabilities Technology should be developed to support and prioritize sales 91 Click to return to the Content Navigation Page

92. Each of the lessons learned from the external research and interviews support a key improvement area theme 92 Single senior growth leader A single senior growth leader will bring the organization into new ways of working and thinking One growth strategy An organization should have one ambition goal and strategy that considers the role of Growth products and services with a clearly defined financial target Environment for talent to thrive An environment for talent to thrive ensures that teams can excel and drive growth objectives Active portfolio management Active portfolio management guarantees that mature products are centralized and routinely assessed Culture that supports the goal An organization’s culture needs to support its growth goal to ensure agreement and alignment across the enterprise Organization organized around customer needs An organization should have a single view of how to organize around customer needs Dedicated resources An organization should have dedicated resources to nonregulated Sales & Marketing to develop key sales capabilities Enablement to support sales (data, IT) Technology should be developed to support and prioritize sales Click to return to the Content Navigation Page

93. Inputs Outputs Internal interviews with EY SMRs 1 External research of leading practices 2 Identification of key improvement areas 3 Establish industry and cross-industry benchmarks for sales and marketing operating processes Identify best practices amongst industry and cross-industry leaders Define key sales and marketing improvement areas Apply identified successes to ENERGY AND RESOURCES COMPANY A 93 We took a comprehensive approach to identify key improvement areas and support the development of ENERGY AND RESOURCES COMPANY A ’s future state Sales & Marketing operating model Click to return to the Content Navigation Page

94. We conducted interviews with internal EY subject matter resources to understand how utility and non-utility organizations structure Sales & Marketing operating models Post-engagement Developed case studies of Sales & Marketing operating models and lessons learned that support ENERGY AND RESOURCES COMPANY ’s future state design principles Pre-engagement Conducted a current state analysis to understand ENERGY AND RESOURCES COMPANY A ’s challenges Defined questions around key organizational structure components for consistent results Engagement Engaged with 12 internal EY stakeholders across functional areas through interviews to understand how key organizations are structured Discussed utility and non-utility companies to support the benchmarking analysis 94 Click to return to the Content Navigation Page

95. To drive consistent internal stakeholder interviews, we defined questions around key organizational structure components Vision & strategy What were the growth objectives and/or key challenges that led the company to align sales and marketing how they did? Are business areas aligned on the growth agenda and does the org structure support it? Organizational Model What does the org structure look like (gas vs. electric)? Are they organized around products & services or customer segments? Where do sales and marketing live? Are sales and marketing shared services? Does their org structure solve key challenges? How does the structure impact brand / sales, tech, governance, KPIs? Outbound Communication / Channels How do they market and sell to customers? Do they utilize the contact center and incentivize agents? Do they utilize customer channel preferences? Who owns key channels and channel strategies? Products & Services How do they think about product development? Does it sit separately across the business and roll up, or is there one group who leads product development for the entire enterprise? Do they identify opportunities based on customer needs or based on internal business pressures (i.e. metrics)? Technology & Data How do they think about technology and data? Is tech specific to a business unit or centralized throughout the org? How about data accessibility (i.e. everyone has access to the same data, technology, and processes are consistent)? Governance Is one person or team responsible for managing the product and service portfolio? Why or why not? How do they think about the governance process? How do sales and marketing teams collaborate today? KPIs How do they balance service with performance? Do they track NPS and provide sales incentives? How do they align incentives and KPIs today? Are there KPIs that help to drive sales? Is growth measured on all scorecards? 95 Click to return to the Content Navigation Page

96. A detailed summary overview, organizational structure visual, in-depth case study analysis and leading practice findings were developed for each case study Summary Profile Each summary profile is comprised of the client situation, the complication faced, the approach took to overcome this complication, and the end results Organizational Structure The organizational structure overviews how the organization operates from a sales and marketing perspective Case Study Analysis Each case study examines the individual op model components for the utility* *The organizational structure analysis is not included for non-utility companies, as they are less applicable to ENERGY AND RESOURCES COMPANY A ’s operating model Leading Practice Leading practices are documented from external research and case study analysis 96 Click to return to the Content Navigation Page

97. Case study #1 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 97 Click to return to the Content Navigation Page

98. Summary Profile: North American Electric & Gas Utility Overview Launched growth agenda in a post merger environment Gas and electric services provided across multiple service territories $21B utility revenue; 8M electric, 2M gas customers Set an ambitious target of building a $1B revenue business in 5 years Regulated & non-regulated growth offerings Challenges Multiple acquisitions across service territories created fragmentation of portfolio Siloed products & services sat across the organization with limited visibility and prioritization Disconnect from the operations and 3 rd party contractors, limiting bundling ability Limited ability to streamline business operations given complex organizational environment Doubled EBIT in 5 years, implying an organic growth of 87% or 13% CAGR Non-core commodity income come to represent ~10% of the company’s net income Achieved high profitability per employee ($1.2M per FTE) Built enterprise-wide momentum around growth goals and awareness of BU roles in achieving them Created greater visibility of the portfolio, allowing for effective prioritization and management Centralized all non-core commodity offerings and new product development strategy team under newly appointed VP, in a dedicated organization VP set an aggressive growth goal of doubling EBIT to $550M Created a senior role, empowered with autonomy to hire resources, manage budget, develop product strategy, etc. Organized portfolio around discrete customer needs Created call center for residential, non-regulated offerings under VP Set up marketing as a shared service for all retail product teams Set up organization to manage market and customer insights and data under the same SVP 98 Client Situation Complications Approach Results Click to return to the Content Navigation Page

99. Organizational Structure: North American Electric & Gas Utility Client sales & marketing organizational structure Regulatory Strategy Rate Design & Analysis SVP - Customer Solutions, Economic Development, Rates and Regulatory Market & Customer Data & Analytics VP - Market Strategy & Solutions Emerging Tech Strategy Home and Business Services Solutions Development Infrastructure Solutions Transportation Electrification (EV) Wholesale and Renewable Energy RNRO Contact Center Retail Marketing Residential Solutions Outdoor Lighting Demand Response Energy Services Digital Infrastructure Energy Efficiency Brand and Communications Dedicated marketing group for retail product offerings Owns growth agenda Legend │ Ideation / development of new products and services Product Portfolio Owner IT Customer Care Residential Call Center C&I Account Managers Responsible for market analytics and customer segmentation data Owns all Retail Programs The Contact Center and Account Managers sit under Customer Care Charged with connecting the company’s integrator role with a vision of customer service Shared across the organization; focused on high priority enhancements / implementations Corporate Communications manages investor relations and PR Energy Services Sales 99 Click to return to the Content Navigation Page

100. Analysis of the structure: Growth began with clear objectives and a shared vision that align to the customer experience vision Customers Channels Products & Services People & Organization Technology & Data Processes Governance KPIs Single NPD team under VP is responsible for ideation and development of non-regulated new products until they are scalable Product development is managed at the portfolio level NBA supports ability to bundle products and offer relevant services to customer segments Products are rolled up to mature sales portfolios when scaled Single leader responsible for portfolio management Dedicated non-core-commodity marketing group Dedicated regulatory strategy team Invested in dedicated customer analytics group for nonregulated business; utilized NBA Growth leader had capital budget to invest in technology to drive sales capabilities Created two specialized call centers - one for the warranty business, one for renewables Specialized call centers receive warm transfers from core utility call center Corporate Communications manages the company website, investor relations and PR but not marketing outreach Dedicated group created to grow sales, with CEO visibility Large C&I salespeople sit with dedicated team and are responsible for driving C&I sales Skills within group are hired specifically to serve sales and marketing of retail programs Leaders are measured on EBIT contributions and report into CEO Non-core-commodity business is measured differently to the core utility Agents & KAMs are compensated for sales, incentivizing them to sell more products and services Senior executive sitting over the growth organization champions growth agenda internally Interaction with regulated utility limited to preserve culture and improve speed to market and autonomy Specialized data and analytics team owns all market insights and customer segmentation data specific to non-core retail programs Customer data utilized across the retail product teams, marketing and nonregulated call center Vision & Strategy Set and publicized an enterprise goal of doubling non-core commodity EBIT to $550M and becoming a $1B revenue business over five years Single executive responsible for growth strategy and buy-in from business units Organization enabled group to achieve the growth goal through funding, autonomy, technology tools and talent Customer Experience Capability Enablers 100 Click to return to the Content Navigation Page

101. Leading practice: A single senior growth leader will bring the organization into new ways of working and thinking Regulatory Strategy Rate Design & Analysis SVP - Customer Solutions, Economic Development, Rates and Regulatory Market & Customer Data & Analytics VP - Market Strategy & Solutions Brand and Communications IT Customer Care Client sales & marketing organizational structure North American Gas & Utility Company Owns growth agenda Legend │ Case Study A leading North American utility had a VP of Market Strategy and Solutions responsible for the growth agenda and reported to the SVP of Customer Solutions, Economic Development, Rates and Regulatory The single leader had visibility into all non-core commodity products, enabling portfolio oversight and management to support growth Outcome Having a single leader empowered with the autonomy to hire resources, manage budget, and develop product strategy contributed to enterprise-wide momentum around growth goals and awareness of BU roles in achieving them Created greater visibility of the portfolio, allowing for effective prioritization and management Achieved high profitability per employee ($1.2M per FTE) 101 Click to return to the Content Navigation Page

102. Leading practice: An organization should have one ambition goal and strategy that considers the role of Growth products & services with a clearly defined financial target 102 Regulatory Strategy Rate Design & Analysis SVP - Customer Solutions, Economic Development, Rates and Regulatory Market & Customer Data & Analytics VP - Market Strategy & Solutions Brand and Communications IT Customer Care Emerging Tech Strategy Home and Business Services Solutions Development Infrastructure Solutions Transportation Electrification (EV) Wholesale and Renewable Energy Retail Marketing Dedicated marketing group for retail product offerings Ideation / development of new products and services Responsible for market analytics and customer segmentation data Owns all Retail Programs Charged with connecting the company’s integrator role with a vision of customer service Legend │ Product Portfolio Owner Owns growth agenda │ Client sales & marketing organizational structure North American Gas & Utility Company Case Study A leading North American utility had a VP with a very clear growth strategy goal of doubling EBIT to $550M Non-core commodity business measured separately from the core utility to focus on growth metrics Agents & Key Account Managers are compensated for sales, incentivizing them to sell more products and services Outcome Doubled EBIT in 5 years, implying an organic growth of 87% or 13% CAGR Non-core commodity income come to represent ~10% of the company’s net income Click to return to the Content Navigation Page

103. Case study #2 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 103 Click to return to the Content Navigation Page

104. Summary Profile: North American Electric & Gas Utility with insourced MIMO Call Center Overview Gas and electric services $13B utility revenue; 4M electric, 2M gas customers Territory across 8 states Regulated & non-regulated Contact handling was highly transactional Contact Center considered a cost center by internal stakeholders Challenges Call center was not selling products and services on inbound phone calls, resulting in missed revenue and cross- and up-sell opportunities Call center had similar cost reduction goals to other organizations that were not driving growth, but the call center was the lowest cost to serve organization Refreshed view of contact center drives engagement, a culture transformation and long-term results Contact center became a revenue-generating operation, rather than a cost center From pre to post engagement, drove increases to key performance metrics: Conversion rate from 16.5% to 25% Three and half fold increase in monthly sales Internal buy-in and engagement, moving from no Supervisor Coaching sessions to 11 Built a specialized call center focused on selling home warranty business products through high value calls (start service calls) through a sales training program Drove sales performance in the call center and sales sustainability, without a dip in performance over the long-term Sales training program helped to build consistent consultative sales results and consultative culture Received internal buy-in and engagement from Supervisors through coaching sessions Changed the contact center mindset from a negative perception of sales to a positive view of consulting with customers Client Situation Complications Approach Results 104 Overview Gas and electric services $13B utility revenue; 4M electric, 2M gas customers Territory across 8 states Regulated & non-regulated Contact handling was highly transactional Contact Center considered a cost center by internal stakeholders Built a specialized call center focused on selling home warranty business products through high value calls (start service calls) through a sales training program Drove sales performance in the call center and sales sustainability, without a dip in performance over the long-term Sales training program helped to build consistent consultative sales results and consultative culture Received internal buy-in and engagement from Supervisors through coaching sessions Changed the contact center mindset from a negative perception of sales to a positive view of consulting with customers Click to return to the Content Navigation Page

105. Organizational Structure: North American Electric & Gas Utility with insourced MIMO Call Center President & CEO Legend │ Non-Regulated Products EVP, Chief Customer and Innovation Customer Care Customer and Innovation PMO Cust Sol and Innovation Strategic Partnerships Meter Reading Credit and Collections Billing Services Strategic Product Development Measurement and Analytics Sales Strategy Project Portfolio Product Portfolio Marketing Coordinator, Home Warranty Business Customer Policy and Assistance Home Warranty Business Data Performance Economic Development Customer Segment Solutions EVP, Chief Operations Officer Supply Chain Chief Risk Officer Major Projects Customer and Brand Strategy Customer Insights Strategic Solutions Transfrm Delivery Experience Design Mobility Home Chief Technology Officer On-Site Distributed Generation Fleet Services Clean Fuels Warranty & Protection Facility Renewables Infrastructure Management Performance Supply Chain Nuclear Fleet Gas Energy Supply IT Energy Management & Advisory Energy Efficiency EV Charging Structure Packaging Rate Options Demand Response Smart City Storage Regulated Products Call Center Client sales & marketing organizational structure 105 Click to return to the Content Navigation Page

106. Analysis of the structure: Organizing the call center to be within the customer care group drives a culture of Growth across the enterprise Customers Channels Products & Services People & Organization Technology & Data Processes Governance KPIs Product development is informed by reports and consumer feedback insights Clear process delineated for production ideation to launch Trained agents to sell regulated products and services at the end of MIMO calls Contact center agents cross- and up-sells products/services Specialized call center team sells home warranty business products through start service calls Call center supports complicated, non-transactional, exception calls Marketing & sales exists across multiple teams, including advertisements and renewables Strategic communication group responsible for culture and works with human resources Warranty business sits below the call center to support with delivery and sales Product development/management are under consumer solutions Start service contact center agents receive monetary incentives for sales made Some key performance metrics tracked include conversion rates and monthly sales Customer care is responsible for call center and sales delivery Five customer segments characterized by service type, bill, and call characteristics Vision & Strategy Contact Center to become a revenue-generating operation Reduce effort to serve customers by 25% by providing individualized experiences across all touchpoints, integrating scalable and adaptable solutions, and delivering new customer experiences Sales tracked through MS Office Suites Salesforce leveraged for CRM insights Industry leading Quality Assurance insights, with speech to text technology and a Verint upgrade Process improvements are supported by insights from call monitoring Customer Experience Capability Enablers 106 Click to return to the Content Navigation Page

107. Leading practice: An environment for talent to thrive ensures that teams can excel and drive growth objectives Case Study A North American electric & gas utility built a specialized call center team focused on selling home warranty business products through high value calls (start service calls) through a sales training program Wanted to drive sales performance in the call center and sales sustainability, without a dip in performance over the long-term Outcome The sales training program helped to build consistent consultative sales results and consultative culture Changed the contact center mindset from a negative perception of sales to a positive view of consulting with customers 107 EVP, Chief Customer and Innovation Customer Care Customer and Innovation PMO Cust Sol and Innovation Strategic Partnerships Meter Reading Credit and Collections Billing Services Strategic Product Development Measurement and Analytics Sales Strategy Project Portfolio Product Portfolio Marketing Coordinator, Home Warranty Business Customer Policy and Assistance Home Warranty Business Data Performance Economic Development Customer Segment Solutions Infrastructure Management Performance Call Center The call center sits in the Customer Care org, responsible for delivery and sales of products Client sales & marketing organizational structure North American Electric & Gas Utility with insourced MIMO Call Center Click to return to the Content Navigation Page

108. Case study #3 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 108 Click to return to the Content Navigation Page

109. Summary Profile : Australian Energy Retailer Overview Gas and electric services $8.27B revenue 4.5 million customers Non-regulated Challenges Product development and ideation was slowed and/or delayed when sitting under core business Limited bundling with lack of transparency into and management of the product and services portfolio Better view of profitability, bundling and management across the portfolio Central marketing team ensures consistent planning and strategy across all business units New KPIs create more holistic, value-driven behaviors and minimize issues around product owners pushing their own agendas and multiple customer interactions Developed new energy business to incubate new ideas, that would be rolled back into the core business once scalable Ensure metrics (e.g. CLV) were shared across product owners for a unified agenda Marketing group becomes a shared service function supporting the org across all products and services Separate providers for service and sales call centers 109 Client Situation Complications Approach Results Click to return to the Content Navigation Page

110. Organizational Structure : Australian Energy Retailer Client sales & marketing organizational structure CFO Strategy & New Energy Group Operations (Power Gen) Retail Energy Corporate Affairs / Relations Legal People & Culture / HR CIO Retail Marketing, Sales & Service Sales (Residential + SME) Customer Experience Customer Service Retail Trading & Pricing Credit Billing Marketing & Communications Distributed Energy Services New Energy Services Solar EV Home Services C&I Energy Services Digital Metering Services CEO This was their incubator group. Products are held with product managers until they reach scale. Then, they are rolled into the retail business. For example, Residential Solar started here and then was moved into the retail business once it was more mature. Business Customer Operations Business (C&I) Customer Support & Sales The business customer group is separate in the retail organization. Shared service across Retail Energy and Strategy & New Energy Legend │ Product Owners 110 Click to return to the Content Navigation Page

111. Analysis of the structure : Aligning on a process for product development and portfolio management allowed for greater insight into product performance Customers Channels Products & Services People & Organization Technology & Data Processes Governance KPIs Lifetime value segmentation and bundling targets were created for priority products that needed to be accessible for certain customers Portfolio management ensures old products are retired in tandem with the introduction of new ones Products are tested in an incubator and rolled back into the business for oversight if and when they are proven successful The portfolio management system was developed to understand profitability and churn related to the adoption of new products Customer Service had some basic next best action capabilities and are provided campaign briefings so they could field basic cross-sell IT sits under the CIO The contact center is outsourced and sits under the retail organization The contact center performs both outbound & inbound calls, but sales are primarily from outbound There are warm hand off from service to sale Sales is responsible for helping with targeting and driving sales campaigns alongside the product owners Call center reps are up to date on current offers in the market and key campaigns Marketing is a shared service for both the innovation group and the retail business The innovation group is measured on revenue and adoption targets around new products Products and services are measured against similar metrics Customer Lifetime Value is a key metric tracked to deter competition for customers between different BUs Reporting & analytic capabilities are leveraged to drive decision making through portfolio management C&I and Residential customers are viewed as separate groups within the retail business Vision & Strategy Improve processes to promote new ideas, reduce costs and drive adoption and profitability 111 Customer Experience Capability Enablers Click to return to the Content Navigation Page

112. Leading practice : Active portfolio management guarantees that mature products are centralized and routinely assessed 112 Case Study A large Australian dual fuel retailer created a new energy business for product ideation and incubation The company developed processes and data capabilities to assess the portfolio and inform when they should retire products and invest in new ones Once products were scalable, they were rolled back into the business for a better view of profitability, bundling, and management across the portfolio Outcome Separation in oversight over less mature and mature products Product owners not responsible for scaling products Integrated gas and electric businesses allowed for oversight and management of all product offerings Retail Energy Retail Marketing, Sales & Service Sales (Residential + SME) Customer Experience Customer Service Retail Trading & Pricing Credit Billing Marketing & Communications Distributed Energy Services New Energy Services Solar EV Home Services C&I Energy Services Digital Metering Services CEO This was their incubator group. Business Customer Operations Business) (C&I Customer Support & Sales Strategy & New Energy Product Owners  Legend | Products are held with product managers until they reach scale. Then, they are rolled into the retail business. For example, Residential Solar started here and then was moved into the retail business once it was more mature. Client sales & marketing organizational structure Australian Energy Retailer Click to return to the Content Navigation Page

113. Leading practice : An organization should have dedicated resources to non-regulated Sales & Marketing to develop key sales capabilities 113 Retail Energy Retail Marketing, Sales & Service New Energy Services CEO Dedicated resources focused on product development Strategy & New Energy Responsible for managing products once scaled Client sales & marketing organizational structure Australian Energy Retailer Case Study A large Australian dual fuel retailer had a dedicated new product development group with dedicated resources focused on product development The retail energy group became responsible for managing mature products that had been scaled, deciding when to retire ones that were underperforming Outcome With dedicated resources for product development in one group and product management in another group, it allowed for specialized capabilities to be built around each function Click to return to the Content Navigation Page

114. Case study #4 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 114 Click to return to the Content Navigation Page

115. Central management resulted in alignment on growth and sales objectives and consistent processes for communicating, marketing and selling to customers Balanced executive scorecards created shared objectives and transparency across the business Continuous development helped drive a sales culture across the contact center Reduced and standardized number of customer sales outreach to 2 times every six months Summary Profile : UK Energy Company Overview Gas utility £ 14.7B revenue 9 million customers Challenges Limited visibility into the product portfolio across the business Siloed Sales & Marketing approach led to sending multiple offerings to the same customers Limited focus on the customer experience and generating CLV Ambitious goals to grow the business incrementally The Commercial team managed the Customer Experience, optimizing CLV and managing the different customer segments Hired senior external leaders to build and manage business units and drive CLV Commercial team managed contention between product teams and P&L owners, and owned portfolio management Optimized next best action in the call center through the MIMO call queue Established balanced and shared scorecards for executives across the business Focused efforts on continuously developing sales skills with the contact center agents 115 Client Situation Complications Approach Results Click to return to the Content Navigation Page

