1. America’s Services Supporting Corporate Growth & Leading Change for Tomorrow 2/22/2012Sam Commisa1

2. Overview  Since its founding in 1813, and up to spinning off its Cash Business to Carlyle (Talaris today) in 2008, De La Rue has instinctively developed its products, services and support capabilities to become the world wide leader in the marketplace, by being ahead of the curve.  The brand and company name recognition play well in the initial selling of products, however, it’s the outstanding Customer Service provided, that leads to the high level of Customer Satisfaction thereafter, that continues to keep customers coming back.  Ensuring the Right Product/Service, is delivered at the Right Time, to the Right Place supported by the Right Skilled Technicians, are all key ingredients for continued success and staying ahead of the curve! 2/22/2012Sam Commisa2

3. Overview - Continued  Leadership – Setting the Vision and Strategy and doing the Right Things, AND  Management – Identifying and Tactically executing doing Things Right, are the mandates of the Right Candidate, to lead the organization toward identifying and making the necessary Changes and harnessing Synergies, that will continue to provide the De La Rue Legacy for decades to come.  Change happens over time; its not a flip of the “Switch.” It takes the visual, verbal and actionable personal support of Management, to bring true change about. Acceptance of Change occurs differently; It takes Commitment on everyone’s part, to make it happen. 2/22/2012Sam Commisa3

4. Developing the “Right” Capabilities For Support  Ensuring the “Team” is fully prepared in terms of skills, tools, product knowledge, customer needs/timelines, corporate policy, procedures and objectives, SLA/Contractual obligations, project budgets/organization financials, metrics, etc., are all key components to success. Everyone must understand these (Input Criteria) for an organization to be successful.  Focusing on each of the project details, timelines and customer deliverables is paramount for the technicians, while keeping a keen eye on these and a bigger focus on the (Business Drivers) financials, metrics, customer satisfaction, escalations etc., are fundamentals for Organizational Management. Service and Sales MUST be linked, to minimize “Scope Creep” to ensure project profitability. Management must lead by example.  Training must be provided initially and on a Continual Improvement basis, as new products/enhancements/corporate policies/procedures are identified, as well, to ensure any/all remedial training needs are continually met. Cross-pollination of techs/training (Synergy) should be considered for a more rapid US ramp. 2/22/2012Sam Commisa4

5. Developing the “Right” Capabilities For Support – Cont’d  NPI training (Input Criteria) should be provided to the technical staff as a “Pilot,” to ensure a solid and sound technical training program has been prepared prior to announcement and delivery to the customer. This also provides the technicians advanced training, before they see the product/enhancement in the field and makes them better prepared in customer facing activities.  The products should be fully configured and tested in a Factory Environment (FAT) prior to shipment, to ensure they meet the critical customer needs/requirements. Supply chain issues are easily identified and short circuited before they become customer facing issues.  Team and individual performance must be reviewed on a scheduled (quarterly, semi-annual) basis, and not left to the once-a-year review timeframe. More frequent reviews identify short-term performance issues and may be necessary to ward off potential future long- term issues if not identified and addressed earlier. 2/22/2012Sam Commisa5

6. Developing the “Right” Capabilities For Support – Cont’d  Team members should be empowered, trusted, recognized for their contributions and impact openly. Praise often leads to better performance and serves as an Incentive for others.  Everyone should be challenged to reach higher than they can grasp. No one should merely accept the status quo, without voicing their alternative suggestion for improvement. Multitudes of Cost Improvements/Cost Avoidances can and often do occur through soliciting input and active listening.  Everyone must be treated with dignity and respect. Everyone has something to say/offer and needs to be heard. Loyalty is an immediate outgrowth. Great decisions can only be made after consideration of all the input.  Development of staff and individual contributors is critical for retention, succession planning and vital to the organizations health and well being and ability to continue “Staying ahead of the curve.” 2/22/2012Sam Commisa6

7. Leading Teams Toward “Change and Synergy”  Change - to make the form, nature, content, future course, etc., of (something) different from what it is or from what it would be, if left alone. Change for the sake of change does not qualify.  Synergy - the interaction of two or more agents or forces so that their combined effect is greater than the sum of their individual effects. The WHOLE is greater than the sum of the PARTS.  To introduce/make change/synergize, the organization MUST clearly understand, compare and contrast the Current State vs the Desired State. There must be a clear benefit. Much more (internal specifics) to investigate/discuss once the position is filled.  What is working, what is not and why….are the basic tenants of Change that the Leadership must identify, qualify and clearly communicate, before attempting to develop and introduce change.  Inclusion of the Team in all aspect of change, is a pre-requisite for organizational success. Inclusion also Synergizes the organization to work together for a common goal! These two actions (inclusion and synergy) help develop the “By-In” and “ Best Practice Standards” by which organizations should operate to ensure “Repeated Successful Performance,” Globally! 2/22/2012Sam Commisa7

8. Leading Teams Toward “Change and Synergy”–Cont’d  The Leadership must work openly and in harmony to obtain input, review past and current state, develop the Vision and Strategy for reaching the desired state, gain consensus (by-in), obtain commitments, socialize and provide a “Soak Period” before implementing change. Change takes time, but its time well spent.  The Leader and Management Staff must be able to clearly and continually communicate the benefits that change will bring, when and how. There are many “Right Ways” of doing things, but it’s the gathering of the “Best Practices” that need to be uncovered, refined, agreed to and adopted to ensure “World Class” status.  Employees will be more energized (Synergized) and eager to embrace change, when they can clearly see that Management is supportive. Hold Town Hall meetings to openly communicate/synergize and discuss changes. It’s a much needed “Top Down” approach, that helps bring the organization together in implementing any change. Leading by example; others will follow. 2/22/2012Sam Commisa8

9. Leading Teams Toward “Change and Synergy”–Cont’d  Once implemented, change must be tracked, monitored and progress, shortcomings, reported. Organizations cannot improve what they cannot measure.  Tools such as metrics will be instrumental in helping determine the costs, benefits and improvements associated with the change, and must be kept and reported on a routine basis. Web space should be available for common postings to foster improved communications of change, newsletters, etc., and to create synergy.  Metrics must be reviewed, discussed and published, to gain traction for continued change improvements. Each team member must know (and see) what part of the overall puzzle they fit into.  When looking to identify what needs to be changed, the quickest, easiest and most cost effective place to look is at the current set of Policies, Procedures and Practices. These are often “Low Hanging Fruits” that can be harvested and generate benefits very quickly! 2/22/2012Sam Commisa9

10. Summary  Management – to me, is the “Art of Getting the Business Accomplished through People”…..a company’s Greatest Asset!  Leadership and Management are often used interchangeably; but there are differences….Leadership sets the Vision and Strategy, for doing the “Right Things.” Management is the day-to-day Tactical approach, for doing “Things Right.”  Change is a (continued improvement) process, which happens over time; it takes commitment from the Top, to be successful.  Synergy is gained through active listening, inclusion, consideration of others opinions, existing processes and encouraging employee participation in the change processes.  Loyalty and trust are not a given; they are EARNED over time.  Customer Service is not expensive….Customer Satisfaction is Priceless!  If De La Rue doesn’t take care of its customers; its competition will.  Grow the Team, Grow the Margin, Grow the Business! 2/22/2012Sam Commisa10