© 2011 Underwriters Laboratories Inc. Preparing and enabling our people UL Change Management approach

Today’s discussion Change Management approach and the project lifecycle Our Change Management strategy Our Change Management tactics Leadership engagement Communication plan and communication deliverables Training Stakeholder mapping Business impact documentation Post implementation support approach and schedule Incentivizing and embedding the change Measurement of change management effort Next Steps

Stages of change 3 Why didn’t they ask me how I’d feel or what I wanted to do? What will the changes mean to me? What are the consequences of not changing? I may NOT! How could they do this to me? What choices can I make and what are the potential outcomes?

A professional approach to delicate transitions Change management emphasizes the people side of change. Specifically targets leadership as critical providers of change messages. When done well, people understand the strategic direction of the change. They feel engaged. Work collectively toward a common objective. They realize the benefits and deliver results to the organization. 4

Change management project approach 5 Initial kick-off mtg with colleagues IT application Site / Business readiness Continuing communication updates Initial kick-off mtg with colleagues IT application Site / Business readiness Continuing communication updates Site / Business readiness Current vs. Future state analysis Stakeholder analysis Continuing communication updates Site / Business readiness Current vs. Future state analysis Stakeholder analysis Continuing communication updates Major Change Management focus Continuing communications Review Site / Business readiness Change work conforms to readiness review Prepare communication and training to business needs. Major Change Management focus Continuing communications Review Site / Business readiness Change work conforms to readiness review Prepare communication and training to business needs. Training Continuing communication updates to colleagues All-hands meeting to set expectations, review, hold Q&A. Incent / measure Training Continuing communication updates to colleagues All-hands meeting to set expectations, review, hold Q&A. Incent / measure Onboarding User accounts, VPN, Lync, Onboarding User accounts, VPN, Lync, Planning Execution and Controls Closure Integration phases Sense of urgency Communicate for buy-in Enabling action Sense of urgency Communicate for buy-in Enabling action Guiding coalition Communicate for buy-in Guiding coalition Communicate for buy-in Sense of urgency Vision and strategy Empower broad-based action Anchor new approaches Sense of urgency Vision and strategy Empower broad-based action Anchor new approaches Institute change Sustain change Communicate for buy-in Anchor new approaches Institute change Sustain change Communicate for buy-in Anchor new approaches Critical change methodology components Supporting Change Management Approach

Change Management activities and timeline Onboarding User accounts, VPN, Lync, Planning Execution, Controls, Closure 12 weeksTo be determined, based on design Manage expectations, deliver sense of urgency and enable infrastructure Educate and Prepare Shift Behavior and Sustain Change Welcome letter from IT Manage Expectations Town Hall Detailed End User Training based on audience level Implementation Support Implementation Town Hall Business Impact Documentation Stakeholder Mapping Ongoing leadership communication: Weekly updates to team Leadership Team Kick Off Initial user application training for desktop applications. Phases Timeline Leadership comms: Integrations – Mng expectations Town Hall 1.Update on progress 2.What to expect in coming weeks 3.Why this is important to org. and UL 4.What is in it for you Detailed Training communication Measure effectiveness Incentivize behavior Controls communication

These activities are still not enough Here’s why 70 percent of change efforts fail: 1.Allowing too much complacency 2.Failing to create a powerful sense of urgency 3.Underestimating the power of vision 4.Under-communicating that vision 5.Letting obstacles get in the way 6.Failing to create short-term wins 7.“Spiking the football” too soon 8.Neglecting to anchor changes into the organization John Kotter, Leading Change 7

Leadership engagement is vital Leaders drive overall change Specifically: Ensure local commitment of resources Help define the future process, identify how the future process will impact the business and individual roles and responsibilities Lead individual discussions addressing job/responsibility changes (if needed) Drive communication to all colleagues (set and manage expectations) Encourage and enable colleague preparation and training events Set expectations that drive colleagues to adapt new systems/processes

We will work with you to create and drive the following deliverables Leadership engagement Communication plan and communication deliverables Training approach and schedule Business impact documentation Implementation support approach and schedule Measurement / Incentive suggestions 9

Questions 10