116. Organizational Structure : UK Energy Company Client sales & marketing organizational structure Home Services Commercial Team Business Sales & marketing Product & service Sales & marketing Sales & marketing Product & service Product & service Product & service Product & service Product & service Product & service Product & service Product & service Each of the 3 primary BUs had their own Sales & Marketing team responsible for sales & marketing strategy and execution Led by Sr. leaders who owned P&L within their business unit Home was residential Sales, Marketing & Products & Service Business was SMB and C&I Sales, Marketing & Products & Service. Account Managers lived here for Business customers Services offered warranty and other similar services Product & service development and ownership lived within the individual businesses Managed product portfolio and NBA to drive CLV and incremental growth IT Finance Legal HR Corporate Affairs CEO Contact Center Agents used NBA to identify and pitch products & services to customers after completing a service call 116 Click to return to the Content Navigation Page

117. Analysis of the structure : Centralized portfolio management and next best action helped improve customer lifetime value and drive incremental growth across the business Customers Channels Products & Services People & Organization Technology & Data Processes Governance Culture & Values NBA supported ability to bundle products Products & services were developed and owned within individual business units Products & Services were managed within business units and flowed through commercial team, who was the gatekeeper between the enterprise and the customer Sales & Marketing teams developed strategies and Commercial team aligned strategies prior to communicating out to customers Established robust next best action (NBA) abilities to support relevant product & service bundling and offers to customers Optimized MIMO call queue to drive additional sales opportunities Commercial team owned outbound contacts and were responsible for managing saturation of lists / emails to customers Call center, email and digital advertising were most impactful sales channels Hired external Senior leaders with track record of establishing their own businesses to stand up and manage new business units Established commercial team which interlocked products & services with delivery channels to customers Had individual Sales & Marketing, and product development teams within each BU Contact center developed a sales-based mindset through weekly sales trainings with call center agents Commercial team managed the product & services portfolio across the three business areas Business unit leads determined the strategies within their units and pushed plans down to their teams Business units were centered around customer segments (Home/residential, business, services) Vision & Strategy Established growth vision around improving customer lifetime value to drive incremental growth KPIs Commercial function had sales and revenue targets each month, achieved through product mix and using the call center Executives were incentivized against a similar balanced scorecard, with KPIs across NPS, Cost to Serve, New Revenue and Sales, Complaints, Employee Engagement Customer Experience Capability Enablers 117 Click to return to the Content Navigation Page

118. Leading practice : Active portfolio management guarantees that mature products are centralized and routinely assessed 118 Home Services Commercial Team Business Sales & marketing Product & service Sales & marketing Sales & marketing Product & service Product & service Product & service Product & service Product & service Product & service Product & service Product & service Led by Sr. leaders who owned P&L within their business unit Product & service development and ownership lived within the individual businesses Managed product portfolio and NBA to drive CLV and incremental growth Home was residential Sales, Marketing & Products & Service Business was SMB and C&I Sales, Marketing & Products & Service. Account Managers lived here for Business customers Services offered warranty and other similar services Client sales & marketing organizational structure UK Energy Company Case Study A leading UK gas & electric utility established a commercial team that managed contention between product teams, channels and P&L owners. They also owned portfolio management Products and services were developed and owned within individual business units The commercial team became the gatekeeper between the enterprise and the customer Outcome Central management under the commercial team resulted in alignment on growth and sales objectives and consistent processes for communicating, marketing, and selling to customers Click to return to the Content Navigation Page

119. Case study #5 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 119 Click to return to the Content Navigation Page

120. One single view of all customer communications enables strong service delivery and consistent interactions A single view of the customer allows frictionless customer engagement Focusing on service supports the sales conversation since customers trust the brand from the reputation built with the agents Democratization of data helps allow for quick decision making Overview 3M domestic and business customers £ 1.2B Revenue Range of business divisions (e.g. Retail, EV, Energy Generation, Hydrogen) Supplier of software services to energy suppliers Challenges Lack of a 360 view of the customer in order to effectively service and support them Teams follow an autonomous operating model centered around the customer The organization leverages agile principles and empowers agents to make decisions close to customers in order to build customer relationships which drive growth and retention Teams focus on shifting customers to digital/self-service channels to reduce the burden of supporting them on the phone 120 Client Situation Complications Approach Results Summary Profile : UK Retail Electric and Gas Energy Provider Click to return to the Content Navigation Page

121. Organizational Structure : UK Retail Electric and Gas Energy Provider Client sales & marketing organizational structure Residential Customers Dedicated Team A (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team A Decision Making Dedicated Team B (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team B Decision Making Dedicated Team C (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team C Decision Making Dedicated Team D (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team D Decision Making 121 Click to return to the Content Navigation Page

122. Analysis of the structure : Organizing around the customer helped teams build close relationships with customers and were ultimately seen as partners delivering added value Customers Channels Products & Services People & Organization Technology & Data Processes Governance Culture & Values The company does not have a true product & service portfolio but do maintain some product offerings like Time of Use tariffs and EV structure and charging. There are clear processes for onboarding, quoting & tariffs, account management and billing A single view of the customer allows frictionless customer engagement Technology and automation like machine learning forecasting and automated quality scorecards are used to help eliminate support functions Advanced technology and data are used to support teams with a consistent 360 view of the customer One single view of all customer communications enables strong service delivery and consistent interactions Teams focus on shifting customers to digital/self-service channels to reduce the burden of supporting them on the phone High performing teams are given proportionally higher allocation of new customers, and the best teams will split in half to create a new team The company culture is focused on delivering the best customer experience and puts the customer at the center The company is not afraid to take risks and try something new The organization promotes a teams based culture Small, autonomous teams manage their own customers and there are no support functions. Highly agile, decentralized decision making Teams follow an autonomous operating model centered around the customer Vision & Strategy Leverage data and technology for a holistic view of the customer and to better enable teams servicing customers KPIs Teams are measured against simple KPIs that drive productivity and customer happiness (CHI, operating efficiency, team engagement) 122 Customer Experience Capability Enablers Click to return to the Content Navigation Page

123. Leading practice: An organization should have a single view of how to organize around customer needs 123 Residential Customers Dedicated Team A (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team A Decision Making Dedicated Team B (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team B Decision Making Dedicated Team C (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team C Decision Making Dedicated Team D (10 agents for 50-75k customers) Energy Specialists Manage E2E customer lifecycle Team D Decision Making Accountable for managing their own customers with live data Client sales & marketing organizational structure UK Retail Electric and Gas Energy Provider Case Study A UK electric & gas energy provider developed an autonomous operating model centered around the customer to build stronger relationships High performing teams are allocated proportionally more customers Teams are measured against KPIs focused on customer happiness, customer experience, and employee experience Outcome Teams follow core policies but can determine what works best for them to support the customer Service agents build customer trust in the brand and support sales conversion Click to return to the Content Navigation Page

124. Case study #6-7 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 124 Click to return to the Content Navigation Page

125. Summary Profile : American Consumer Tech Company Implications for ENERGY AND RESOURCES COMPANY A Overview Largest private broadband company in America 6.5M total residential and commercial customers $13B revenue Territory over 18 states Challenges Lack of ability to successfully market / sell new products that do not easily fit into the existing core business model Faced challenges creating new products (e.g. complexity of migration from legacy systems, competing business priorities / targets, functional-focused business, siloed op model, legacy culture) Trying to migrate an existing business model and legacy has historically slowed down disruption Created an independent entity with no legacy footprint or migration needs New products spun off as new BUs or standalone companies with access to core infrastructure Developed a new digital operating model for standalone enterprise to succeed Teams organized cross-functionally focusing on specific markets, products, or consumer segments New product teams tap into core business but have separate infrastructure (e.g. contact center, brand reps, marketing agencies) New product teams separate from core business minimized competing priorities / metrics from core business Created culture of agility, innovation, digital delivery and customer centricity instead of tried-and-true methods holding fast to the traditional ways of serving customers 125 Client Situation Complications Approach Results Click to return to the Content Navigation Page

126. Organizational Structure : American Consumer Tech Company Client sales & marketing organizational structure Owns growth agenda Legend │ Sales & Marketing capabilities Product Owners Ideation and product development begin in the core business, and new products are spun off as separate businesses depending on the business case and scalability. CEO – Core Business EVP – Chief People EVP - CTO Enterprise / Dev Ops Info Sec Engineering Product Mgmt / Dev Performance EVP – Biz Product Ops and CX Sales & Ops Product Sales Biz Development EVP - Strategy Commercial Strategy Media Product New Growth & Dev Residential Strategy EVP - COO Field Ops Customer Care Market Expansion Ops Process Mgmt Corp Comms Public Affairs EVP - CFO M&A Content Acquisition Service Assurance Finance/Acct. Fin./Biz. ops Legal Supply Chain Mgmt EVP – MKTG & Sales Brand strategy Marketing Ops Marketing/eCom Dig. Media/Acquisition Technology Product Mktg & Sales Product Sales Product GTM Pricing & Intelligence Digital Sales Analytics Digital Sales & Mktg 126 New Business Click to return to the Content Navigation Page

127. Summary Profile : North American Telco Organization Overview Broadcasting/cable television/home internet service provider $116,385M revenue Challenges Company built to maintain core offerings, not launch new products Products outside core lines of business had to compete for internal allocation of resources (e.g. space on phone calls, websites, TV) Low r isk appetite for new products and services associated with the core brand due to specific messaging and legal requirements Strong internal motivation for core lines of business to reach sales goals A centralized product and service group for less mature products was created Innovation group has a different leader for each new product that is developed (health, energy, etc.) Product owners present business cases for their products to receive greater allocation of resources across the contact center A prioritization process for new products is developed based on evidence of success and used to determine specific allocations for different business processes Reduced complexity of interaction between the core business and new products New products can leverage a unique framework while maintaining their own sales and marketing structure and guidelines New products still have access to the core business leads and customer base 127 Client Situation Complications Approach Results Click to return to the Content Navigation Page

128. Organizational Structure : North American Telco Organization Client sales & marketing organizational structure Segmentation of Customers Grouping of Customers Approach to Analytics & Modeling Value-based Customer Management Right Channeling Customer-focused Service Information Fulfillment Providing a Consistent Experience Rich Customer & Product Data Collection Common Customer & Product Database Customer Insight Generation Customer Insight Sharing Customer Ownership Customer Interaction Management Business Unit / Partner Integration Common Performance Measures Contact Optimization Managing Marketing Resources Lead Sharing & Management Information Sharing Shared Service Standards Performance Rewards & Incentives Managing Customers by Value Managing the Customer Experience Managing Customer Information Collaborating Across the Company Managing Relationships Aligning Marketing Strategy to Value Strategic Campaign Management Integrated Lead Management Channel Integration Offer Configuration & Pricing Brand & Corporate Communications Core Business New Products & Services Unique Sales & Marketing Capabilities New products are launched separately from the core business Core business has clear brand guidelines to adhere to 128 Click to return to the Content Navigation Page

129. Leading practice : An organization’s culture needs to support its growth goal to ensure agreement and alignment across the enterprise 129 Core Business New Products & Services Unique Sales & Marketing Capabilities Spin off enables unique capabilities to be developed Managing Customers by Value Managing the Customer Experience Managing Customer Information Collaborating Across the Company Managing Relationships Aligning Marketing Strategy to Value New products are spun off from the core business Client sales & marketing organizational structure North American Telco Organization CEO – Core Business Ideation and product development begin in the core business, and new products are spun off as separate businesses depending on the business case and scalability. EVP – Chief People EVP - CTO EVP – Biz Product EVP - COO EVP - CFO EVP – MKTG & Sales EVP - Strategy New business Client sales & marketing organizational structure American Consumer Tech Company Case Study Creating new products faced challenges including the legacy culture from the core business, low risk appetite and misaligned priorities Major consumer technology companies would spin off new products as separate businesses that could not be directly integrated with or were not associated to the core business Outcome New products can leverage a unique framework – they maintain their own sales and marketing structure and develop their own culture to support their goals / metrics while still maintaining access to the core business leads and customer base Separate product development creates for strong internal motivation for new products to hit their sales goals rather than a focus on core business priorities Click to return to the Content Navigation Page

130. Case study #8 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 130 Click to return to the Content Navigation Page

131. Summary Profile : Multinational Beverage Company Challenges Revenues decreased between 2016-2019 largely due to refranchising Struggling to capitalize on emerging categories ( eg energy drinks) Governance model (17 business units) threatened ability to stay ahead of competitors Organic revenue growth increased 25% between 2020 and 2021 Global unit case volume grew 18% Net revenues grew 42% in Q2of FY2021   Overview 3500+ beverages 500+ brands 200+ countries $196.63B market cap   9 new, highly connected operating units (OU) will replace the older 17 business units Global marketing teams to scale ideas and pr ovide information to local/regional OU’s for execution Client Situation Complications Approach Results 131 Click to return to the Content Navigation Page

132. Organizational Structure : Multinational Beverage Company Emerging Categories Marketing Team Core Marketing Team Sparkling Flavors Marketing Team Hydration Sports, Coffee and Tea Marketing Team Nutrition, Juice, Milk and Plant Marketing Team Chairman/CEO Chief Communications, Sustainability and Strategic Partnerships Officer CFO Global CMO Latin America Europe Africa Eurasia/ Middle East Japan/ South Korea Greater China ASEAN/ South Pacific India/ Southwest Asia North America Chief Technical and Innovation Officer Global Ventures Group Bottling Investments Group Operating Units are regionally based and report to the President/COO Legend | Product Development Chief Information/ Integrated Services Platform Services Organization Marketing is a shared service across the organization President / COO Client sales & marketing organizational structure 132 Click to return to the Content Navigation Page

133. Leading practice : Technology should be developed to support and prioritize sales 133 Chief Information/ Integrated Services President /COO Platform Services Organization Chairman/CEO Chief Communications Officer CFO Global CMO Chief Technical and Innovation Officer Client sales & marketing organizational structure Multinational Beverage Company Case Study A large consumer beverage company wanted to reorganize and better enable growth across products and services The company has a Platform Services Organization that provides data management, consumer analytics, digital commerce, and social/digital hubs expertise Outcome The data management system helps improve and scale functional expertise and provide consistent service Click to return to the Content Navigation Page

134. Case study #9 North American Electric & Gas Utility North American Electric & Gas Utility with insourced MIMO Call Center Australian Energy Retailer UK Energy Company UK Retail Electric and Gas Energy Provider American Consumer Tech Organizations Multinational Beverage Company Multinational Consumer Goods Company 134 Click to return to the Content Navigation Page

135. Summary Profile : Multinational Consumer Goods Company Overview Sells a large variety of consumer goods Territory comprised of focus markets ( eg US, Canada, China) and enterprise markets (rest of the world) $66.68B revenue in 2019 One of the largest CPG companies by market cap: $228.8B Challenges Limited product innovation; historically, organizational structure has solely supported enhancing and developing its own products Struggling to beat competitors The refined organizational structure allows for product innovation and improvements in focus markets Organic sales increased by >6% Core EPS up 11% E-commerce sales up 35% for the year Focus markets grew 7% for the year Enterprise markets grew 5% despite significant market growth impacts from the pandemic Consolidated or discontinued 105 brands, and sectored remaining brands into 5 industry-based sector business units (SBUs) Established 10 product categories within these SBUs 60% of corporate work ( eg CEO/CFO) transferred to sectored business units allowing for more product innovation processes 135 Client Situation Complications Approach Results Click to return to the Content Navigation Page

136. Organizational Structure : Multinational Consumer Goods Company Client sales & marketing organizational structure President/CEO Chairman CMO COO Global Business Services Focus Markets Enterprise Markets Market Operations CEO: Beauty CEO: Feminine & Family Care CEO: Healthcare CEO: Fabric & Home Care CEO: Baby R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales Sectored Business Units (SBUs) provide sales, profit, cash and value creation responsibility for focus markets SBUs provide innovation plans, supply plans and operating frameworks for Enterprise Markets 136 Click to return to the Content Navigation Page

137. Leading practice : An organization should have dedicated resources to develop key sales capabilities 137 CEO: Beauty CEO: Feminine & Family Care CEO: Healthcare CEO: Fabric & Home Care CEO: Baby Market Operations R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales R&D Marketing Customer Service Manufacturing Finance Sales Dedicated Marketing and Sales teams exist for each product line Client sales & marketing organizational structure Multinational Consumer Goods Company Case Study A large consumer packaged goods company wanted to change their organizational structure to allow for product innovation and overall customer growth The company divided its customer base into two territories (Focus and Enterprise Markets) The company created business units based on its five leading product categories that have their own CEO, R&D, Marketing, Customer Service, Manufacturing, Finance, and Sales Outcome The minimized bureaucracy allows for more product innovation within each business unit Dedicated resources under each product team yields actionable insights and opportunities more quickly Both customer territories are supported by the five business units which allows for customer growth Click to return to the Content Navigation Page

138. Eight key improvement themes emerge through the interviews and leading practice research Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 138 Click to return to the Content Navigation Page

139. A single senior growth leader will bring the organization into new ways of working and thinking Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 139 Click to return to the Content Navigation Page

140. Impact to ENERGY AND RESOURCES COMPANY A : Today, ENERGY AND RESOURCES COMPANY A does not have a single leader responsible for driving growth At ENERGY AND RESOURCES COMPANY A there is no clear leader with responsibility for driving the growth agenda today A successful single growth leader will be autonomous with control and visibility over how to organize around growth A successful growth leader is tracked and held accountable on metrics that support growth achievement, such as EBIT contributions A single growth leader will also provide a compelling and motivating vision that inspires and motivates employees They will consider language used in corporate communications to inspire the vision Ensure Accountability Act as a Change Champion Today at ENERGY AND RESOURCES COMPANY A decision making is concentrated at the very top and does not support the quick implementation of decisions A successful growth leader will have independent decision making authority and full control over funding for growth A growth leader will enable agility and provide the ability to be fast, innovative, cost efficient and flexible in meeting customer needs and responding to changing external forces Enable Quick Implementation of Decisions A single growth leader will… 140 Click to return to the Content Navigation Page

141. An organization should have one ambition goal and strategy that considers the role of Growth products and services with a clearly defined financial target Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 141 Click to return to the Content Navigation Page

142. Impact to ENERGY AND RESOURCES COMPANY A : Today , a singular vision for growth is not consistently integrated across the business Currently, ENERGY AND RESOURCES COMPANY A does not maximize the sale of Growth products and services to customers through the call center via MIMO calls There is potential to build sales culture around Growth products and services by training and incentivizing agents to sell Growth products and services can be centralized to ensure visibility and support portfolio management for the growth leader Different groups at ENERGY AND RESOURCES COMPANY A have competing priorities A successful growth strategy will define and implement clear metrics that will support the growth strategy and ensure alignment across BUs Metrics should align to target outcomes Consider the Role of Growth products and services Align Metrics Across BUs A clear growth strategy should… ENERGY AND RESOURCES COMPANY A does not have a definitive financial target that defines the growth strategy Peer case studies of other utilities have shown that socializing an ambitious financial target motivates the organization around the strategy A successful growth strategy has growth targets that can be quantified and actionable by different BUs Clearly Define the Financial Target 142 Click to return to the Content Navigation Page

143. Active portfolio management guarantees that mature products are centralized and routinely assessed Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 143 Click to return to the Content Navigation Page

144. Impact to ENERGY AND RESOURCES COMPANY A : Organize products by portfolios that speak to the needs of discrete market segments (i.e. C&I, Residential, SMB) A product portfolio should be developed and aligned with the expected market evolution and based on real customer needs Organizing products around market segments supports bundling capabilities to maximize value for customers Today, no one team at ENERGY AND RESOURCES COMPANY A is responsible for looking across the entire product and service portfolio – it happens within business units Active portfolio management enables visibility, prioritization, and comparison of like products across discrete market segments Product development should be standardized, with a dedicated team or resources for ideation and incubation Products should be developed to solve customer needs and drive differential growth Greater Visibility into Profitability Improved Product Development Organization around Customer Needs Active portfolio management enables… 144 Click to return to the Content Navigation Page

145. An environment for talent to thrive ensures that teams can excel and drive growth objectives Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 145 Click to return to the Content Navigation Page

146. Impact to ENERGY AND RESOURCES COMPANY A : Today, ENERGY AND RESOURCES COMPANY A does not have a strong culture around sales Currently, sales and marketing capabilities are not concentrated in any one BU at ENERGY AND RESOURCES COMPANY A Required capabilities should be clearly understood and tested It is important to develop dedicated contact center capabilities and hire high caliber sales talent to drive sales across all customer segments Performance management system designed to empower employees and drive effective, timely outcomes Team and individual objectives can be directly linked to key metrics with heavy bias towards customer Capability & Fit Performance Management An environment that supports talent is enabled by… L&D plans should promote a sales-based mindset Training should be frequent and focus on continuous development It is key to invest in training and onboarding to ensure talent is supported and successful Training & Development 146 Click to return to the Content Navigation Page

147. An organization’s culture needs to support its growth goal to ensure agreement and alignment across the enterprise Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 147 Click to return to the Content Navigation Page

148. Impact to ENERGY AND RESOURCES COMPANY A : Currently, ENERGY AND RESOURCES COMPANY A ’s culture is not centered around supporting growth Today, ENERGY AND RESOURCES COMPANY A ’s culture is centered around providing core utility services to customers and does not align with what is required to drive growth and additional sales To drive organizational agility, the business should focus on embedding new ways of working and mindsets throughout company culture The organization should be adaptive and open to change, adjusting to evolving circumstances The organization understands what is needed to meet the challenges of today will not necessarily address the challenges of tomorrow Organizational Agility Continuous Re-Invention Culture should focus on… The organization should embody a customer-centric and digital vision at all levels Leadership should understand that organizational culture, as defined by the beliefs of employees, is critical to the success of the customer focused enterprise Company culture should focus on delivering the best customer experience and putting customers at the center Customer Centricity 148 Click to return to the Content Navigation Page

149. An organization should have a single view of how to organize around customer needs Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 149 Click to return to the Content Navigation Page

150. Impact to ENERGY AND RESOURCES COMPANY A : Teams at ENERGY AND RESOURCES COMPANY A today do not have a singular view for how to best address customer needs At ENERGY AND RESOURCES COMPANY A , data is not leveraged to its full potential across product development and sales activities to understand the customer Data insights and understanding at leading companies impact all go-to-market initiatives at strategic and operational levels Insights and understanding impact all go-to-market initiatives at strategic and operational level Robust market insights drive customer lifetime value development and segment-specific solutions Understand Customer Behaviors Deliver Customer Value Organization around customer needs helps… Standardized customer data models are used in all aspects of customer management and exchanges with partners Data storage, retention, and archiving are optimized There is a clearly articulated analytics strategy and platforms with established governance structures Manage Customer Data 150 Click to return to the Content Navigation Page

151. An organization should have dedicated resources to non-regulated Sales & Marketing to develop key sales capabilities Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 151 Click to return to the Content Navigation Page

152. Additional insights we learned Hired external Senior leaders with track record of establishing their own businesses to stand up and manage new business units Had individual Sales & Marketing and product development teams within each BU Conduct in-depth, frequent sales training sessions and align call center agent scorecards with sales-based metrics Marketing solution group became responsible for analyzing customer data and insights for all non-core commodities. This group supported growth by providing specialized insights to help drive value and sales for the customer UK Energy Company North American Utility 152 Click to return to the Content Navigation Page

153. Impact to ENERGY AND RESOURCES COMPANY A : ENERGY AND RESOURCES COMPANY A currently does not have dedicated resources to develop key sales and marketing capabilities There is access to actionable customer insights at the frontline There are dedicated data resources for nonregulated Sales & Marketing to develop key sales capabilities (segmentation, NBA etc.) There is minimized bureaucracy and funding governance There is a focus on digital-enabled innovation Sales & Service Effectiveness Solution Development Cycle Dedicated resources for sales and marketing support… There are deep, actionable insights into customer value growth opportunities, providing depth and breadth analysis Go-to-market planning is coordinated across strategy, marketing, channel and products based on customer value Sophisticated propensity models and intelligent NBAs are deployed across all channels, including digital Analytic Capabilities 153 Click to return to the Content Navigation Page

154. Technology should be developed to support and prioritize sales Culture that supports the goal Organization organized around customer needs Dedicated resources Enablement to support sales (data, IT) Single senior growth leader One growth strategy Active portfolio management Environment for talent to thrive 154 Click to return to the Content Navigation Page

155. Additional insights we learned UK Energy Company Multinational Consumer Company Developed a CIS system that provided greater visibility into NBA and customer profiles, enabling the organization to center around the customer NBA capabilities supported relevant product & service bundling and offers to customers Optimized call center and developed sales-based mindset through weekly sales trainings to support NBA Developed a ‘consumer pulse’ data collection process that automated collation and analysis of consumer discussions on multiple social media channels They collated this data with internal sales to communicate impacts to sales and executive teams Employees have access to view real time insights to inform product design, management, and customer management 155 Click to return to the Content Navigation Page

156. Impact to ENERGY AND RESOURCES COMPANY A : Technology at ENERGY AND RESOURCES COMPANY A today is not focused on enabling sales growth Analytics and insights are used to drive personalization for customers and employees, ultimately delivering superior customer experience Key data needs and business requirements are determined and inform the technology stream Personalization is defined across the value chain The IT tools and systems support customer-centric goals of the org and are fully integrated with the business New opportunities are often identified to utilize technology to gain competitive advantage Consistent suite of applications provides a consistent CX Personalization Business Alignment and Integration Strong data enablement supports sales through… The use of data-driven insights is championed to underpin business operations, develop products & services, inform priorities, meet customer needs, support innovation, and measure performance Service levels are evaluated to ensure alignment of IT and customer objectives Data Driven Innovation 156 Click to return to the Content Navigation Page

157. The next phase of the project will focus on designing the future state operating model for ENERGY AND RESOURCES COMPANY A to drive sales of Growth products and services Completion of a high-level market scan and documentation of current state findings Understanding of future state opportunity areas based on organizational priorities, challenges and leading practices in the market Agreement on the future state operating model design principles, design and implementation initiatives Documented initiative roadmap with actionable steps to support the future state operating model and necessary change management Identify Diagnose Design Deliver Phase Outcomes We are here 157 Click to return to the Content Navigation Page

158. Serve Core utility services offered to ENERGY AND RESOURCES COMPANY A customers Grow Develops, offers and sells margin-generating products & services to ENERGY AND RESOURCES COMPANY A customers Initiate Generates new revenue through bringing new customers onto ENERGY AND RESOURCES COMPANY A service Need a new connection Question about account Want to sign up Moving home Receive information Need meter read Interested in Growth products & services Manage my usage Understand & pay my bill Pay my past due bill Have an outage Have a maintenance issue Want to complain Want to disconnect Interested in utility services Start service Use Billing & payment Outage Issues & complaints Stop ENERGY AND RESOURCES COMPANY A serves customers with a variety of needs; our focus is on Initiate and Grow activities that drive incremental and discretionary margin for ENERGY AND RESOURCES COMPANY A 158 LOGO DELETED Click to return to the Content Navigation Page

159. Propane conversions New connections Grow Initiate Growth Products and Services We have identified the following as Growth products and services at ENERGY AND RESOURCES COMPANY A 159 Surge TreeGuard EV Joint Use MIGreenPower Community Lighting Natural Gas Balance HPP Voluntary C&I Program Midstream Services Click to return to the Content Navigation Page

160. Finance HR Operations Legal ENERGY AND RESOURCES COMPANY A Gas ENERGY AND RESOURCES COMPANY A Electric Corp Strategy & Reg. Affairs ENERGY AND RESOURCES COMPANY A Vantage Comms & Public Affairs Nuclear Generation Corp & Government Affairs Corp Srv, Customer Srv, IT President & CEO ENERGY AND RESOURCES COMPANY A Initiate Serve Grow Mechanisms for cross-enterprise coordination are limited Culture is centered around core utility services making it difficult to build a growth-oriented culture A singular vision for growth is not consistently integrated across the business Sales & Marketing roles and responsibilities are fragmented across the enterprise Technology capabilities that enable growth have not been prioritized KPIs are oriented towards different priorities and misaligned across ENERGY AND RESOURCES COMPANY A Processes are not centralized or standardized, creating misaligned priorities and internal competition for shared services Legend │ Shared Services Primary Sales & Marketing Capabilities Today’s model leads to key challenges: Primary responsibility for Initiate and Grow activities are split between Gas and Electric today; Serve activities are a shared responsibility across the enterprise 160 Click to return to the Content Navigation Page

161. Initiate Serve Grow A centralized growth-oriented operating model will… Growth Solutions Finance HR Operations Legal ENERGY AND RESOURCES COMPANY A Gas ENERGY AND RESOURCES COMPANY A Electric Corp Strategy & Reg. Affairs ENERGY AND RESOURCES COMPANY A Vantage Comms & Public Affairs Nuclear Generation Corp & Gov’t Affairs Corp Srv, Customer Srv, IT President & CEO ENERGY AND RESOURCES COMPANY A Create a singular view and Growth strategy based on market needs Create an agile sales-focused organization and allows ENERGY AND RESOURCES COMPANY A the ability to hire specific talent for Growth needs Streamline necessary processes to more effectively go-to-market Develop a culture focused on sales and driving Growth Provide dedicated resources and leadership attention to driving Growth Establish and align metrics to Growth objectives Allow ENERGY AND RESOURCES COMPANY A to centralize and standardize technology to improve collaboration and effectiveness across teams Enable ‘One ENERGY AND RESOURCES COMPANY A ’ by providing a holistic view of Growth product and service portfolios for customers Legend │ Shared Services Legacy Sales & Marketing Capabilities New Sales & Marketing Capabilities Based on leading practices, we propose a new business unit to centralize Initiate and Grow activities to enable the growth agenda to scale 161 Click to return to the Content Navigation Page

162. The Growth Solutions group will be responsible for driving the growth agenda for the enterprise with capabilities organized in three main pillars 162 Solutions Development Growth Solutions Solutions Enablement Solutions Sales Capabilities needed to manage a set of Growth product and service portfolios organized around customer segments and needs Capabilities needed to provide the support required to enable effective sales and marketing of Growth products and services Capabilities required for prospecting , pursuing and driving incremental revenue in the market for ENERGY AND RESOURCES COMPANY A through Growth product and service sales Finance HR Operations Legal ENERGY AND RESOURCES COMPANY A Gas ENERGY AND RESOURCES COMPANY A Electric Corp Strategy & Reg. Affairs ENERGY AND RESOURCES COMPANY A Vantage Comms & Public Affairs Nuclear Generation Corp & Government Affairs Corp Srv, Customer Srv, IT Growth Solutions President & CEO ENERGY AND RESOURCES COMPANY A Click to return to the Content Navigation Page

163. The Growth Solutions operating model organizes capabilities into customer-centric Growth product portfolios with dedicated enablement and Sales functions 163 Capabilities : Capabilities that exist within the Customer Solutions group Shared Capabilities : Capabilities are supported by dedicated resources from other business units Capability groups : Types of capabilities within the Growth Solutions group Definitions Growth Solutions Solutions Development Solutions Enablement Solutions Sales Manages the portfolio of products and services oriented around infrastructure Dedicated sales team responsible for selling large solutions to corporate customers, separate but working closely with MAS Sells Growth products and services to residential customers during MIMO calls Creates and manages the marketing strategy for Growth products and services Identifies, builds, and tests new Growth products and services Infrastructure Portfolio C&I Sales Sales-Enabled MIMO Call Center Product & Service Marketing New Product Development Transportation Portfolio Manages the portfolio of offerings that support the use of electricity to power transportation Manages the portfolio of offerings for Residential & SMB customers Responsible for attracting new business into ENERGY AND RESOURCES COMPANY A service territory Originates, pursues and executes on complex inorganic growth opportunities Develops customer and market insights for Growth products and services Manages the portfolio of offerings for large C&I customers Residential & SMB Portfolio Economic Development Business Development Data & Analytics Large C&I Portfolio Commercial Tracks and analyzes financial performance of products and Growth portfolios Key change: Organize product and service portfolios by customer segment and needs Key change: Build sales and marketing capabilities to support effective go-to-market activities Key change: Build a sales organization and capabilities incentivized on growth that is in the market identifying and selling new business Supports the regulatory and legal strategies for Growth products and services Champions the Growth agenda for the IT roadmap and manages budget allocation Drives sale of new connections to customers Responsible for managing relationships with ENERGY AND RESOURCES COMPANY A ’s largest C&I customers Regulatory & Legal Strategy Digital & IT New Connections Major Account Services EWR Manages the portfolio of EWR products and services

164. A set of future-focused statements and criteria that help guide the direction of the organization in making decisions To align the organization on the goals for the future state operating model Design principles are: And will be used… As a set of criteria to assess various design options against To prioritize initiatives on the roadmap to implement the future state operating model Current state findings led to design principles that play an integral role in evaluating and designing the future state Sales & Marketing operating model 164 Click to return to the Content Navigation Page

165. Future state design principles were aligned across the exec team and guided development of the future state Sales and Marketing op model 165 How can ENERGY AND RESOURCES COMPANY A accelerate its growth agenda through a Sales & Marketing operating model that drives greater effectiveness, cross-enterprise collaboration and responsiveness to customer needs? Vision & Strategy We have a clear and shared vision of what growth means for the enterprise, and how we’re getting there Customers We are solution partners to our customers and collectively work towards providing better solutions for their unique needs Channels We curate and coordinate our channel usage to create value for the customer and the enterprise Brand & Reputation We need to maintain a reputation for reliability but be able to meet market demand for distinction and innovation where it is needed Products & Services We offer portfolios of relevant products & services that maximize value to the customer and business People & Org We empower strategic talent to work towards ambitious goals Tech & Data We are predictive and proactive in understanding and targeting the customer with relevant VAPs Processes We have streamlined Sales & Marketing processes that are oriented to achieving the growth strategy Governance Clear decision-maker(s) connect the organization to achieve the shared vision KPIs KPIs are shared, linked to growth and incentivized in those parts of the organization that enable it Culture & Values We have a strong sales and growth culture across responsible teams Click to return to the Content Navigation Page

166. Develop roadmap of actionable initiatives and Change Management playbook that move ENERGY AND RESOURCES COMPANY A towards the future state operating model Identify and prioritize operating model archetypes to agree on the future state model for ENERGY AND RESOURCES COMPANY A Determine which market practices will help solve ENERGY AND RESOURCES COMPANY A ’s current state challenges and priorities Compare others to the future state design principles Review operating model options Develop initiative roadmap & Change Management Playbook Example outputs We also used the future state design principles to evaluate operating model archetypes and design ENERGY AND RESOURCES COMPANY A ’s future state Sales & Marketing operating model 166 Click to return to the Content Navigation Page

167. The Solutions Development group is responsible for managing portfolios of Growth products and services for unique customer segments 167 Responsible for maximizing the customer lifetime value of their customer segment through their portfolio Led by portfolio managers who set the segment strategy and curate their portfolios to enhance the value provided to their customers Works with Solutions Enablement to track and manage financial performance , create and execute marketing campaigns , and gain insights into customer needs Works with Solutions Sales to educate sales teams on the offerings available and manage sales fulfillment Coordinates with core ENERGY AND RESOURCES COMPANY A business to maintain NPS, CSAT, and customer service Solutions Development Growth Solutions Solutions Enablement Solutions Sales Capabilities group Portfolio management teams structured around the customer, managing segment strategy to maximize customer lifetime value Owned Capabilities Infrastructure Transportation Residential & SMB Portfolio Large C&I Portfolio Growth Products and Services Growth product and service portfolios aligned to meet the needs of customer segments Overview EWR Joint Use Community Lighting EV (Commercial) EV (Residential) MIGreenPower Voluntary C&I Program Midstream Services HPP Surge TreeGuard MIGreenPower Natural Gas Balance Click to return to the Content Navigation Page

168. The Solutions Enablement group supports go-to-market activities for Growth products and services 168 Owned Capabilities New Product Development Commercial Data & Analytics Teams that live within Solutions Enablement and support Growth activities Product & Service Marketing Regulatory & Legal Strategy Digital & IT Dedicated resources from other BU’s focused on supporting Growth activities Responsible for developing and deploying enabling capabilities to enable more effective sales and marketing of Growth products and services to customers Builds capabilities required to support effective Growth product sales and marketing including: Segmentation Tracking market studies and trends Developing marketing plans Tracking financial performance Building technology (e.g., Next best action) Developing and testing new products and services Collaborates with shared service groups to obtain regulatory and legal advice, and represent growth on the IT roadmap Key Shared Capabilities Solutions Development Growth Solutions Solutions Enablement Solutions Sales Overview Capabilities group Click to return to the Content Navigation Page

169. Owned Capabilities Sales-Enabled MIMO Call Center C&I Sales Economic Development Business Development New Connections Business Development is responsible for managing inorganic growth opportunities , including mergers and acquisitions Economic Development is an existing capability with potential to scale and proactively drive activities to attract new businesses New Connections is responsible for identifying and driving new connections for ENERGY AND RESOURCES COMPANY A ’s service territory The Sales-Enabled MIMO Call Center is responsible for owning the full MIMO journey and driving sales of residential Growth products and services C&I Sales is a sales team responsible for proactively identifying customer needs , partnering with customers to develop solutions for complex problems and executing sales with C&I customers Major Account Services is responsible for managing relationships and providing service for ENERGY AND RESOURCES COMPANY A ’s largest C&I customers Overview Teams responsible for prospecting larger sales opportunities and driving new connections Solutions Development Growth Solutions Solutions Enablement Solutions Sales The Solutions Sales group drives incremental revenue through new connections and sales of growth products and services 169 Capabilities group Major Account Services Click to return to the Content Navigation Page

170. A High-level overview of the group of capabilities, including: Change proposed Where the capability group sits Current state Case for change Responsibilities Design principles addressed Other considerations A detailed profile view for each of the capabilities within the group, outlining the capability: Overview Key activities Cross-team interactions Preferred knowledge, skills & experience Primary measurements 1. Capability Group Overview 2. Detailed Capability Profiles This section contains overviews and detailed profiles of each capability group and associated capabilities 170 Click to return to the Content Navigation Page

171. The Growth Solutions leader oversees the group and owns the Growth agenda at ENERGY AND RESOURCES COMPANY A 171 Existing capability No No centralized role today that owns / manages the growth agenda Difficulty to implement M Requires extensive search for Senior executive with required skillsets and history of growing commercial P&L Criticality of capability H Critical to obtain proven leader who can change culture and effectively lead Growth agenda Cost of implementation L Low cost and resources needed to interview and hire senior exec vs other enabling changes Create a senior role to lead the Customer Solutions group, with responsibility for executives driving the Growth agenda at ENERGY AND RESOURCES COMPANY A No single leader today is accountable for Growth product and service performance, revenue and growth within one organization today ENERGY AND RESOURCES COMPANY A today lacks a single view of the market opportunity and has no growth product & service strategy for how it approaches the market ENERGY AND RESOURCES COMPANY A needs to bring forward a fresh mindset to drive growth and develop a mature sales organization within ENERGY AND RESOURCES COMPANY A Oversees Growth Solutions, Solution Sales and Solutions Enablement capabilities; represents Growth at a corporate level Change proposed Where it sits Set the ENERGY AND RESOURCES COMPANY A growth strategy across all Growth products and services, and is responsible for ENERGY AND RESOURCES COMPANY A achieving them Create awareness and buy-in to the Growth vision across the entire ENERGY AND RESOURCES COMPANY A organization Secure and organize resources to enable ENERGY AND RESOURCES COMPANY A achieve strategic priorities Collaborate with other executives to achieve enterprise Growth goals Design principles addressed Other considerations Not directly responsible for core utility functions or non-Growth programs, but collaborative in their approach to bringing One ENERGY AND RESOURCES COMPANY A to customers A successful growth strategy needs to be developed along with targets that can be quantified and are actionable by different BUs Growth success dependent on strong working relationships with core utilities Case for change Responsibilities Current state Vision & Strategy People & Org L - Low H - High Legend │ M- Medium Governance Culture & Values Click to return to the Content Navigation Page

172. Solutions Development Solutions Enablement Regulatory & Legal Strategy Digital & IT Solutions Sales Infrastructure C&I Sales Sales-Enabled MIMO Call Center Product & Service Marketing New Product Development Transportation Residential & SMB Portfolio Economic Development Business Development Data & Analytics Large C&I Portfolio Commercial New Connections Growth Solutions Major Account Services EWR Growth Solutions 172 Click to return to the Content Navigation Page

173. Solutions Development 173 Solutions Development Solutions Enablement Regulatory & Legal Strategy Digital & IT Solutions Sales Infrastructure C&I Sales Sales-Enabled MIMO Call Center Product & Service Marketing New Product Development Transportation Residential & SMB Portfolio Economic Development Business Development Data & Analytics Large C&I Portfolio Commercial New Connections Growth Solutions Major Account Services EWR Click to return to the Content Navigation Page

174. The Solutions Development capability group consists of customer-oriented product portfolios and is responsible for driving growth in customer segments 174 Existing capability No Holistic view of all Growth P&S does not exist today Difficulty to implement M Requires multiple capabilities and Growth P&S need to be realigned Criticality of capability H Critical for enabling a holistic, customer-centric view and process for actively managing the Growth P&S portfolios Cost of implementation M Product Managers exist today; requires hiring of portfolio directors and investment in enabling capabilities (i.e. data) Create responsibility for the full suite of Growth products & services in a single place; organize them around customer segments There is no single place for accountability for Growth product and service performance and revenue within the organization today Today, ENERGY AND RESOURCES COMPANY A lacks a single view of the market opportunity and has no single growth strategy for how it approaches the market Today, ENERGY AND RESOURCES COMPANY A growth activities are siloed and compete for the same customers ENERGY AND RESOURCES COMPANY A needs to bring forward a fresh mindset to drive growth and develop a mature sales organization within ENERGY AND RESOURCES COMPANY A Within the Growth Solutions Group, this capability group represents all product-level management Change proposed Where it sits Organize products around customer segment needs Manage products to maximize customer lifetime value Work with Solutions Enablement to deploy growth capabilities Work with Solutions Sales to train agents on how to position products and services Coordinate with core ENERGY AND RESOURCES COMPANY A business to maintain NPS, CSAT, customer service Design principles addressed Other considerations Solutions group leader will need insights and knowledge of Gas & Electric Growth P&S for all customer segments to manage the portfolio effectively Not directly responsible for managing regulated products from core utilities, but collaborative in ensuring consistent approach to customers Creating scorecards with similar metrics across the Growth Solutions group will enhance accountability Case for change Responsibilities Current state L - Low H - High Legend │ M- Medium Vision & Strategy People & Org Products & Services Customers Click to return to the Content Navigation Page

175. OVERVIEW The Residential & SMB Customer capability is responsible for evaluating and managing the product portfolio with customer needs in line with the Residential & SMB customer strategy. The group’s portfolio includes Surge, TreeGuard , MIGreenPower , Natural Gas Balance and HPP. KEY ACTIVITIES: Identify the market opportunity at a Residential & SMB customer level Work towards maximizing CLV for Residential & SMB customers Curate relevant products for Residential & SMB customers Set and refine the segment and sales strategy to enhance value provided to Residential & SMB customers CROSS-TEAM INTERACTIONS: Work with Product Development to support development of new offerings for Residential & SMB customers Work with Data & Analytics to receive customer data and inform / drive segmentation Work with Product & Service Marketing to effectively service Residential & SMB customers Work with Commercial capability to manage and optimize portfolio Work with Sales-Enabled MIMO Call Center to educate and train agents on product offerings Profile: Residential & SMB Portfolio 175 PRIMARY MEASUREMENTS CLV Product NPS Retention Rate Revenue Costs Comprehensive knowledge and understanding of Residential & SMB products, customer data and market trends to effectively manage and grow the product portfolio Financial aptitude enables P&L management for this segment Exposure to portfolio reviews and continuous improvement Ability to drive and execute on portfolio and product plans, and to serve as the conduit between the business and product managers Ability to effectively manage multiple products / tasks of varying complexity, negotiate and resolve conflict, and work well under pressure Sales Volume Is commercially-minded and experienced in managing product portfolios for Residential and SMB customers. Maximize customer value for Residential & SMB segment Maintain and grow product NPS PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Retain and grow customers on Growth products & services Drive additional sales of Growth products Grow product earnings from Residential & SMB customers Maintain or reduce product costs for an increase in profits

176. Profile: Large C&I Portfolio 176 OVERVIEW The Large C&I Customer Portfolio capability is responsible for evaluating and managing a product portfolio with customer needs in line with the Large C&I customer strategy. The group’s portfolio includes MIGreenPower , Voluntary C&I Program and Midstream Services. KEY ACTIVITIES: Identify the market opportunity at a Large C&I customer level Work towards maximizing CLV for Large C&I customers Curate relevant products for Large C&I customers Set and refine segment and sales strategy to enhance value provided to Large C&I customers CROSS-TEAM INTERACTIONS: Work with Product Development to develop new offerings for Large C&I customers Work with Data & Analytics to receive customer data and inform / drive segmentation Work with Product & Service Marketing to effectively service Large C&I customers Work with Commercial capability to manage and optimize the portfolio Work with C&I Sales to educate and train salespeople on product offerings and identify new potential offerings PRIMARY MEASUREMENTS CLV Product NPS Retention Rate Revenue Costs Comprehensive knowledge and understanding of Large C&I customer needs and market trends to effectively manage the product portfolio Financial aptitude enables P&L management for this segment Experience in growing and managing complex product portfolios Exposure to portfolio reviews and continuous improvement Ability to drive and execute on portfolio and product plans, and to serve as the conduit between the business and product managers Ability to effectively manage multiple products / tasks of varying complexity, negotiate and resolve conflict, and work well under pressure Sales Volume Is commercially-minded and highly experienced in managing complex product portfolios for Large C&I customers. Maximize customer value for Large C&I segment Maintain and grow product NPS PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Retain and grow customers on Growth products & services Drive additional sales of Growth products Grow product earnings from Large C&I customers Maintain or reduce product costs for an increase in profits

177. Profile: Infrastructure Portfolio 177 OVERVIEW The Infrastructure capability is responsible for evaluating and managing a product portfolio with customer needs in line with the Infrastructure customer strategy. The group’s portfolio includes Joint Use and Community Lighting. KEY ACTIVITIES: Identify the market opportunity at the Infrastructure customer level Work towards maximizing CLV for Infrastructure customers Curate relevant products for Infrastructure customers Set and refine segment and sales strategy to enhance value provided to Infrastructure customers CROSS-TEAM INTERACTIONS: Work with Product Development to develop new offerings for Infrastructure customers Work with Data & Analytics to receive customer data and inform / drive segmentation Work with Product & Service Marketing to effectively service Infrastructure customers Work with Commercial capability to manage and optimize the portfolio Work with C&I Sales to educate and train salespeople on product offerings PRIMARY MEASUREMENTS CLV Product NPS Retention Rate Revenue Costs Comprehensive knowledge and understanding of infrastructure customers and relevant market trends to effectively manage the product portfolio Financial aptitude enables P&L management for this segment Experience in growing and managing complex product portfolios Exposure to portfolio reviews and continuous improvement Ability to drive and execute on portfolio and product plans, and to serve as the conduit between the business and product managers Ability to effectively manage multiple products / tasks of varying complexity, negotiate and resolve conflict, and work well under pressure Sales Volume Is commercially-minded and highly experienced in managing product portfolios for Infrastructure customers. Maximize customer value for Infrastructure segment Maintain and grow product NPS PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Retain and grow customers on Growth products & services Drive additional sales of Growth products Grow product earnings from Infrastructure customers Maintain or reduce product costs for an increase in profits

178. Profile: Transportation Portfolio 178 OVERVIEW The Transportation Portfolio capability is responsible for evaluating and managing a product portfolio with customer needs in line with the Transportation customer strategy. The group’s product portfolio includes EV (Residential) and EV (Commercial). KEY ACTIVITIES: Identify the market opportunity at the Transportation customer level Work towards maximizing CLV for Transportation customers Curate relevant products for Transportation customers Set and refine segment and sales strategy to enhance value provided to Transportation customers CROSS-TEAM INTERACTIONS: Work with Product Development to develop new offerings for Transportation Customers Work with Data & Analytics to receive customer data and inform / drive segmentation Work with Product & Service Marketing to effectively service Transportation customers Work with Commercial capability to manage and optimize the portfolio Work with C&I Sales and Sales-Enabled MIMO Call Center to educate and train salespeople on product offerings PRIMARY MEASUREMENTS CLV Product NPS Retention Rate Revenue Costs Comprehensive knowledge and understanding of customer data and relevant market trends to effectively manage the product portfolio Exposure to portfolio reviews and continuous improvement for Transportation products and services Ability to drive and execute on portfolio and product plans, and to serve as the conduit between the business and product managers Ability to effectively manage multiple products / tasks of varying complexity, negotiate and resolve conflict, and work well under pressure Experience coordinating with internal and external partners for problem solving, product design, issues and concerns Sales Volume Is commercially-minded and highly experienced in managing product portfolios for Transportation customers (i.e. EV, CNG, Hydrogen). Maximize customer value for Transportation segment Maintain and grow product NPS PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Retain and grow customers on Growth products & services Drive additional sales of Growth products Grow product earnings from Transportation customers Maintain or reduce product costs for an increase in profits

179. Profile: EWR 179 OVERVIEW The EWR (EWR) capability is responsible for managing ENERGY AND RESOURCES COMPANY A ’s suite of Energy Efficiency and waste reduction products and services. CROSS-TEAM INTERACTIONS: Work with Residential and C&I Sales to position EWR offerings for customers Work with Product Service and Marketing to develop EWR marketing and channel campaigns Work with Data and Analytics to understand customer needs and wants for EWR offerings through segmentation Work with New Product Development to create new EWR product and service offerings PRIMARY MEASUREMENTS Customer Eligibility Energy Savings EWR Spend / ROC Grow customer base eligible for EWR incentives Retain and grow Electric & Gas energy savings Maintain and grow spend and capital Program Satisfaction Maximize customer satisfaction with EWR programs CROSS-BU INTERACTIONS: Work with ENERGY AND RESOURCES COMPANY A Electric to administer and deploy programs to customers Work with Corporate and Government Affairs for rate case evaluation Work with Corporate Communications to align on messaging / positioning

180. Solutions Enablement 180 Solutions Development Solutions Enablement Regulatory & Legal Strategy Digital & IT Solutions Sales Infrastructure C&I Sales Sales-Enabled MIMO Call Center Product & Service Marketing New Product Development Transportation Residential & SMB Portfolio Economic Development Business Development Data & Analytics Large C&I Portfolio Commercial New Connections Growth Solutions Major Account Services EWR

181. Existing capability No Shared service groups do not focus on Growth today Difficulty to implement M Multiple capabilities and resources will need to be realigned from current structure Criticality of capability H Critical for enabling consistent processes with dedicated resources focused on enabling Growth Cost of implementation H Tech and data system needs could drive high costs once capability is in place The Solutions Enablement capability group supports go-to-market Growth activities 181 Create a group with dedicated capabilities and resources to support sales and growth opportunities Today, shared services are oriented towards core utility operations Growth requires a different set of skills to be built within the organization Shifting to a sales and growth culture requires investment to build capabilities that enable a sales-focused organization Where growth capabilities are unique to Growth Solutions they need to be built (i.e. skilled sales resources) Within Growth Solutions group, this capability group represents all enabling functions Change proposed Where it sits Enable solutions sales through data, IT, marketing and product development capabilities Identify and build support capabilities required for Growth sales and marketing Coordinate with existing shared services to prioritize Growth needs Make strategic investments in technology and data for Growth agenda Coordinate with shared service groups to align on the needs of the customer, utilize marketing spend, etc. Develop market opportunities through new products, M&A activity and economic development activity Design principles addressed Other considerations These capabilities are separate from core utility support capabilities Not responsible for developing marketing strategies for non-Growth products & services Requires resources with analytic skills to understand how to apply data to products and services Detailed data insights to be leveraged across product development and sales activities to understand the customer Case for change Responsibilities Current state L - Low H - High Legend │ M- Medium Vision & Strategy People & Org Culture & Values Processes

182. Profile: Commercial 182 OVERVIEW The Commercial capability is responsible for tracking, analyzing and optimizing financial performance of Growth product and service portfolios. KEY ACTIVITIES: Work with Portfolio Managers to: Track and manage financial performance and KPIs of Growth products and portfolios Develop metric and measure Customer Lifetime Value performance Determine pricing strategy / financial elements of pricing and P&L Analyze data to ensure customer value is being achieved and identify business opportunities for growth and an increase in profitability Evaluate current portfolio strategy and financial outputs to ensure connection with the business strategy CROSS-TEAM INTERACTIONS: Collaborate with Solutions Development to ensure products are meeting growth and financial goals, and to analyze financials Work with Solutions Sales to model large deal financial structure and provide key deal support PRIMARY MEASUREMENTS Strong financial skills to effectively track and monitor financial performance of products Advanced product pricing skills and strategic portfolio management skills to help maximize product portfolio potential and profitability Communication skills to effectively communicate product performance to key executives Ability to serve as a conduit between product portfolios and business executives for alignment on performance metrics and goals Has experience optimizing product portfolios by focusing on product financial performance and strategic solutions. Margin Track margin for products & services PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Costs Reduce or maintain product & service costs CLV Ensure financials are aligned with Growth goals Revenue Track revenue for products & services

183. Profile: Data & Analytics 183 OVERVIEW The Data & Analytics capability is responsible for developing customer and market insights for Growth products and services, in collaboration with portfolio managers who articulate their go-to-market insight needs. KEY ACTIVITIES: Proactively assess the market and customer segments to identify opportunities and trends to drive Growth Develop and implement data tools and strategies that will drive portfolio insights for decision making and strategic planning Procure commercial and segmentation data to drive growth strategies Continuously update customer segmentation data to ensure relevance for product portfolios and new product development opportunities Ensure a consistent way of looking at and utilizing customer and market data across the Growth business CROSS-TEAM INTERACTIONS: Collaborate and provide portfolio managers with customer and market data to help inform strategic portfolio decisions Support Solutions Sales capabilities with customer insights for a 360 view of the customer, effective product bundling and NBA capabilities Work with New Product Development capability to procure data and insights in support of new product offerings Advanced data analytics, data science, and customer segmentation skills Experience working with enterprise data in organizational applications (e.g. SAP, ERP, CRM) and ecosystem data that exists through 2nd or 3rd party relationships (e.g. social, channel) Experience using data to identify emerging trends and apply insights to the product portfolio strategy and development Ability to work cross-functionally to provide data-driven, strategic recommendations to product, sales and other enablement capabilities Is technical with advanced experience using customer and market data to inform product strategies and sales. PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE PRIMARY MEASUREMENTS Customer data collected Increase valuable data that informs commercial decisions Customer data enhanced Ensure customer / market data is accessible and usable across Growth Solutions Market research & insights Generate market studies for trends and customer expectations Segmentation effectiveness Maintain customer segmentation reports with a product lens Insight quality Provide data-driven insights to product groups

184. Profile: New Product Development 184 OVERVIEW The New Product Development capability is responsible for identifying, building and testing new Growth products and services. KEY ACTIVITIES: Ideate, develop and pilot new Growth products and services based on market trends and customer data Proactively assess new products to ensure alignment with Growth strategy and customer needs Develop business cases for how and when mature Growth products and services can be rolled back into the customer-centric portfolios Manage, scale and grow new products and services until they are mature and can be rolled into customer-centric product portfolios CROSS-TEAM INTERACTIONS: Collaborate with Solutions Sales, Solutions Development, and Data & Analytics capabilities to gather insights on new product opportunities Work with Commercial capability to plan new product financials Collaborate with Product & Service Marketing to create marketing campaigns and test new products developed Work with Regulatory/Legal to ensure new products meet requirements PRIMARY MEASUREMENTS New products developed Revenue added New Products launched Average Product ROI Knowledge of market and industry trends to effectively identify new product opportunities Familiar with new product development processes Familiar with innovation and design thinking Advanced product management skills Experience managing and growing multiple new products to full maturity Advanced communication skills to socialize new products and develop business cases that meet executive requirements R&D as a Percentage of Sales Is innovative and willing to take risks and has experience creating, piloting, managing and scaling new products that provide value to an organization. Create new Growth products that serve customer needs PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Maintain and grow new product revenue potential Roll new and scalable Growth products back into the business Balance R&D costs for new products with revenue Generate additional returns on product investments

185. Profile: Product & Service Marketing 185 OVERVIEW The Product & Service Marketing capability is responsible for creating and managing the marketing strategy for Growth products & services KEY ACTIVITIES: Own the Growth product marketing strategy to support ENERGY AND RESOURCES COMPANY A ’s brand and ensure consistent communications to customers across channels reinforcing “One- ENERGY AND RESOURCES COMPANY A ” Develop outbound marketing campaigns for key growth products & services Ensure alignment between marketing campaigns and organizational Growth goals Set strategic priorities and marketing effectiveness targets around short- and long- term value and customer centricity / experience Ensure marketing recommendations are customer-centric and driving results CROSS-TEAM INTERACTIONS: Work with Solutions Development for a comprehensive understanding of the products and their value to customers for marketing campaigns Work with Data & Analytics for a 360 view of the customer and understanding of market trends to more effectively communicate with the customer Work with Solutions Sales capabilities to generate requested marketing needs Work with Digital / IT for investment in marketing technology capabilities Work with Regulatory / Legal to ensure marketing campaigns meet ENERGY AND RESOURCES COMPANY A requirements PRIMARY MEASUREMENTS Understanding of gas and electric products and services Advanced marketing insights and analytic skills Strategic planning, creativity and problem-solving skills Experience implementing and executing on a marketing portfolio strategy with significant quantitative benefits to an organization Has experience in product marketing and making strategic decisions to continuously improve the delivery of products and services to customers. PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Product sales Product Growth Product NPS Marketing ROI CLV Maximize volume of relevant customers using our products Drive additional sales through marketing campaigns Increase customer preference for ENERGY AND RESOURCES COMPANY A products & services Increase returns on marketing investments Increase and maximize customer lifetime value

186. Profile: Digital & IT 186 OVERVIEW The Digital & IT capability is responsible for championing the Growth agenda on the IT roadmap and managing budget allocation for the Growth Solutions group. KEY ACTIVITIES: Identify and bring forward new digital capabilities and enhancement opportunities that support the Growth Solutions group Oversee Growth IT roadmap to ensure enhancements are prioritized and completed based on needs from the business Represent budget, resources required, costs, etc. for the Growth Solutions group and integrates the Growth IT roadmap with the broader ENERGY AND RESOURCES COMPANY A IT roadmap CROSS-TEAM INTERACTIONS: Work with Solutions Development and Solutions Sales capabilities to identify and develop business cases for new technology that will help improve effectiveness across the Growth Solutions group Work with New Product Development capability to identify Digital / IT needs for new products and integrates with the Growth IT roadmap Liaison with ENERGY AND RESOURCES COMPANY A ’s Digital / IT capability to integrate and prioritize Growth-related technology projects on the ENERGY AND RESOURCES COMPANY A IT roadmap PRIMARY MEASUREMENTS Technology-oriented leader with experience managing and prioritizing multiple technologies Proficient in various technology systems (e.g. SAP, CRM) Detail oriented to mitigate errors and risks Ability to manage and prioritize IT requests based on budget, value to the business, value to the customer, etc. Experience managing an IT roadmap, or a product-specific roadmap Experience creating IT enhancement business cases and socializing them with senior executives Is digitally / technology savvy and can influence and drive the digital capabilities strategy and roadmap. PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Impact to CLV Workforce Productivity Increase workforce productivity through new digital enhancements Maximize CLV through better service to customers with new digital enhancements Growth IT Roadmap Initiatives Increase completion rate of Growth IT roadmap initiatives

187. Profile: Regulatory & Legal Strategy 187 OVERVIEW The Regulatory & Legal Strategy capability is responsible for supporting the regulatory and legal strategies across the Growth Solutions group. KEY ACTIVITIES: Act as a liaison between the core utility and Growth Solutions group Support strategic planning for Growth products and service strategies Proactively assess and communicate regulatory and legal matters in the market to the Growth Solutions group Mitigate regulatory complications in large, complex deals with C&I customers CROSS-TEAM INTERACTIONS: Work alongside New Product Development to ensure new products are meeting regulatory requirements Work with Solutions Development groups to ensure Growth products and services meet legal and regulatory requirements Work with Solutions Sales capabilities to ensure sales activities and deals meet legal and regulatory requirements Collaborate with Data & Analytics capabilities to ensure customer and market data obtained and stored meets regulatory requirements PRIMARY MEASUREMENTS Compliance with Regulatory Guidelines Mitigated Risks per Case Advanced understanding of Michigan utility regulations and legal policies Knowledge of both gas and electric products and restrictions around customer data, selling Experience working cross-functionally on complex legal and regulatory items Experience in regulatory and legal process management Is familiar with the regulatory environment in ENERGY AND RESOURCES COMPANY A ’s service territory and has experience assisting organizations in managing regulations, specifically as they relate to products and services and customer data. Maintain all regulatory compliance guidelines as they relate to Growth products and services PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Reduce negative effects or threats to Growth products and services

188. Solutions Sales 188 Solutions Development Solutions Enablement Regulatory & Legal Strategy Digital & IT Solutions Sales Infrastructure C&I Sales Sales-Enabled MIMO Call Center Product & Service Marketing New Product Development Transportation Residential & SMB Portfolio Economic Development Business Development Data & Analytics Large C&I Portfolio Commercial New Connections Growth Solutions Major Account Services EWR

189. Existing capability No No dedicated group today that focuses on driving incremental revenue growth of Growth products and services Difficulty to implement M Multiple resources will need to be realigned and/or onboarded from current structure Criticality of capability H Critical to have dedicated resources focusing on incremental revenue growth to drive the Growth agenda Cost of implementation M Low cost needed to re-structure existing sales groups, higher cost to build new capabilities The Solutions Sales group drives incremental revenue in the market for ENERGY AND RESOURCES COMPANY A 189 Create dedicated capabilities and resources to support incremental revenue growth through proactive sales opportunities Today, sales capabilities are spread across various business units at ENERGY AND RESOURCES COMPANY A with limited coordination or focus on proactively driving growth Establishing a Sales organization will help ENERGY AND RESOURCES COMPANY A focus on more proactive and inorganic sales opportunities that will support Growth, and will allow ENERGY AND RESOURCES COMPANY A to set clearly defined growth targets There is also opportunity for ENERGY AND RESOURCES COMPANY A to establish a new MIMO call center journey where agents are measured on the number of sales opportunities they pursue and close, which will drive additional Growth sales opportunities for ENERGY AND RESOURCES COMPANY A Within Growth Solutions group working with Solutions Development and Solutions Enablement capabilities Change proposed Where it sits Build a sales organization incentivized on growth that is in the market identifying and selling new business Integrate Growth product and service opportunities into a more holistic ENERGY AND RESOURCES COMPANY A customer journey Work with Solutions Enablement to prepare for and go-to-market Work with Solutions Development portfolio managers to understand customer-centric portfolio offerings Design principles addressed Other considerations Requires resources with sales background / mindset Creating scorecards with sales metrics and incentives will drive proactive selling opportunities and shift the culture towards Growth Not directly accountable for managing large C&I relationships, but collaborative with MAS on sales opportunities for larger customers Case for change Responsibilities Current state L - Low H - High Legend │ M- Medium Vision & Strategy KPI Governance Processes

190. Profile: Business Development 190 OVERVIEW The Business Development capability is responsible for originating, pursing, and executing complex inorganic growth opportunities. KEY ACTIVITIES: Identify inorganic growth opportunities that provide potential growth opportunities to ENERGY AND RESOURCES COMPANY A Source, evaluate, and execute on deals Support mergers and acquisitions, and integration into the ENERGY AND RESOURCES COMPANY A portfolio Demonstrate value of deals and potential growth opportunities through business cases CROSS-TEAM INTERACTIONS: Work with New Product Development for origination opportunities and development of business cases Work with Data & Analytics to understand trends in the market and with utility customers PRIMARY MEASUREMENTS New Business Executed Prospecting Pipeline Significant energy market experience Knowledge of M&A processes, electric and gas utility products, utility product portfolios Strong process improvement, strategic planning and strategic corporate development skills Strong communication, interpersonal and negotiation skills for engaging with partners and closing deals Strong financial acumen skills with experience sourcing, originating and executing on large and complex investment opportunities Ability to construct a complex financial deal within a fluid environment, react to events and juggle multiple competing priorities Experience creating business cases and socializing to executives to demonstrate value of opportunities Is determined to seek new business opportunities that support growth strategy. Secure additional growth opportunities that provide value to ENERGY AND RESOURCES COMPANY A PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Increase and maintain a solid pipeline of inorganic growth opportunities that have potential to provide value to ENERGY AND RESOURCES COMPANY A ENERGY AND RESOURCES COMPANY A Revenue contribution Contribution to Growth Solutions P&L

191. Profile: Economic Development 191 OVERVIEW The Economic Development capability is responsible for attracting new business into the ENERGY AND RESOURCES COMPANY A service territory. KEY ACTIVITIES: Scale and proactively drive activities to attract new business into the ENERGY AND RESOURCES COMPANY A service territory Identify RFPs/RFI opportunities by working with partner organizations Coordinate across ENERGY AND RESOURCES COMPANY A business units to prepare and respond to economic development opportunities Attend local, regional and state events to identify new opportunities CROSS-TEAM INTERACTIONS: Work with Major Account Services to understand estimated rates for large C&I customer opportunities Work with ENERGY AND RESOURCES COMPANY A Engineering to review capacity availability, planning and costs Work with New Product Development to collaborate on new products and opportunities Collaborates with Regulatory / Legal to ensure RFP/RFI proposals meet ENERGY AND RESOURCES COMPANY A and STATE utility requirements PRIMARY MEASUREMENTS Experience in economic development, preferably at a utility Highly developed communication and interpersonal skills Ability to work within a fluid, unpredictable environment, and to juggle multiple priorities Ability to work well under pressure and to meet deadlines Advanced negotiation and conflict management skills Has strong relationships with state and local partners, and understands the complexities and collaboration needed to effectively pursue new opportunities. PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE New Business Opportunities Margin delivered Number of Wins Energized Projects Identify and respond to new opportunities Amount of new margin generated by new customers Number of opportunities that choose STATE Number of projects where meter begins spinning

192. Profile: MIMO Call Center 192 OVERVIEW The MIMO Call Center capability is responsible for selling Growth products and services to customers during MIMO calls. KEY ACTIVITIES: Own the end-to-end MIMO call journey for residential customers Performance sales and service component of MIMO journey Design and optimize the customer journey Leverage segmentation, next best action (NBA) and sales training to offer and sell growth products and services to residential customers Track sales performance of Growth products and services against clearly defined sales targets and scorecards CROSS-TEAM INTERACTIONS: Work with Residential & SMB portfolio to ensure agents understand the product and service portfolio offerings Work with the MIMO Call Center to understand sales expectations, progress and room for improvement Work with Customer Services to optimize experience, engineering lead transfers and PRIMARY MEASUREMENTS Contact center management skills Experience in leading residential CC sales force Sales skills, specifically selling products and services through inbound customer calls Knowledge of the residential product landscape Ability to manage and execute on P&L responsibilities Strong interpersonal and communication skills Is detail oriented and able to understand customer needs in order to offer them the most relevant products and services Has strong communication skills, appreciates a fast-paced environment and has experience selling products and services through inbound calls. PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Customer Satisfaction Product Sales Agent Productivity Conversion Rate Provide residential customers with relevant offers at the right time Grow sales of residential products through the call center Grow conversion rates through MIMO sales Maintain agent productivity and selling to customers

193. Profile: C&I Sales 193 OVERVIEW The C&I Sales capability is responsible for selling growth products and services to corporate and industrial customers, using a consultative sales approach. Separate entity from MAS, but they work closely. KEY ACTIVITIES: Proactively identify products and services that meet C&I customers’ needs and desires Partner with C&I customers to develop solutions for complex problems Execute sales with C&I customers CROSS-TEAM INTERACTIONS: Work with C&I product managers and MAS to understand C&I product and service offerings Work with Data & Analytics to understand large C&I customers expectations and trends in the market as it relates to products and services Work with MAS to understand customer’s leads and support the facilitation of a suitable solution for customers Work with New Product Development to help develop or provide insights into new C&I products PRIMARY MEASUREMENTS Strategic thinking and ability to develop complex deals and execute on customer needs Experience selling to large C&I customers and understanding C&I customer needs Strong prospecting and communication skills to identify and drive interest for C&I customers Advanced problem-solving and negotiation skills to effectively handle objections and identify solutions to customer needs Highly responsive and persistent to support C&I customer inquiries and needs Has experience in the B2B space, as it relates to sales and solutions for large C&I customers. PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Customer Satisfaction Product Sales Agent Productivity Conversion Rate Provide residential customers with relevant offers at the right time Grow sales of residential products through the call center Grow conversion rates through MIMO sales Maintain agent productivity and selling to customers

194. Profile: New Connections 194 OVERVIEW The New Connections capability is responsible for driving new connections to customers across both residential and C&I. KEY ACTIVITIES: Identify and drive new connections for ENERGY AND RESOURCES COMPANY A ’s service territory Attend relevant utility trade shows and meetings to learn of and advance new connection opportunities Coordinate across ENERGY AND RESOURCES COMPANY A business units to procure information to support new connection opportunities, when necessary CROSS-TEAM INTERACTIONS: Work with portfolio managers to understand current offerings Work with Data & Analytics resources to understand opportunities for new connections within ENERGY AND RESOURCES COMPANY A territory Work with Product & Service Marketing to develop sales and marketing material to support new connection opportunities Work with the Commercial capability to understand financial opportunities and impacts of new connection opportunities PRIMARY MEASUREMENTS Solid knowledge and understanding of new connections best practices Relevant technical skills and experience for both gas and electric offerings Negotiation, conflict management and dispute resolution skills Highly developed communication and inter-personal skills Ability to work under pressure and to tight deadlines Ability to work in a fluid, unpredictable environment, and to juggle multiple priorities Has a deep understanding of ENERGY AND RESOURCES COMPANY A ’s total service territory and has experience identifying and closing opportunities that bring new connections to ENERGY AND RESOURCES COMPANY A . Pipeline Build and maintain pipeline of growth opportunities for ENERGY AND RESOURCES COMPANY A New Connections Drive increase in new connections across ENERGY AND RESOURCES COMPANY A territory PREFERRED KNOWLEDGE, SKILLS & EXPERIENCE Conversion Rate Effectively secure new connections for opportunities within new connections pipeline Margin Generated Maintain and grow margin through new connection deals

195. Profile: Major Account Services 195 OVERVIEW The Major Account Services capability is responsible for managing relationships and providing daily service to ENERGY AND RESOURCES COMPANY A ’s largest set of C&I customers. They work closely with the C&I Sales capability. CROSS-TEAM INTERACTIONS: Work with C&I product managers and Large C&I Sales to understand C&I product and service offerings Collaborate with Large C&I Sales to understand customer leads and support the facilitation of a suitable solution for MAS customers Work with New Product Development to identify and plan new C&I products and services Work with Product & Service Marketing to plan and execute communications to large C&I customers Work with Data & Analytics for data insights and segmentation into large C&I customers PRIMARY MEASUREMENTS CROSS-BU INTERACTIONS Work with core utility groups (e.g. Gas, Electric, Corporate Communications, Customer Services) to ensure alignment across the enterprise and effectively service large C&I customers Work with Engineering and Distribution groups for project execution Customer Satisfaction Retention Rate Account Revenue Provide Large C&I customers with relevant offers at the right time Retain and grow Large C&I Customers for ENERGY AND RESOURCES COMPANY A Maintain and grow Large C&I account revenue potential CLV Maximize customer value for Large C&I customers

196. We have identified 16 core projects that will help ENERGY AND RESOURCES COMPANY A activate the future state op model; Core projects will be detailed in the TOM roadmap deliverable 196 Core projects identified include: Stand up a Transformation Office to Transition ENERGY AND RESOURCES COMPANY A to future state operating model Create an integrated vision and strategy for growth Onboard Growth Solutions Leader Detail organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization Update and implement Growth supporting technology Build segmentation for product and service portfolios Create balanced executive scorecards Invest in market data to better inform Growth strategies Develop customer lifetime value metrics Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios within Solution Development Create growth enablement capabilities to support go-to-market activities Integrate inorganic capabilities to Solutions Sales group Define, document and implement Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs

197. The deliver phase outlines the TOM roadmap, Transformation Office and change playbook to support transition to the future state op model 197 CONFIDENTIAL – FOR INTERNAL USE ONLY Complete market scan to understand key energy and customer trends impacting utility actions today Conduct stakeholder interviews to document the current state of ENERGY AND RESOURCES COMPANY A ’s Sales & Marketing operating model Analyse customer and operational data to support the current state analysis and findings Conduct industry and cross-industry benchmarking to understand Art of Possible Document pain points across key operating model elements Baseline current state performance against organizational priorities to understand future opportunity areas Develop design principles and the future state for each operating model area Outline future roles and organizational design through team workshop Develop and workshop improvement initiatives for implementing the future operating model Establish a Target Operating Model command center to oversee transition to the future state operating model Develop improvement roadmap for future organization and maintenance Identify key stakeholder groups and develop change management playbook to support change efforts Set the business up to execute successfully against a robust TOM roadmap Identify Diagnose Design Deliver Phase Objectives Output Current State Processes and High-level Market Scan Performance Benchmark Analysis and Key Improvement Areas Sales and Marketing Operating Model Design Document Sales and Marketing TOM roadmap, Command Center Design and Change Management Plan

198. We took a comprehensive approach to developing the TOM roadmap for ENERGY AND RESOURCES COMPANY A by leveraging various inputs and principles identified during the project Documented key current state themes and findings Defined principles for each op model element to guide design of the future state Researched and analysed case studies to understand leading Growth practices Developed ENERGY AND RESOURCES COMPANY A ’s future state Growth Solutions op model Current State Analysis Design Principles Leading Practices Future State Op Model The TOM Roadmap is a set of strategic projects and initiatives developed to effectively stand up and bring the future state operating model to life Inputs CONFIDENTIAL – FOR INTERNAL USE ONLY 198

199. We have identified 16 “core” projects that can support ENERGY AND RESOURCES COMPANY A ’s move towards the future state operating model; each has several associated initiatives CONFIDENTIAL – FOR INTERNAL USE ONLY 199 Stand up a Transformation Office to Transition ENERGY AND RESOURCES COMPANY A to future state operating model Create an integrated vision and strategy for growth Onboard Growth Solutions Leader Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios within Solution Development Create growth enablement capabilities to support go-to-market activities Integrate inorganic capabilities to Solutions Sales group Define, document and implement Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs Build from the core (Months 6-12) Scale for growth (Months 12+) Update and implement Growth supporting technology Build segmentation for product and service portfolios Create balanced executive and BU scorecards 4. Invest in market data to better inform Growth strategies 5. Develop customer lifetime value metrics 2 1 3 4 Initial steps to launch (Months 1-6) Build Foundational Capabilities (Months 1+)

200. CONFIDENTIAL – FOR INTERNAL USE ONLY 200 A consolidated view of the projects making up the TOM roadmap is shown to demonstrate sequencing by phase to manage implementation Illustrative plan by phase 1: Initial Steps to Launch 2: Build Foundational Capabilities 3: Build From the Core 4. Scale Growth Stand up a Transformation Office to support ENERGY AND RESOURCES COMPANY A ’s growth agenda Create a single vision and strategy for growth to attain organizational alignment and achieve growth goal Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Create growth enablement capabilities to support go-to-market activities Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios Integrate inorganic capabilities to Growth Solutions group Define, document and improve key Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs Onboard key senior talent Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization 1 – 6 months 6 – 12 months 12+ months Update and implement technology to support Growth Build segmentation for product and service portfolios Invest in market data to better inform Growth strategies Develop customer lifetime value metrics Create balanced executive and BU scorecards

201. Key principles for Roadmap Design Maintain momentum and alignment across the transition Invest in foundational capabilities early Start with near term opportunities and build out Execute on change with purpose Minimize disruption to ENERGY AND RESOURCES COMPANY A people and the business CONFIDENTIAL – FOR INTERNAL USE ONLY 201

202. The roadmap is laid out in four phases, each with distinct objectives and timings to effectively sequence activities and build the future state Initial Steps to Launch (Months 1-6) Build From the Core (6-12 months) Scale for Growth (12+ months) Build Foundational Capabilities (Months 1+) Initial set of projects that are the first steps in moving forward with the next phase of the Growth Solutions Operating Model First phase of operating model execution projects centered around creating the Solutions Development and Solutions Enablement organizations Second phase of operating model execution projects focused on new connections and inorganic growth capabilities Foundational capabilities that need to be built and developed over time, key to Growth Solutions’ success 2 1 3 4 CONFIDENTIAL – FOR INTERNAL USE ONLY 202

203. For each phase we have identified projects and associated initiatives that have been included on the roadmap Project A Initiative 1 Initiative 2 Initiative 3 Initiative 4 Larger body of work aimed at achieving a defined business outcome . For each of these, project charters have been developed to articulate: Case for change Objectives Timing Timeline Criticality Risks Dependencies Impacts Costs Benefits Smaller tasks that sit within a project , each moving different elements of the project forward. For each initiative we have developed: Timeline Owner Current status CONFIDENTIAL – FOR INTERNAL USE ONLY 203

204. We have identified 16 “core” projects that can support ENERGY AND RESOURCES COMPANY A ’s move towards the future state operating model; each has several associated initiatives Stand up a Transformation Office to Transition ENERGY AND RESOURCES COMPANY A to future state operating model Create an integrated vision and strategy for growth Onboard Growth Solutions Leader Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios within Solution Development Create growth enablement capabilities to support go-to-market activities Integrate inorganic capabilities to Solutions Sales group Define, document and implement Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs Build From the Core (Months 6-12) Scale for Growth (Months 12+) Update and implement Growth supporting technology Build segmentation for product and service portfolios Create balanced executive and BU scorecards 4. Invest in market data to better inform Growth strategies 5. Develop customer lifetime value metrics 2 1 3 4 Initial Steps to Launch (Months 1-6) Build Foundational Capabilities (Months 1+) CONFIDENTIAL – FOR INTERNAL USE ONLY 204

205. Stand up a Transformation Office to Transition ENERGY AND RESOURCES COMPANY A to future state operating model Identify Transformation office leader and support Set up weekly T.O. steering committee, onboard members Drive the execution of the Target Operating Model roadmap Identify and onboard change resources to manage and execute the Change Management Playbook activities and enablers Outside In - develop integrated view of growth opportunities within ENERGY AND RESOURCES COMPANY A service territories Inside Out – Develop a view of ENERGY AND RESOURCES COMPANY A ’s current product portfolio and customer segments, identify gaps to market opportunities Align on key growth opportunities for ENERGY AND RESOURCES COMPANY A , define size of the prize for ENERGY AND RESOURCES COMPANY A Develop business case for Growth Solutions organization Take a Go / No Go decision on the execution of the Target Operating Model based on market opportunity Refresh operating model design to account for products & services identified in the Growth Strategy Perform detailed organizational design for the future organization, sized to fit the market opportunity Perform gap analysis between current Growth Product & Service Sales & Marketing roles and future state needs Execute Learning Change Enabler to equip stakeholders with future skills Create hiring plans for ENERGY AND RESOURCES COMPANY A to fill key roles, sized based on market opportunity Begin external recruitment process Projects Create an integrated vision and strategy for growth Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs 1. Initial Steps to Launch projects and initiatives Communicate a shared vision & strategy for ENERGY AND RESOURCES COMPANY A ’s future growth objectives to the broader organization; announce launch of Growth Solutions Execute on Change Management playbook enablers as announcements are made across the organization Execute communications, roadshows, and leadership alignment enablers outlined in the Change Management Playbook Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization Develop role profile for Growth Solutions Leader Decide on whether leadership of Growth Solutions will come internally or externally If externally, identify and recruit senior growth executive to lead Growth Solutions Onboard Growth Solutions Leader into ENERGY AND RESOURCES COMPANY A corporate organization Onboard Growth Solutions Leader Initiatives CONFIDENTIAL – FOR INTERNAL USE ONLY 205

206. Update and implement technology to support Growth Invest in CRM capabilities that deliver a 360 view of the customer and enable coordination between all ENERGY AND RESOURCES COMPANY A BUs to avoid service degradation Invest in next best action (NBA) for the residential customer segment Assess customer segmentation used today Develop segmentation and propensity modelling aligned Growth Product & Services Execute communication of Growth Solutions segmentation Explore market data needs and vendor landscape Invest in market data and reporting to enable continuous monitoring and identification of market opportunities Procure and utilize data & analytics capabilities for growth strategies and continuous improvement Projects Build segmentation for product and service portfolios Invest in market data to better inform Growth strategies 2. Build Foundational Capabilities projects and initiatives Understand market metrics for similar Growth organizations Define customer lifetime value metrics for ENERGY AND RESOURCES COMPANY A Growth Solutions Implement customer lifetime value metrics to Growth scorecards Develop customer lifetime value metrics Assess executive scorecards used today Define the core measurement areas for the future balanced scorecard (i.e. Growth, NPS, etc.) by executive, based on corporate goals Define the sub-metrics for each core measurement area Implement the balanced scorecards Create balanced executive and BU scorecards Initiatives CONFIDENTIAL – FOR INTERNAL USE ONLY 206

207. Create growth enablement capabilities to support go-to-market activities Identify and hire VP for Solution Enablement Work with existing Regulatory / Legal and Digital / IT support teams to establish new ways of working and shared outcomes Identify and onboard FTE for Commercial, Data & Analytics, New Product Development and Product & Service Marketing enablement teams Procure and analyze market and customer data Develop marketing plans for product and service portfolios Design key processes for ways of working with product portfolio teams and sales teams Continue to document changes, impacts, and perform analysis to add to Change Engagement Plan Identify and hire VP for Solution Development Onboard portfolio managers into roles Refine Solution portfolios based on updated growth opportunities Migrate Sales & Marketing FTE and product owners into new portfolio organizations Rationalize products and services based on market demand and build net new P&S around identified market opportunities Hire C&I Sales team in line with near-term C&I growth opportunities identified in Growth Strategy Migrate ENTITY Service team Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios within Solution Development Redesign MIMO journey to drive sales activity and maintain service levels Design mechanism for budgeting and cost recovery with the contact center Enhance Residential P&S portfolio to account for Renter segment Explore outsource partners for MIMO contact center, make decision on whether to outsource MIMO Train agents on sales techniques, including lead identification and product portfolio Deploy next best action (NBA) for MIMO calls using P&S segmentation Develop and deploy propensity models for ENERGY AND RESOURCES COMPANY A customer base to drive MIMO 3. Build From the Core projects and initiatives Initiatives Projects CONFIDENTIAL – FOR INTERNAL USE ONLY 207

208. Integrate new connections and inorganic capabilities to Solutions Sales group Migrate Economic Development team to Solution Sales Recruit additional Economic Development resources to enhance Economic Development opportunities Implement Business Development team to originate identified inorganic growth opportunities identified in the business case Migrate New Connections team into Solution Sales Continue learning needs analysis Invest in building Growth-specific L&S curriculum for the organization Invest in continuous improvement activities to review and renew Define, document and implement Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs Define KPIs and incentives for executives and new organizations within the Growth Solutions group Define and document new product development processes Define and document portfolio management processes Define and document outbound sales processes Define and document Growth Solutions interactions with other ENERGY AND RESOURCES COMPANY A business units Define continuous improvement processes Continue to document changes, impacts, and perform analysis to add to Change Engagement Plan 4. Scale for Growth objectives and roadmap initiatives Initiatives Projects CONFIDENTIAL – FOR INTERNAL USE ONLY 208

209. 1: Initial Steps to Launch CONFIDENTIAL – FOR INTERNAL USE ONLY 209 Illustrative plan by phase 1: Initial Steps to Launch 2: Build Foundational Capabilities 3: Build From the Core 4. Scale Growth Stand up a Transformation Office to support ENERGY AND RESOURCES COMPANY A ’s growth agenda Create a single vision and strategy for growth to attain organizational alignment and achieve growth goal Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Create growth enablement capabilities to support go-to-market activities Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios Integrate inorganic capabilities to Growth Solutions group Define, document and improve key Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs Onboard key senior talent Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization 1 – 6 months 6 – 12 months 12+ months Update and implement technology to support Growth Build segmentation for product and service portfolios Invest in market data to better inform Growth strategies Develop customer lifetime value metrics Create balanced executive and BU scorecards

210. Stand up a Transformation Office to transition ENERGY AND RESOURCES COMPANY A to future state operating model Impacts Risks Dependencies Not standing up a Transformation Office could result in Growth being delayed or deprioritized Lack of alignment across the enterprise could result in reduced funding or participation from necessary teams Availability of a full-time resource with necessary skills to lead the Transformation Office Alignment and availability from steering committee Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) H Resource time needed initially to define, locate and onboard T.O. lead Additional resources required to support initiative execution Supports operational effectiveness and prioritizes Growth across the enterprise Improves accountability and governance of initiative completion Criticality H Owner PERSON Kickoff Month 1 Duration 2-3 weeks Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Activity timeline Status Owners a. Identify Transformation office leader and support ◔ PERSONS b. Set up weekly T.O. steering committee, onboard members  TO Lead c. Drive the execution of the Target Operating Model roadmap  TO Lead d. Identify and onboard change resources to manage and execute the Change Management Playbook activities and enablers  TO Lead No group today is focused on making enterprise-wide operational changes at ENERGY AND RESOURCES COMPANY A To execute on the Growth Operating Model a dedicated focus is needed to drive roadmap initiatives Case for change Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout A Transformation Office is a unit dedicated full time to managing, governing, executing and communicating across the enterprise on the future state roadmap initiatives Description ● CONFIDENTIAL – FOR INTERNAL USE ONLY 210 Low M L H Medium High

211. Create an integrated vision and strategy for growth Impacts Risks Dependencies By not working towards a clear growth strategy, risk that Growth Solutions focuses organizational resources on wrong opportunities Some dependencies on availability and quality of market and product data Strong business case that highlights potential Target Operating Model could drive in the upcoming years Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) H Resource time required to identify growth opportunities, analyze product gaps and develop business cases for Growth Solutions group Enables a unified vision to articulate case for change to ENERGY AND RESOURCES COMPANY A and Leadership Enables more informed decision to be made about organizational skill requirements and needs Enables refinement of Criticality H Owner TO Lead Kickoff Month 1 Duration 3 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Activity timeline Status Owners a. Outside In - develop integrated view of growth opportunities within ENERGY AND RESOURCES COMPANY A service territories ◔ TO Lead b. Inside Out – Develop a view of ENERGY AND RESOURCES COMPANY A ’s current product portfolio, identify gaps to market opportunities ◔ TO Lead c. Align on key growth opportunities for ENERGY AND RESOURCES COMPANY A , define size of the prize ◔ Directors d. Develop business case for Growth Solutions organization ◔ TO Lead e. Take a Go / No Go decision on the execution of the Target Operating Model based on market opportunity ◔ PERSONS A singular vision for growth is not consistently integrated across ENERGY AND RESOURCES COMPANY A today A shared Growth vision and strategy would help ENERGY AND RESOURCES COMPANY A align and prioritize Growth activities across the business Case for change A singular vision and strategy for growth will outline growth opportunities and estimated prize for ENERGY AND RESOURCES COMPANY A , and provide the necessary context and data to make an informed decision on whether to implement the target operating model Description CONFIDENTIAL – FOR INTERNAL USE ONLY 211 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

212. Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Impacts Risks Dependencies Change anxiety from existing ENERGY AND RESOURCES COMPANY A resources Talent availability with necessary capabilities either internally or externally Hiring process could impact daily responsibilities and production Definition of where key market opportunities exist and warrant differential investment to enable better understanding of future skills needs Alignment with HR to develop hiring plans and conduct recruitment efforts Funding availability to onboard new FTE resources Costs (e.g. materials, systems, labor) M Benefits (customers, employees, business) M Resource time and effort to analyze resource needs, develop hiring plans and execute recruitment Financial compensation costs required to onboard external resources Identifies and aligns capabilities to necessary roles Provides clarity to ENERGY AND RESOURCES COMPANY A employees about the future and their roles Criticality H Owner Growth Lead Kickoff Month 2 Duration 2-3 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Activity timeline Status Owners a. Refresh operating model design to account for products & services identified in the Growth Strategy  Growth Lead b. Perform detailed organizational design for the future organization, sized to fit the market opportunity  Growth Lead c. Perform gap analysis between current Growth Product & Service Sales & Marketing roles and future state needs  Growth Lead d. Execute Learning Change Enabler to equip stakeholders with future skills  Growth Lead e. Identify current capability gaps by operating model component, based on the opportunities identified in the Growth Strategy  Growth Lead f. Create hiring plans for ENERGY AND RESOURCES COMPANY A to fill key roles, sized based on market opportunity  Growth Lead, PERSON g. Begin external recruitment process  Growth Lead, PERSON Implementing a new Growth Solutions group will create net new positions and potentially eliminate roles in the current op model An opportunity exists to assess current capabilities and identify missing capabilities generated by the new operating model Case for change Evaluate ENERGY AND RESOURCES COMPANY A ’s current capabilities and compare to the capabilities needed in the future state op model in order to develop a hiring plan to fill key roles in the Growth Solutions group Description CONFIDENTIAL – FOR INTERNAL USE ONLY 212 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

213. Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization Impacts Risks Dependencies Inefficient change management could impact rate at which Growth Solutions group is adopted by the business Misalignment with executives on purpose of Growth Solutions group, roles and responsibilities Strong communications and business case for the Growth Solutions group and growth agenda Change Management resources to support execution of change playbook Executive time to attend roadshows Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) M Time needed from executives across the business No significant financial costs required Alignment on what growth means to the organization and to individuals Begins alignment towards Growth culture across ENERGY AND RESOURCES COMPANY A Criticality H Owner Growth Lead Kickoff Month 3 Duration 1-2 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Activity timeline Status Owners a. Communicate a shared vision & strategy for ENERGY AND RESOURCES COMPANY A ’s future growth objectives to the broader organization; announce launch of Growth Solutions  Growth Lead b. Execute on Change Management playbook enablers as announcements are made across the organization ◔ PERSON c. Execute communications, roadshows, and leadership alignment enablers outlined in the Change Management Playbook  Growth Lead Today there is no consistent view of what growth means for ENERGY AND RESOURCES COMPANY A The inconsistency has led to misalignment across the organization about its role, meaning and objectives Case for change Introduce the Growth Solutions group across all ENERGY AND RESOURCES COMPANY A BU’s to share the Growth vision & strategy, align on ways of working, and begin creating a clear role for culture at ENERGY AND RESOURCES COMPANY A Description CONFIDENTIAL – FOR INTERNAL USE ONLY 213 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

214. Update and implement Growth supporting technology Impacts Activity timeline Status Owners a. Invest in CRM that delivers a 360 view of the customer and enables coordination between all ENERGY AND RESOURCES COMPANY A BUs to avoid service degradation  Growth Lead IT b. Invest in nex t best action (NBA) for the residential customer segment  Growth Lead IT A single view of the customer does not exist today; CRM capabilities are not integrated across the business Technology investments are generally not prioritized for Growth Case for change Risks Dependencies Reduced productivity during early stages following implementation due to learning technology Increases the lead time to launch the Growth Solutions Business IT support to implement CRM and NBA capabilities Solutions dependent on IT roadmap and budget availability Effective training and proficiency with supporting technology Costs (e.g. materials, systems, labor) H Benefits (customers, employees, business) H Potential for significant costs and IT resource time to evaluate and implement technology Resources required for training on technology systems 360 view of the customer and their needs Improved collaboration, processes and customer data capture across the enterprise Criticality H Owner Growth Solutions Exec Kickoff Month 5 Duration 12+ months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Implement standard CRM functionality and provide access across ENERGY AND RESOURCES COMPANY A to track all customer interactions Invest in NBA technology for residential customer segment to drive more effective sales opportunities based on customer needs Description CONFIDENTIAL – FOR INTERNAL USE ONLY 214 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

215. Build segmentation for product and service portfolios Impacts Activity timeline Status Owners a. Assess customer segmentation used today ◑ PERSONS b. Develop segmentation and propensity modelling aligned to Growth Product & Services  TBD c. Execute communication of Growth Solutions segmentation  TBD There is opportunity to improve the existing customer segmentation profiles by organizing the segmentation by the customer-centric P&S portfolios within the Growth Solutions group Case for change Risks Dependencies Ongoing management and refresh of the customer segments could impact effectiveness Need to manage the difference between regulated customer data and non-regulated customer data to make sure ENERGY AND RESOURCES COMPANY A is being compliant Data analyst resources needed to analyze customer data IT / 3 rd party resources needed to develop and integrate segmentation to current systems Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) H Initial investment and resources necessary to develop updated segmentation Will take cross enterprise attention to develop integrated service + sales segmentation Helps drive a more customer-centric culture Improves focus on customer segments with greatest potential Influences new product development opportunities Criticality M Owner Solution Dev VP Kickoff Month 6 Duration 4-6 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Develop refreshed customer segmentation profiles based on the growth product & service portfolios to understand the types of customers within each segment and the types of P&S most valuable to them Description CONFIDENTIAL – FOR INTERNAL USE ONLY 215 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

216. Impacts Activity timeline Status Owners a. Assess executive scorecards used today  - b. Define the core measurement areas for the future balanced scorecard (i.e. Growth, NPS, etc.) by executive, based on corporate goals  - c. Define the sub-metrics for each core measurement area  - d. Implement the balanced scorecards  - Today, executives and business units have scorecards and metrics that do not reward growth There is opportunity to create balanced scorecards for executives to improve alignment across the business Case for change Risks Dependencies Risk of creating anxiety amongst executives and groups as metrics, incentives and rewards are updated Risk of driving adverse behaviors if not done sensitively and driven off of aligned organizational outcomes Defining the overall Growth strategy and targets Clearly defining how all business units can impact growth and incorporating Growth to their scorecards Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) M Time needed to research, analyze and set balanced scorecards, potentially with 3 rd party support Improves executive alignment across ENERGY AND RESOURCES COMPANY A Shares accountability and promotes ‘One ENERGY AND RESOURCES COMPANY A’ for key scorecard areas like Growth, NPS, etc. Criticality H Owner TBD Kickoff Month 6 Duration 4-6 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data P rocesse s Governance KPIs Culture & Values Design Principles Impacted Redesign current executive scorecards to be more balanced and incorporate defined growth metrics to enable the organization to focus on the growth agenda Description Create balanced executive and BU scorecards CONFIDENTIAL – FOR INTERNAL USE ONLY 216 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

217. Impacts Activity timeline Status Owners a. Explore market data needs and vendor landscape  - b. Invest in market data and reporting to enable continuous monitoring and identification of market opportunities  - c. Procure and utilize data & analytics capabilities for growth strategies and continuous improvement  - Opportunity exists for ENERGY AND RESOURCES COMPANY A to better leverage customer and available market data to drive Growth within the Growth Solutions group Case for change Risks Dependencies No major risks identified Dedicated resources to maintain updated market and customer information Team to report and share relevant insights and data Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) M Apart from creating dedicated resources to maintain information, there are minimal costs associated Will allow ENERGY AND RESOURCES COMPANY A to stay current with trends and insights that will ultimately inform future strategies Criticality H Owner TBD Kickoff Month 6 Duration 6-9 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Invest in industry and benchmark data to support growth strategy decisions Develop data & analytic capabilities and enhancement processes to support the Growth agenda Description Invest in market data to better inform Growth strategies CONFIDENTIAL – FOR INTERNAL USE ONLY 217 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

218. Develop customer lifetime value metrics Impacts Activity timeline Status Owners a. Understand market metrics for similar Growth organizations  TBD b. Define customer lifetime value metrics for ENERGY AND RESOURCES COMPANY A Growth Solutions  TBD c. Implement customer lifetime value metrics to Growth scorecards  TBD Today teams are measured on product level commercial metrics; no customer-centric customer metric is deployed Case for change Risks Dependencies CLV targets must be measured and balanced against NPS goals and set at the enterprise level Requires enterprise decision to be made about the role of growth vs service across the organization to enable teams to balance activities and behaviors Costs (e.g. materials, systems, labor) L Benefits (customers, employees, business) H Minimal costs expected besides resources to conduct market assessment for CLV metrics Drives customer centric behaviors Enables maximization of addressable spend Removes internal competition Supports ability to improve customer segmentation Criticality H Owner Growth Solutions VP Kickoff Month 12 Duration 2-3 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Define and implement customer lifetime value metrics as a primary metrics for the Growth Solutions organization Description CONFIDENTIAL – FOR INTERNAL USE ONLY 218 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

219. Optimize HPP sales to drive additional incremental revenue Impacts Risks Dependencies Early service degradation and new MIMO journey is executed Potential regulatory impact with data / next best action (NBA) abilities Potential increase to handle time within the MIMO call center Propensity models dependent on quality of available data, segmentation and data analysis capabilities IT resources to support implementation of next best action (NBA) software Hiring of sales-minded talent and structured sales-based training programs Costs (e.g. materials, systems, labor) H Benefits (customers, employees, business) H IT costs to implement next best action (NBA) and other technology costs Resource time needed to onboard and train sales agents Potential to drive unrealized incremental growth via HPP Potential to increase customer engagement and satisfaction Criticality H Owner PERSON Kickoff Month 6 Duration 3-6 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Activity timeline Status Owners a. Redesign MIMO journey to drive sales activity and maintain service levels ◔ PERSONS b. Design mechanism for budgeting and cost recovery with the contact center ◔ c. Enhance Residential P&S portfolio to account for Renter segment ◔ d. Explore outsource partners for MIMO contact center, make decision on whether to outsource MIMO ◔ e. Train agents on sales techniques, including lead identification and product portfolio  TBD f. Deploy next best action (NBA) for MIMO calls using P&S segmentation  IT g. Develop and deploy propensity models for ENERGY AND RESOURCES COMPANY A customer base to drive MIMO  Data & Analytics team Today, HPP sales are optional in the MIMO contact center and only target homeowners Opportunity exists to further grow HPP through a dedicated MIMO call center, implementing next best action (NBA) and aligning trained sales agents measured on sales performance Case for change Update MIMO call journey, mandate sales activity during MIMO calls, and activate supporting technology and data to support lead qualification and sales Description CONFIDENTIAL – FOR INTERNAL USE ONLY 219 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

220. Organize customer-centric growth product and service portfolios within Solutions Development Impacts Activity timeline Status Owners a. Identify and hire VP for Solution Development ◔ Growth Lead PERSON b. Onboard portfolio managers into roles ◔ Solution Dev VP c. Refine Solution portfolios based on updated growth opportunities ◔ Solution Dev VP d. Migrate Sales & Marketing FTE and product owners into new portfolio organizations ◔ PERSON e. Rationalize products and services based on market demand and build net new P&S around identified market opportunities ◔ Solution Dev VP f. Hire C&I Sales team in line with near-term C&I financial opportunities identified in Growth Strategy  Solution Sales VP A single view of the customer is not shared across the enterprise, and products & services are not designed with the customer in mind Opportunity exists to align P&S to customer segments to drive customer lifetime value at the segment level Case for change Risks Dependencies Potential misalignment with current op model roles & responsibilities during early organization of P&S Talent availability within the market to staff C&I Sales and portfolio teams Portfolio Managers dependent on skills and knowledge of gas & electric P&S C&I Sales dependent on alignment with ENTITY to roles & responsibilities Updated segmentation Costs (e.g. materials, systems, labor) H Benefits (customers, employees, business) M Resource time to recruit and onboard C&I Sales team Some financial costs to onboard external resources Resource time to assess and organize Growth P&S Centers growth opportunities around unique customer needs and relevant P&S Improves sales focus and effectiveness, improves potential to upsell Owner Solution Dev VP Kickoff Month 7 Duration 4-5 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Assess and create portfolios of growth P&S aligned to specific customer segments and needs; Develop portfolio teams dedicated to enhancing their P&S portfolio and maximizing CLV for their segment Description CONFIDENTIAL – FOR INTERNAL USE ONLY 220 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High Criticality H

221. Create growth enablement capabilities to support go-to-market activities Impacts Activity timeline Status Owners a. Identify and hire VP for Solution Enablement  Growth Lead PERSON b. Work with existing Regulatory / Legal and Digital / IT support teams to establish new ways of working and shared outcomes  Solution Enablement VP c. Identify and onboard FTE for Commercial, Data & Analytics, New Product Development and Product & Service Marketing enablement teams  Solution Enablement VP PERSON d. Procure and analyze market and customer data  Data & Analytics Lead e. Develop marketing plans for product and service portfolios  Product & Service Marketing Lead f. Design key processes for ways of working with product portfolio teams and sales teams  Solution Enablement Lead g. Continue to document changes, impacts, and perform analysis to add to Change Engagement Plan  Change Management Sales & Marketing teams interact with shared services in different ways today, causing overlap of roles & responsibilities Opportunity exists to develop a centralized set of support capabilities focused on enabling growth sales Case for change Risks Dependencies Potential misalignment with current ENERGY AND RESOURCES COMPANY A shared service groups Lack of resource availability from Regulatory/Legal and Digital/IT Alignment with Regulatory / Legal, and Digital / IT teams to share resources Quality of market and customer data available Availability of Solutions Enablement VP talent and skills in the market; funding to hire externally Costs (e.g. materials, systems, labor) M Benefits (customers, employees, business) M Potential financial costs and resource time needed to hire external Solutions Enablement VP Cost to procure market and customer data Resource time to design collaboration processes Centralizes access to shared enablement resources Improves cross-team collaboration and effectiveness Improves alignment to Growth vision & strategy Owner Solution Enablement VP Kickoff Month 7 Duration 4-5 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Build Solutions Enablement group with capabilities dedicated to support go-to-market growth activities Develop clear roles & responsibilities to improve effectiveness and collaboration between groups Description CONFIDENTIAL – FOR INTERNAL USE ONLY 221 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High Criticality H

222. Integrate inorganic capabilities to Growth Solutions Impacts Activity timeline Status Owners a. Migrate Economic Development team to Solution Sales  Growth Lead HR b. Recruit additional Economic Development resources to enhance Economic Development opportunities  Growth Lead HR c. Implement Business Development team to originate identified inorganic growth opportunities identified in the business case  Growth Lead HR d. Migrate New Connections team  Growth Lead HR There is an opportunity to integrate additional capabilities to the Growth Solutions Sales group focused on proactively prospecting and driving new, inorganic growth opportunities for ENERGY AND RESOURCES COMPANY A Case for change Risks Dependencies Risk of moving these groups too early when organizational effort is on bigger opportunities (HPP, C&I). This could create disillusionment with the growth strategy and group Talent available externally with the necessary skills to staff the inorganic capability teams Structured KPIs and incentives to drive Growth performance Clearly defined role and responsibilities Costs (e.g. materials, systems, labor) M Benefits (customers, employees, business) M HR resource time necessary to support team migration and resource onboarding Some financial costs for recruitment marketing and compensation required Enables more effective and proactive sales of inorganic opportunities Improves collaboration and sales processes across ENERGY AND RESOURCES COMPANY A Owner Growth Lead Kickoff Month 12 Duration 4-5 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Scale growth by completing the Solutions Sales team formation with capabilities fitted to drive end-to-end inorganic growth opportunities Description CONFIDENTIAL – FOR INTERNAL USE ONLY 222 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Criticality M Low M L H Medium High

223. Low Define, document and implement Growth-related processes Impacts Activity timeline Status Owners a. Define KPIs and incentives for executives and new organizations within the Growth Solutions group  Growth Lead b. Define and document new product development processes  New Prod Dev Lead c. Define and document portfolio management processes  Solutions Development Lead d. Define and document outbound sales processes  Solutions Sales Lead e. Define and document Growth Solutions interactions with other ENERGY AND RESOURCES COMPANY A business units  Growth Lead f. Define continuous improvement processes  Growth Lead TO Lead g. Continue to document changes, impacts, and perform analysis to add to Change Engagement Plan  Change Management KPIs are not aligned to Growth today Roles, responsibilities and sales processes are fragmented across the business today With implementation of Growth Solutions group, opportunity exists to clearly document all new processes and interaction points Case for change Risks Dependencies No major risks identified Technology / software to document process flows Quality and detail of processes documented Ability and resources to continuously evaluate and update documented processes Costs (e.g. materials, systems, labor) M Benefits (customers, employees, business) H Resource costs required to define, document and review processes Some financial costs required for incentive programs Standardizes processes and interactions between groups Reduces overlap of roles and responsibilities Aligns growth KPIs and incentives M L H Medium High Criticality M Owner Growth Lead Kickoff Month 13 Duration 6-9 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Use the establishment of the Growth Solutions group to establish new ways of working, processes and interactions to optimize performance of the group Description CONFIDENTIAL – FOR INTERNAL USE ONLY 223 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ●

224. Train and scale mature capabilities to support Growth Solutions group needs Impacts Activity timeline Status Owners a. Continue learning needs analysis  Change Management b. Invest in building Growth-specific P&S curriculum for the organization  - c. Invest in continuous improvement activities to review and renew  - After establishing the initial Growth Solutions group, opportunity exists to further develop capabilities and scale as Growth Solutions gains traction in the new operating model Case for change Risks Dependencies Potential impacts on productivity if continuous learning activities become too time significant Some dependency from IT to manage Learning Management System (LMS) Growth Solutions leads gathering, understanding and providing insights on learning needs for their teams Costs (e.g. materials, systems, labor) M Benefits (customers, employees, business) H LMS system / resource investments vary based on system availability today Resources required to assess, maintain and iterate continuous learning processes Potential improvement in employee engagement Potential improvement in P&S and sales effectiveness Supports career development and emphasizes growth culure Criticality H Owner TBD Kickoff Month 13 Duration 6-9 months Vision & Strategy Customers Channels Brand & Reputation Products & Services People & Org Tech & Data Processes Governance KPIs Culture & Values Design Principles Impacted Develop a formal, structured training curriculum and process for continuous improvement and coaching for Growth Solutions groups Description CONFIDENTIAL – FOR INTERNAL USE ONLY 224 Work initiated Need identified  ◔ ◑ Owner defined ◕ Early rollout Full rollout ● Low M L H Medium High

225. 6 October 2022 Presentation title Page 225 EY Operating Model Approach Market and Energy Consumer Trends Project Deliverables Identify Diagnose Design Deliver Transformation Office Change Strategy Content Click to return to the Content Navigation Page

226. A Transformation Office… Is staffed by full time resources who ‘connect the dots’ across ENERGY AND RESOURCES COMPANY A Helps communicate the "why" by actively engaging employees to create context, vision and a call to action that resonates with each group individually Improves the reputation of the transformation office and credibility it has in the business Is responsible for leading the organization through the program of change outlined in the TOM roadmap Creates a link between competing priorities for the search for short-term metrics , meaning and long-term value We recommend ENERGY AND RESOURCES COMPANY A establishes a Transformation Office to focus on executing against the TOM Roadmap and effectively move towards the future state 226 Please reference Deliverable 4.2: TOM Transformation Office for additional details CONFIDENTIAL – FOR INTERNAL USE ONLY

227. The Transformation Office will coordinate core capabilities to support execution of the future state roadmap initiatives 227 CONFIDENTIAL – FOR INTERNAL USE ONLY Translates the strategy Enterprise Growth vision and strategy focused Achieve financial growth targets Communicate future state design principles across the business Leads the governance Transformation initiative management and governance Business case and value management Design authority for UI / UX Manages the execution Project and program management Change management planning and coordination Nimble and agile execution Elevates the data Translate customer and Growth data into insights and priorities Single source of truth for the Growth TOM roadmap A transformation office… We will accomplish this by: Partnering across the business to pull in the right capabilities to execute the right initiatives Defining consistent governance processes and ways of working Leveraging initiative and market data to drive prioritization and business case development

228. Supported functional groups Outlines how the transformation office will work with functional groups to execute on initiatives and provides them with an understanding of scope and responsibilities Works with cross-functional teams to manage the execution of prioritized initiatives Enterprise-wide alignment Enables the transformation office to ensure alignment on one Growth strategy across the enterprise Helps the enterprise have a consistent way to describe the strategy Ensures the program is aligned to all business unit strategies Strategic communications Ensures strategic imperatives are communicated to business unit leads Creates two-way communications with key stakeholder groups to understand interests and concerns Transparency and visibility Accountable for progress monitoring and control of initiative baselines Ensures the progress and outcomes are being communicated to key stakeholders through an established forum Budget and resource allocation Ensures there are no issues with over or under allocation of resources Works with stakeholders to ensure initiatives receive appropriate resources and budgets Manages and makes sure execution costs align to initial expectations Assignment of accountabilities Outlines roles and responsibilities so all stakeholders are aligned on who is accountable for what activities and decisions Mitigates potential risks and coordinates escalations to defined decision makers An effective governance model is important for the Transformation Office to support decision making across ENERGY AND RESOURCES COMPANY A 228 CONFIDENTIAL – FOR INTERNAL USE ONLY

229. Steering Committee Transformation Office Initiative 3 PM Initiative Team Initiative 1 Initiative 2 Initiative Lead Product Manager PM Initiative Team Initiative Lead Product Manager PM Initiative Team Initiative Lead Product Manager Governance to manage the portfolio demand and make key leadership decisions Manage execution activities for all roadmap projects Common processes, monitoring and control delivery Maintain the transformation plan across in-flight initiatives, tracking key milestones, dependencies, & value realization Monitoring and reporting to drive transparency across the programs, with deep insights to progress & roadblocks Issue and risk management to triage & escalate issues, while also actively assessing initiative and program risk and their impacts to value realization Value management for integrated view of value being delivered by the portfolio Tools and templates to efficiently and effectively support transformation office processes Governance Issue and Risk Management Monitor and Reporting Change Control Integrated Planning & Project Management Value Management Illustrative transformation office governance structure Transformation office key governance roles A Transformation Office’s governance model, internal team, and key stakeholders need to be identified to drive value 229 CONFIDENTIAL – FOR INTERNAL USE ONLY

230. Operational Activity – teams working on Growth-related initiatives Growth Transformation Steering Committee Oversight, decision making, strategic guidance and prioritization of Growth initiatives based on enterprise-wide activities ENERGY AND RESOURCES COMPANY A Growth Agenda Governance Transformation Office Strategy, Governance, Initiative Execution and Data SUBSIDIARY A SUBSIDIARY A Corp Srv , Customer Srv , IT Comms & Public Affairs The Transformation Office will leverage the governance structure to… Continuously align each governing group with the Growth vision and strategy Communicate key insights from customer, operational, and market trend data Create transparency into customer experience improvements through diverse discussions in executive and director level forums Organize the governing bodies around program increments and OKRs Communicate initiative progress , outcomes and expected benefits Identify and escalate risks in order to develop mitigation plans Support and manage interdependencies across business units Provide top-down and bottom-up reviews of initiative pipeline Corp & Gov’t Affairs Finance HR Operations Legal Corp Strat & Reg Affairs SUBSIDIARY A Nuclear Generation ENERGY AND RESOURCES COMPANY A ’s Transformation Office will be responsible for governing and executing the future state initiative roadmap 230 CONFIDENTIAL – FOR INTERNAL USE ONLY

231. Operational Activity – teams working on Growth-related initiatives Growth Transformation Steering Committee Oversight, decision making, strategic guidance and prioritization of Growth initiatives based on enterprise-wide activities ENERGY AND RESOURCES COMPANY A Growth Agenda Governance Transformation Office Strategy, Governance, Initiative Execution and Data SUBSIDIARY A SUBSIDIARY A Corp Srv , Customer Srv , IT Comms & Public Affairs Corp & Gov’t Affairs Finance HR Operations Legal Corp Strat & Reg Affairs SUBSIDIARY A Nuclear Generation The Transformation Office lead will be responsible for representing the Growth vision and strategy while leading the execution of the TOM roadmap The Transformation Office Lead is a full-time resource who: Is well respected in the organization Has proven experience managing complex projects and budgets Orchestrates and manages interdependencies Develops business cases and effectively manages budgets and initiative resources Identifies and escalates risks Is held accountable for execution of the TOM roadmap The Transformation Office Scope: Coordinate, manage and report out consistently on the progress and completion of Growth initiatives on the TOM roadmap The Transformation Office Mandate: Ensure TOM roadmap initiatives meet Growth vision and strategy objectives Provide a transparent view of TOM roadmap progress across the business Drive the Growth agenda and ensure business objectives are met for each initiative 231 CONFIDENTIAL – FOR INTERNAL USE ONLY

232. The Growth Steering Committee will provide oversight and strategic guidance to the Transformation Office throughout execution of the TOM roadmap Responsibilities Oversee transformation and TOM roadmap execution as a whole Support prioritization of initiatives Review and approve initiative business cases and funding for Growth-related initiatives Remove roadblocks and resolve conflicts when executive intervention is needed Recommended Meeting Cadence Monthly, 60-minute meetings to: Review TOM roadmap progress Review and discuss new initiative business cases and funding Identify and discuss mitigation for risks Operational Activity – teams working on Growth-related initiatives Transformation Office Strategy, Governance, Initiative Execution and Data SUBSIDIARY A SUBSIDIARY A Corp Srv , Customer Srv , IT Comms & Public Affairs Corp & Gov’t Affairs Finance HR Operations Legal Corp Strat & Reg Affairs SUBSIDIARY A Nuclear Generation ENERGY AND RESOURCES COMPANY A Growth Agenda Governance Growth Transformation Steering Committee Oversight, decision making, strategic guidance and prioritization of Growth initiatives based on enterprise-wide activities 232 CONFIDENTIAL – FOR INTERNAL USE ONLY

233. The Transformation Office will partner with ENERGY AND RESOURCES COMPANY A business units to execute TOM roadmap initiatives Responsibilities Provide part-time resources to support TOM roadmap initiative execution as needed Escalate risks to the Transformation Office lead Support Transformation Office lead in developing initiative business cases Identify and collaborate with Transformation Lead on potential new initiatives Recommended Meeting Cadence Weekly, 30-60 minute meetings to: Review initiative progress Discuss roadblocks to be escalated to Steering Committee Identify and plan for upcoming initiatives Operational Activity – teams working on Growth-related initiatives Growth Transformation Steering Committee Oversight, decision making, strategic guidance and prioritization of Growth initiatives based on enterprise-wide activities ENERGY AND RESOURCES COMPANY A Growth Agenda Governance Transformation Office Strategy, Governance, Initiative Execution and Data SUBSIDIARY A SUBSIDIARY A Corp Srv , Customer Srv , IT Comms & Public Affairs Corp & Gov’t Affairs Finance HR Operations Legal Corp Strat & Reg Affairs SUBSIDIARY A Nuclear Generation 233 CONFIDENTIAL – FOR INTERNAL USE ONLY

234. Identify and onboard the individual who will lead the Transformation Office full time Define and document the scope of the initiatives the Transformation Office is responsible for Develop a RACI outlining accountability and responsibility between the T.O. lead, Steering Committee and business units supporting initiatives Review the TOM roadmap and determine the initial quick win initiatives to begin Develop business cases and request budget necessary to execute quick win initiatives Schedule and conduct first Transformation Office steering committee meeting There are important next steps ENERGY AND RESOURCES COMPANY A should consider to begin standing up the Transformation Office and executing on the TOM roadmap 234 CONFIDENTIAL – FOR INTERNAL USE ONLY

235. 6 October 2022 Presentation title Page 235 EY Operating Model Approach Market and Energy Consumer Trends Project Deliverables Identify Diagnose Design Deliver Transformation Office Change Strategy Content Click to return to the Content Navigation Page

236. Change Strategy Playbook Table of Contents CONFIDENTIAL – FOR INTERNAL USE ONLY Change Playbook Approach and Links to Sections 4 What is the Change 5 Current Situation 6 Future State Operating Model Recommendation 7 Current Sentiment and Key Concerns 8 Why is it Changing 9 Importance of Case for Change 10 Inputs and Outputs of Case for Change 11 Understanding the Change 12 Expected vs Reality of User Change Journey 13 Importance of Change Impact Analysis 14 Change Impacts: Inputs, Analysis, and Enablers 15 Key Considerations to Operating Model 16 Enable the Change 17 Key Enablers and Links to Sections 18 Stakeholder Engagement 19-30 Leadership Alignment 31-35 Workforce Transition 36-38 Learning 39-41 Example Change Journey Roadmaps 42-44 Execution Plan and Resourcing 45 TOM Roadmap Phases and Links to Recommendations 46 Change Activity Roadmap 47-48 Change Team Resourcing Recommendations 49-51 Change Work Product Recommendations 52 236

237. The Change Management Playbook will follow a Phased Approach through the Change guiding recommendations on Change inputs, outputs and working documents Click a Change Phase or specific section of a Phase to link to a specific slide of the playbook: Current Situation Future State Operating Model Rec. Current Sentiment and Key Concern Importance of Case for Change Inputs and Outputs of Case for Change Expected vs Reality of User Change Journey Change Impact Analysis Inputs, Analysis, and Enablers to Change Key Considerations to Operating Model TOM Roadmap Phases What is the Change Why is it Changing Understanding the Change Enable the Change Key Change Enablers Example Stakeholder Change Journey Roadmaps Importance of each Enabler Enabler Key Activities, Inputs, and Outputs Change Team Resourcing Recommendations Execution Plan and Resourcing Change Work Product Recommendations Change Activity Roadmap CONFIDENTIAL – FOR INTERNAL USE ONLY 237

238. EY has analyzed the current state and is providing recommendations that combine human-centricity, business strategy and data to drive to meaningful outcomes Future Growth & Product Development requires a streamlined operating model to accelerate speed to market and customer value Current Portfolio of Products & Services deliver great value to customers and contribute to affordability and growth objectives Decentralized Organizational Structure has served ENERGY AND RESOURCES COMPANY A well up to the current point, contributing significant revenue and margin Current situation North Star question driving operating model design How can ENERGY AND RESOURCES COMPANY A   accelerate its growth agenda  through a Sales & Marketing operating model that  drives greater effectiveness, cross-enterprise collaboration and responsiveness to customer needs? CONFIDENTIAL – FOR INTERNAL USE ONLY 238

239. Based on leading practices, EY proposes a new business unit to centralize Initiate and Grow activities to create an environment for the growth agenda to scale A centralized growth-oriented operating model will… Create a singular view and Growth strategy based on market needs Create an agile sales-focused organization and allows ENERGY AND RESOURCES COMPANY A the ability to hire specific talent for Growth needs Streamline necessary processes to more effectively go-to-market Develop a culture focused on sales and driving Growth Provide dedicated resources and leadership attention to driving Growth Establish and align metrics to Growth objectives Allow ENERGY AND RESOURCES COMPANY A to centralize and standardize technology to improve collaboration and effectiveness across teams Enable ‘One ENERGY AND RESOURCES COMPANY A ’ by providing a holistic view of Growth product and service portfolios for customers Initiate Serve Grow Growth Solutions Finance HR Operations Legal ENERGY AND RESOURCES COMPANY A Gas ENERGY AND RESOURCES COMPANY A Electric Corp Strategy & Reg. Affairs ENERGY AND RESOURCES COMPANY A Vantage Comms & Public Affairs Nuclear Generation Corp & Gov’t Affairs Corp Srv , Customer Srv , IT President & CEO ENERGY AND RESOURCES COMPANY A Energy Legend │ Shared Services Legacy Sales & Marketing Capabilities New Sales & Marketing Capabilities CONFIDENTIAL – FOR INTERNAL USE ONLY 239

240. As recommendations are shared and touchpoints are facilitated, we gathered the sentiment of SteerCo and leadership to guide the design of a Change Strategy What we are hearing about coming change: Ways of Working Capabilities How do we build and capabilities in new and existing employees needed by the Future State Operating Model? If the Growth Solutions group is customer focused, how can we ensure better collaboration with other areas of the business who are not as customer focused? Culture How can ENERGY AND RESOURCES COMPANY A culture be grown to support Sales in addition to Service? How can ENERGY AND RESOURCES COMPANY A culture be grown to value and integrate new business units? How can articulate early and often how this will improve cross-team collaboration and effectiveness? ENERGY AND RESOURCES COMPANY A Sales & Marketing is siloed between Gas & Electric; how can we provide them the skills needed to they need to interact differently in the future? How can we ensure ENERGY AND RESOURCES COMPANY A needs maintains good service, while pursing the growth agenda? CONFIDENTIAL – FOR INTERNAL USE ONLY 240

241. To proactively set the foundation for a Stakeholder Change Experience, it is important to develop a compelling Case for Change to guide the adoption of the Operating Model Build Awareness Provides a common foundation of the operating model Change for leaders to speak to and act on Brings impacted stakeholders along the journey and provides context to the future state operating model decisions made Reduce Opposition to change Aligns all impacted users on rationale for the change and how the future state operating model impacts them Builds momentum and inspires impacted users to take supportive action towards adoption of the future state operating model Strengthen Understanding and buy-in Creates targeted and relevant messaging that will resonate with impacted ENERGY AND RESOURCES COMPANY A stakeholders on what is impacting them to build comfort and confidence in the change strategy CONFIDENTIAL – FOR INTERNAL USE ONLY 241

242. A successful operating model Case for Change requires clearly defined elements to develop materials to align stakeholders Executive Summary Current State Operating Model Challenges with Current State Drivers for Change Consequences for “Doing Nothing” Summary and Benefits of Future State Need a concise statement to represent the Case for Change for Leadership and Impacted Stakeholders alike to align on the Why for the future state operating model Can utilize current state analysis by EY to ground users in how the current operation model is structured - ensure analysis is honest about the current reality Adding to the current state, current state analysis by EY can be utilized to present the high-level challenges in the current state operating model to demonstrate how it may be blocking the growth agenda Ensure there is alignment on the key reasons for change to present a unified message on why the change is needed and the goal of the change To build on the Change Drivers, need to present possible repercussions to not moving towards the future state operating model or not pushing towards the growth agenda As decisions are made, present a summary to outline the future state operating model as well as the benefits or ‘what’s in it for me’ to the impacted stakeholders Messaging elements: Materials : Vision Statement for Change Change Slip Sheets Operating Model Talking Points Defined ‘What’s in it for me?’ by Stakeholder Group Case for Change Video Series of Materials with consistent messaging that provide a foundation of Awareness for the coming change. CONFIDENTIAL – FOR INTERNAL USE ONLY 242

243. Understanding the change and analysis will assist in developing positive individual change journeys the incorporate factors that enable change and mitigate risks Expected user journey Reality of user journey Achieving commitment Achieving acceptance Building awareness I know something is changing I know about change I want to know more about the change I know the implications of the change I will think about doing things in a new way I will do things in a new way This is the way we do things This is the way I do things Time Commitment Time Commitment Leadership Alignment Change network Stakeholders External factors, new projects, organizational shifts, regulatory changes, personal developments – these are all factors that can trigger an individual to revert to the earlier stages of change . While external factors can negatively impact progress along the change journey – enablers such as leadership alignment and an impactful change network can create momentum or mitigate risks . Trigger Point Trigger Point CONFIDENTIAL – FOR INTERNAL USE ONLY 243

244. Importance of Org Design & Change Impact Analysis at ENERGY AND RESOURCES COMPANY A Key questions to consider Will the ENERGY AND RESOURCES COMPANY A Culture support the future growth initiatives? Are roles going to go away? Are resources being retooled for new skills? Are new job roles being created? Is the volume of work increasing? Are resources being asked to interface with new departments? What new Technology will be required in the future? Understand ENERGY AND RESOURCES COMPANY A ’s current capabilities will allow for the best decisions to be made for the Future State Model Understanding the impact the future state operating model and Growth agenda will have on Job Roles and Functions will give insight into current gaps in ENERGY AND RESOURCES COMPANY A s skills and behaviors Understand the targeted change actions needed to facilitate readiness and adoption of each impacted stakeholder group CONFIDENTIAL – FOR INTERNAL USE ONLY 244

245. A change plan to account for external factors and operating model decisions begins with stakeholder understanding and analysis leading to activities to enable change Stakeholder Register : repository of stakeholders impacted by the future state operating model Inputs to change impact analysis Impact analysis Activities to enable change Current State Model: documentation of the current operating model, people, and culture within ENERGY AND RESOURCES COMPANY A Future State Model Workshops: identification of change impacts as Org Design, Growth Agenda, and Product enhancements are finalized Project Leadership: validation of impacted stakeholder groups, future state skills and role responsibilities, and change impacts Stakeholder Analysis: understanding of stakeholder groups' level of impact, influence, and support of the program High level Change Impacts: collection of high-level change impacts from a people, skills, and culture perspective Understanding of the change in People, Skills, and Culture to identify where support may be needed and how. Identify the degree of change for each stakeholder group Assess communications needs, preferences and align with new and existing channels Identify related change actions to facilitate readiness and adoption of each stakeholder group Identify required behavior changes to support the new operating model and skills needed Refine how to engage stakeholders based on how they are impacted from different change dimensions Organizational Design/ Workforce Transformation Leadership Alignment Learning Stakeholder Engagement: Change Impact Summaries Tailored Communications Day in the Life Sessions Roadshows Change Champion Network CONFIDENTIAL – FOR INTERNAL USE ONLY 245

246. Until in-depth change and org design a nalysis ’ are conducted, change e nablers can be recommended based on the key considerations of the operating model design Key considerations in ENERGY AND RESOURCES COMPANY A Sales & Marketing Operating Model Design Ways to mitigate and enable change A blended learning approach will allow end users to train in different ways to be able to perform their roles in the future state operating model whether that be technical or soft changes in responsibilities Change Activities and Roadmaps will need to match the waves of change to ensure activities are repeated as the are pushed through impacted stakeholders A Workforce Transition Plan would be needed to prepare impacted stakeholders and ensure they feel confident in the future state operating model There will be different waves of change that touch impact stakeholders throughout the transformation. There will be new job roles and responsibilities. There will be new expectations or/and incentives guiding employees. New and different skills be needed to be successful in a new Operating Model and growth agenda. Impacted Stakeholder teams will learn and engage differently. CONFIDENTIAL – FOR INTERNAL USE ONLY 246

247. Key change e nablers can be executed to ensure all relevant operational model changes are mitigated to meet the skills, people, and culture captured in analysis Stakeholder Engagement Workforce Transition Learning Leadership Alignment Click a Change Enabler to link to more details: Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 247

248. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 248

249. Importance of Stakeholder Engagement at ENERGY AND RESOURCES COMPANY A SE LA WT L What does an engaged Stakeholder look like at ENERGY AND RESOURCES COMPANY A ? They are engaged specifically based on their role and their level of impact by the implemented Org Design and Growth Agenda They feel informed and have channels to communicate feedback/questions/ concerns They understand their role in the future state operating model and Growth Agenda The blockers to their adoption of the changes are mitigated Improve the Employee Experience through the implementation of the future state operating model Boost confidence and morale among impacted stakeholders as they move through their change journey to change adoption Increase change adoption and proficiency working in the future state operating model and in alignment with the Growth agenda Stakeholder Engagement CONFIDENTIAL – FOR INTERNAL USE ONLY 249

250. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 250

251. SE LA WT L Stakeholder Engagement Stakeholder Engagement enablers breakdown Stakeholder Change Impact Summaries Key outputs PPT or Word Document containing all major change impacts for the stakeholder group Change Impact Themes Key Changes Impacts to the Stakeholder Level of Impact Engagement Activities Timing information if applicable Key activities Organize change impacts of a specific stakeholder group into digestible themes and summaries Focus on People, Skills, and Culture Changes from Org Design, Product, and Growth Agenda changes Incorporate engagement activity recommendations specific to impacts of that stakeholder group Review and Validate summaries with leadership, change network Share with impacted stakeholders to build their awareness of the coming change in culture, growth agenda, or change in role in the organization CONFIDENTIAL – FOR INTERNAL USE ONLY 251

252. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 252

253. SE LA WT L Stakeholder Engagement Key activities Develop change champion network strategy specific to the influencers and most impacted stakeholder groups within the future state operating model Mobilize the Change Network with defined member responsibilities and visible plan Facilitate Kick-off Session to reinforce the roles and expectations, benefits and timeline, and ongoing meeting cadence Engage Change Network with two-way communication of feedback and change information Continuously refine stakeholder engagement, communications and learning based on solicited review and feedback Key outputs Change Network Strategy and Communications Plan Change Network Engagement Materials Meeting Cadence Kick off/Meeting Template Feedback/Survey Tools Stakeholder Engagement enablers breakdown Change Champion Network CONFIDENTIAL – FOR INTERNAL USE ONLY 253

254. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 254

255. SE LA WT L Stakeholder Engagement Key activities Create or integrate with program identity/themes for recognizable look and feel Build communication templates to allow for efficient and consistent communication development Identify communication needs, channels, and respective stakeholders to allow for easy delivery of communications Develop detailed communications plan aligned with the TOM program roadmap and waves of Change and Engagement stakeholders will be experiencing Build communications using videos, infographics, and creative ways to share complex/critical information Key outputs Stakeholder and Channel Lists Integrated Transformation and Engagement Communications Plan Communication Templates & Materials Transformation Announcement Communications Change Activity Communications Go-Live Communications Stakeholder Engagement enablers breakdown Change and Go – Live Communications CONFIDENTIAL – FOR INTERNAL USE ONLY 255

256. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 256

257. SE LA WT L Stakeholder Engagement Key outputs Change Network Talking Points Leadership Talking Points Communication Materials In-Person Roadshow and Reinforcement Materials Key activities Identify high impacted stakeholders and processes that require in-person roadshows to increase awareness and understanding of the coming change toward adoption Communicate with Change Network and Leaders to review plans and provide talking points to inform other impacted stakeholders Communicate roadshow information through communications, leadership, and the change network Develop reinforcement materials to accompany the Roadshow Stakeholder Engagement enablers breakdown Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 257

258. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 258

259. SE LA WT L Stakeholder Engagement Key activities Identify critical process/behaviors that require outline DILO scenarios Document and Validate impacts and processes summarized into a DILO template Can be delivered in Word, PPT, or Digital formats Can include new role, responsibilities, standard terminology (i.e. department names), future state process, key changes, benefits of changes, etc. Integrate delivery with other change activities and inform end users through communications, leadership, and/or the change network Open channel of communication through Change Network, Leadership, or Technology to allow for feedback and questions Key outputs Day in the Life of Session Delivery Plan DILO Design Templates Stakeholder Day in the Life Of Materials Communications Materials Channel for Feedback and Questions Stakeholder Engagement enablers breakdown Day in the Life Of Scenarios CONFIDENTIAL – FOR INTERNAL USE ONLY 259

260. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 260

261. Importance of Leadership Alignment at ENERGY AND RESOURCES COMPANY A SE LA WT L “Tone at the top” - Leadership’s role modeling future state behaviors and ways of working significantly influences employee engagement and drives change adoption of the future state operating model Communicating the need, vision, and the impact of change is the most critical activity identified for managers and supervisors during organization design and culture changes Managers are in the best position to be able to identify resistance among employees and take on the role of managing that resistance Leadership Alignment CONFIDENTIAL – FOR INTERNAL USE ONLY 261

262. Leadership Alignment key activities and outputs SE LA WT L Key leadership alignment activities Define Required Engagement Identify Leaders Develop Leadership Messaging Open Communication Cycle Facilitate Change Leaders Consider level of influence and desired level of Engagement among the Sales, Marketing, Operations, and Service Center Leaders to identify those who should be involved in the change experience. Define the engagement needed from the identified leaders – understand who needs to be informed of operating model changes vs who needs to be involved in operating model decisions and Leading the Change. A Leadership Action Plan or Leadership Change Network can organize their roles and responsibilities. Provide messaging and materials for leaders to align on the change and provide to impacted stakeholders. Utilize a communications plan that follows the overall stakeholder engagement plan. Create channels to allow for two-way communication during the Change Journey and following and throughout the implementation of the future state operating model to inform leaders and receive feedback from stakeholders . Schedule a regular cadence of touchpoints with key leaders aligned with a Leadership Action Plan or Leadership Change Network plan and provide updates and the change journey to allow Leaders to Lead the Change. Outputs Leadership Action Plan or Leadership Change Network Plan Leaders aligned on future state operating model and Case for Change Influential Leaders are engaged to inform and lead the change Communication and Touchpoint channels are developed to allow two-way communication Leadership Alignment CONFIDENTIAL – FOR INTERNAL USE ONLY 262

263. Change Leadership Model to enable change leaders at ENERGY AND RESOURCES COMPANY A SE LA WT L ASSESS team and talent to enable change KNOW WHAT “GREAT” LOOKS LIKE (and your gap to it) ENGAGE AND ALIGN the organization to embrace change TENSION the organization to “pull’ change INSPECT and drive progress DEEPEN AND BROADEN the change INSTRUMENT the change to drive progress Leadership Alignment CONFIDENTIAL – FOR INTERNAL USE ONLY 263

264. ENERGY AND RESOURCES COMPANY A leaders can utilize the Change Leadership Model to guide their own change enablement activities throughout the transformation SE LA WT L ASSESS team and talent to enable change KNOW WHAT “GREAT” LOOKS LIKE (and your gap to it) ENGAGE AND ALIGN the organization to embrace change TENSION the organization to “pull’ change INSPECT and drive progress DEEPEN AND BROADEN the change Engage in Future State Conversations and Workshops to guide the change Align to and Communicate the Case for Change Understand the Change and how it may impact your team Look for resistance among your team and play resistance manager Legend Align and Communicate your teams Change Journey and key activities Check in and induce creative tension through change enablers Coach team and be a model for deepened change engagement and adoption ENERGY AND RESOURCES COMPANY A Characteristics of a Change Leaders ENERGY AND RESOURCES COMPANY A Working Loop Characteristics Recommended Leadership Change Enablement Activities INSTRUMENT the change to drive progress Leadership Alignment CONFIDENTIAL – FOR INTERNAL USE ONLY 264

265. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 265

266. Importance of Workforce Transition at ENERGY AND RESOURCES COMPANY A SE LA WT L Workforce Transition Key questions to consider for the Future State Transition Plan Who needs to know what information when? What delivery channel will be most effective for distribution to the organization? What is the timing for roles that must operate on dual platforms? Do people have to interact across departments, in which way? Are roles design to deliver optimal customer service internally and externally? Is there duplication of effort among roles? Skills and behavior gaps will guide the development of effective change enablers to prepare all impacted ENERGY AND RESOURCES COMPANY A stakeholders for the organizational change Impacted stakeholders need to feel for the future state operating comfortable and prepared model through targeted change activities CONFIDENTIAL – FOR INTERNAL USE ONLY 266

267. Workforce Transition key activities and outputs SE LA WT L Transformation definition Change enablement Change understanding Align Current Strategy/ Organization Define Future Organization Assess Impact to Organization Develop Future State Transition Plan Key Outputs: Organization Design Scope and Approach Align on Strategic Drivers and Future State Vision Organizational Design Guiding Principles Determine Impact Consider People, Skills, and Culture Changes Impact of a new structure to other departments Performa a Skills Gap Assessment Determine what skills need to be developed to ensure stakeholders can be successful Key Outputs: Organizational Structure Job Descriptions - Roles and Responsibilities Establish Governance Framework Develop Workforce Transition plan to fit in with larger Engagement and Learning Plan Leadership Alignment Communications Plan Learning Plan Upskilling Learning Onboarding Material Outputs A plan to transition the Workforce through Org Design and Agenda changes Transition Checklist Instrument metrics to track progress Post transition support plan Workforce Transition Engagement/Learning Plan Workforce Transition Communications Workforce Transition CONFIDENTIAL – FOR INTERNAL USE ONLY 267

268. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 268

269. Importance of Learning at ENERGY AND RESOURCES COMPANY A SE LA WT L Learning Key learning considerations What stakeholders are impacted? Are the skills, behaviors, or culture needed to be successful impacted? To what degree is each stakeholder group impacted? How do different groups learn today? How would different groups prefer to learn in the future? When in their program and learning journey do end users need learning? Help impacted stakeholders acquire and enhance the knowledge and skills needed to match the new ENERGY AND RESOURCES COMPANY A growth agenda Build the capability to perform the new ways of working and be successful in the future state operating model as it is pushed out throughout the organization Ensures the culture of ENERGY AND RESOURCES COMPANY A adapts along the shifts in the organizations structure and priorities CONFIDENTIAL – FOR INTERNAL USE ONLY 269

270. Learning key activities, inputs, and outputs Key activities Build Learning and Delivery Plans Understand Learning Needs Validate Learning Plan with Leaders Develop Learning Material Review Learning Material Communicate Learning Opportunities Development Tracker Course Design Templates Learning Materials Instructor Led or Self-Paced Learner Content Facilitator Guides Quick Reference Guides Change Impact Analysis Training Needs Analysis Future State Workshop materials Stakeholder Learning Journeys Inputs Outputs Learner Personas of Key Stakeholders Learner Journeys by Stakeholder Group Comprehensive Learning Curriculum Learning Development and Delivery Approach and Plan Learning, Facilitation, and Reinforcement materials Identified Stakeholder Groups Degree of change by Stakeholder group Behavior changes needed to support the operating model Skills needed based on Future State Responsibilities RACI Stakeholders preferred training methods Learning Approach Plan Development Timeline Development Scope Learning Delivery Plan Delivery Type and Timing Outline facilitation needed Learning Topics Development Timeline Development Resources Deliver Methods Delivery Timeline Learning Facilitation Needs Stakeholder Learning Journeys SE LA WT L Learning CONFIDENTIAL – FOR INTERNAL USE ONLY 270

271. Stakeholder Engagement Workforce Transition Learning Leadership Alignment Change Roadmaps by Stakeholder Groups Change Champion Network Change and Go – Live Communications Stakeholder Change Impact Summaries Day in the Life of Scenarios Roadshows CONFIDENTIAL – FOR INTERNAL USE ONLY 271

272. Customer Service Change Journey Roadmap and activities LA WT L Roadmap SE ENERGY AND RESOURCES COMPANY A Growth Strategy and Vision Announced Begin Sales and Product Learning Example Customer Service Change Journey* Receive a Customer Service Change Impact Summary Receive DILO materials specific to your role A CS Leader and Change Network member talk to you about changes and upcoming activities Attend a Roadshow to learn more about new responsibilities You learn about your upcoming Customer Service Learning Journey Receive a Customer Service specific ‘What’s in it for me?’ Customer Service responsibilities RACI Announced New Growth Agenda targets and initiatives announced New product Organization and HPP Scaled method Delivered Customer Service Growth capabilities deployed to support go-to-market activities Project Milestones Change Enablement Activities Legend Continuous Improvement Process Announced Continuous Improvement ongoing Learning Journey announced Initial Steps to Launch Build from the Core Scale to Growth Build Foundational Capabilities *This roadmap is a jumping off point – as transformation milestones are planned, and Stakeholder Engagement plans are developed Change Journeys from the stakeholder perspective can be built to define and socialize the change and transformation journey key stakeholders have ahead of them! CONFIDENTIAL – FOR INTERNAL USE ONLY 272

273. Leadership Change Journey Roadmap and key activities SE LA WT L Roadmap ENERGY AND RESOURCES COMPANY A Growth Strategy and Vision Announced Reiterate learning materials Review DILO and push teammates to review DILO materials Assist in socializing Change Impact Summaries to help team understand Growth Agenda and Org Changes Communicate importance of upcoming engagement and learning activities Attend and push team members to attend Site Visits Customer Service responsibilities RACI Announced New Growth Agenda targets and initiatives announced New product Organization and HPP Scaled method Delivered Engaged in Leadership Action Plan Learn more about coming changes and review Change Engagement and Learning Plan Assist in socializing Change Impact Summaries to help team understand Grow Agenda Changes Assist in socializing Change Impact Summaries to help team understand Tech/Metrics & Product Optimization Changes Example Leadership Change Journey* Enable the Change Project Milestones Change Enablement Activities Legend Continuous Improvement Process Announced Growth enablement capabilities deployed to support go-to-market activities Validate Engagement and Learning Plan for Continuous Improvement Initial Steps to Launch Build from the Core Scale to Growth Build Foundational Capabilities *This roadmap is a jumping off point –as transformation milestones are planned, and stakeholder engagement plans are developed Change Journeys from the stakeholder perspective can be built to define and socialize the change and transformation journey key stakeholders have ahead of them! CONFIDENTIAL – FOR INTERNAL USE ONLY 273

274. The TOM roadmap is laid out in four phases, each with distinct objectives and timings with which Change activities, resourcing, and work products can be integrated Initial Steps to Launch (Months 1-6) Build From the Core (6-12 months) Scale for Growth (12+ months) Build Foundational Capabilities (Months 1+) Initial set of projects that are the first steps in moving forward with the next phase of the Growth Solutions operating model First phase of operating model execution projects centered around creating the Solutions Development and Solutions Enablement organizations Second phase of operating model execution projects focused on new connections and inorganic growth capabilities Foundational capabilities that need to be built and developed over time, key to Growth Solutions’ success 2 1 3 4 Change Activity Roadmap Change Team Resourcing Recommendation Change Work Product Recommendation Click on each below to explore the various change management recommendations integrated with the Transformation Phases and Timeline: CONFIDENTIAL – FOR INTERNAL USE ONLY 274

275. Transformation Phase Stand up a Transformation Office to support ENERGY AND RESOURCES COMPANY A ’s growth agenda Create a single vision and strategy for growth to attain organizational alignment and achieve growth goal Onboard key senior talent 1 – 6 months 1: Initial Steps to Launch TOM Roadmap Projects Change Management Activities Legend: Stand up a Change Management Team to execute Change Playbook Develop a Growth Agenda and Growth Solutions Case for Change Socialize Growth Agenda/ Operating Model Case for Change Gather impacts; Perform Change Impact/Skills Gap/ Learning Needs Analysis Proactively engage and align Leadership in Case for Change 6 – 12 + months Update and implement technology to support Growth Build segmentation for product and service portfolios Invest in market data to better inform Growth strategies Develop customer lifetime value metrics 2: Build Foundational Capabilities Develop a targeted Change Engagement plan Develop and Deliver Communications Develop Learning curr . and content Deploy targeted engagement activities Announce Growth Solutions Group to broader ENERGY AND RESOURCES COMPANY A organization Conduct organizational planning to align ENERGY AND RESOURCES COMPANY A capabilities and needs Deliver Learning Gather impacts; Perform Change Impact/ Learning Needs Analysis Add to Change Engagement plan Deploy continued targeted engagement activities – communications; learning Enabling change through the first two transformation phases will require an understanding of the change and unique ways to engage impacted stakeholders CONFIDENTIAL – FOR INTERNAL USE ONLY 275

276. Transformation Phase 6-12 months 3: Build From the Core 12 + months 4. Scale Growth Create growth enablement capabilities to support go-to-market activities Optimize HPP sales to drive additional incremental revenue Organize customer-centric growth product and service portfolios Integrate inorganic capabilities to Growth Solutions group Define, document and improve key Growth-related processes Train and scale mature capabilities to support Growth Solutions group needs Develop a Revenue & Product Optimization Case for Change Gather Impacts; Perform Change Impact/ Learning Needs Analysis Execute Engagement Enablers planned in the Initial Steps to Launch Phase as growth enablement capabilities are developed and deployed Add to targeted Change Engagement plan Develop and Deliver Communications Develop and Deliver Learning Deploy targeted engagement activities Develop and Deliver Communications Develop Learning curriculum and content Deploy targeted engagement activities Deliver Learning Continuously gather Impacts; Perform Change Impact/ Learning Needs Analysis Develop a targeted Learning plan to scale as capabilities mature in the Growth Solutions group 1. Initial Steps to Launch Activities Waves of change through the next two transformation phases build on the initial steps to launch but require continued efforts to understand and enable the change Stand-up Leadership and Change Network to support and lead stakeholders through the different changes TOM Roadmap Projects Change Management Activities Legend: CONFIDENTIAL – FOR INTERNAL USE ONLY 276

277. 1: Initial Steps to Launch 4. Scale Growth 2: Build Foundational Capabilities 3: Build From the Core Phase 1 – 6 months 6 – 12 months 12+ months Growth Agenda & Operating Model Transformation Technology & Metrics Transformation Revenue & Product Optimization Transformation Why is it Changing Understanding the Change Enable the Change Why is it Changing Understanding the Change Enable the Change Why is it Changing Understanding the Change Enable the Change Resourcing Recommendation: Waves of Change Change Management Lead Change Analyst Communications Lead Learning Lead Trainer/Learning Facilitator* * as needed Change Champion Network Leadership Engagement and Network Change Team Resources Business Engagement Needed Legend: A break down of each resource's roles and responsibilities on the next slide Understanding the Change 3. Build From the Core Three waves of change and transformations impacting stakeholders will require a dedicated change resources and business engagement to lead the change CONFIDENTIAL – FOR INTERNAL USE ONLY 277

278. Assist Change Lead in managing the key change activities in the Change Strategy Playbook Documentation of Change Impacts Change Impact Analysis Develop Engagement Plan Design and deliver the change materials needed to execute the Engagement Plan with other Change Team members Organize and manage engagement activities logistics Change Management Lead Change Analyst Communications Lead Align with transformation office on scope and key deliverables Set up and oversee the change team Initiate and manage the change playbook Guide key change activities outlined in the Change Strategy Playbook throughout the transformation phases Work with transformation office and business to get the support needed for Change Management activities and engagement Change Management Resources key roles and responsibilities Develop communications plan based on change impact and stakeholder analysis Develop and align with transformation office on key messages and narrative Align with Transformation Office on design program identity and communication templates Develop and deliver communication materials Maintain the project mailbox, distribution lists, and stakeholder lists CONFIDENTIAL – FOR INTERNAL USE ONLY 278

279. Change Management & Business Engagement key roles and responsibilities Attend regular cadence of touchpoints Review change work products ahead of socialization Provide feedback from impacted peers on transformation and change activities Communicate key messaging and promote change activities to impacted peers Determine level of engagement leaders wants and is able to provide Attend regular cadence of touchpoints Validate change impacts, engagement plans, and learning journeys Complete Leadership Action Plans as assigned Share Case for Change and speak to talking points as changes are announced Communication key messaging and promote importance of change activities to impacted teams Change Champion Network Leadership Engagement and Network Learning Lead Trainer/Learning Facilitator* Deliver the Learning Needs Analysis, Learning Development Plan, and Learning Delivery Plan Work closely with Subject Matter Resources to develop and validate the Learning Curriculum and Detailed Course Design Develop learning materials outlined in Curriculum Manage Learning administration and delivery Run Learning Facilitator training sessions to ensure facilitators are upskilled as presenters* *if instructor led training is required based on learning needs analysis Attend Facilitator training sessions to ensure you have the skills and information needed Facilitate scheduled learning Open feedback loop between the Change Team and the Learners CONFIDENTIAL – FOR INTERNAL USE ONLY 279

280. Change Team Scope, Structure, and Governance Growth Agenda and Org Design Case for Change Vision Statement Leadership Talking Points ‘What’s in it for me?’ by stakeholder group Growth Agenda and Org Design Change Documentation & Analysis Change Impact Analysis Stakeholder Analysis Skills Gap Learning Needs Analysis Change Engagement Plan with targeted Change Enablers Technology & Metrics and Revenue/Product Optimization Transformation Case for Change & relevant materials Technology & Metrics and Revenue/Product Optimization Transformations continued Change Documentation & Analysis Change Impact Analysis Skills Gap Learning Needs Analysis Growth Agenda and Org Design Engagement Enabler Materials and Logistics Change Impact Summaries by Stakeholder Group Templates with Program Brand Identity Communications Key Messaging & Narrative Communication Materials Change Network Strategy and Materials Learning Development Plan Learning Curriculum Detailed Learning Course Designs Learning Delivery Plan Revised Change Engagement Plan incorporating needs new change impacts, learning needs, and skills gaps Technology & Metrics and Revenue/Product Optimization Transformation continued Engagement Enabler Materials and Logistics Updated Change Impact Summaries by Stakeholder Group Updated Communications Key Messaging & Narrative Additional Communication Materials Additional Change Network Materials Updated Learning Development Plan Updated Learning Curriculum Detailed Learning Course Designs Updated Learning Delivery Plan Scaled Growth Agenda and Org Design Change Impact Documentation & Analysis Learning Needs Analysis Revised Change Engagement Plan incorporating needs from the Scaled Growth Agenda and Org Design Transformations Scaled Growth Agenda and Org Design Engagement Enabler Materials and Logistics 1 – 6 months 6 – 12 months 12+ months Change Management Work Products over the Transformation Timeline Change Management Lead Change Analyst Communications Lead Learning Lead Trainer/Learning Facilitator* * as needed based on analysis Resourcing : Work Product Recommendations : CONFIDENTIAL – FOR INTERNAL USE ONLY 280