1. ABB Decathlon® for Data Centers Partner Strategy
Marina Thiry – March 12, 2015
ABB Decathlon® for Data Centers Partner Strategy

2. Agenda 1. DCIM Market Overview Market maturity Growing market share
Market approach
2. Partner Strategy
Partner roles
Engagement models
Partnering – partner’s perspective
Route to market
3. ABB Value Partner Program
Today’s focus
No data centers today
4. Channel Integration Plan
Next steps
Data Center 100 list
5. Interim Partner program
CRN.com
Learning Center program
Initial survey
6. Next Steps
ABB Value Partner Program
© ABB Group Business Proprietary & Confidential
September 17, | Slide 2

3. Section 1
DCIM Market Overview

4. Worldwide DCIM Spending Forecast circa 2010
US$1.8B
CAGR%
39.0
31.1
39.41
47.33
This is an old slide. The data represents a forecasts made between 2010 – Nevertheless, actual numbers are about the same—roughly 40 percent CAGR with sales a bit higher—reaching $1.8 billion in
© ABB Group Business Proprietary & Confidential
September 17, | Slide 4

5. Worldwide DCIM Spending Forecast circa 2015
2018
2015
You are here.
Recently, a number of industry analysts (e.g., Gartner Research and 451 Research, IDC) are now forecasting DCIM sales to flatten and then decline around
RECENTLY, a number of industry analysts (e.g., 451 Research, Gartner Research and IDC) are now forecasting DCIM sales to flatten and then decline around 2018.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 5

6. Number of enterprise data centers decline
Data center space will continue expanding
IDC reported in November that it expects the total number of data centers of all types deployed worldwide to peak at 8.6 million in 2017, after which the number will start to slowly decline. That decline will come after the number of internal data center server rooms peak in while the number of internal server closets peak in During that time, the number of data centers owned by service providers actually will show fast growth.
At the same time, the total amount of data center space worldwide is expected to continue to grow, reaching 1.94 billion square feet in 2018 vs billion square feet in 2013 due to the growth of what IDC termed "mega" data centers. These mega data centers are expected to account for 72.6 percent of all service provider data center construction in terms of space worldwide, IDC said.
Kicking Data Centers to the Curb curb.htm/pgno/0/1
If You Build It:  The Rise of the Mega Data Center mega-data-center.htm
Event though the total number of enterprise data centers will decline, the number of colos and cloud service providers will show fast growth. Mega data centers—that is, really, really big data centers—are expected to account for nearly ¾ of all data center service provider space worldwide.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 6

7. Internet of Everything (IOE) fuels data center growth
Cisco’s 2014 Global Cloud Index forecasts:
Data center traffic will nearly triple on the back of cloud growth in the next five years to 8.6 zettabytes annually by
Traffic will grow with a CAGR of 23 percent. The number counts traffic from data center to user and data center to data center.
The vast amount of data center traffic means DCIM solutions that can directly manage and/or integrate with cloud services will trump those that can’t. Why? Because now there is a growing business need for data center operators to account for factors independent of the facility. For example, insight into highly virtualized environments, as well as the economics and latency of cloud services.
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September 17, | Slide 7

8. Evolution of data centers
High density, high power, high utilization, high flexibility
Example of a typical enterprise data center (with no advanced cooling):
White space: 15,000 sqft
Racks: 2,500
Power: Rack mount servers became popular around 1995 at about 2kW per rack.
White space: 150,000 sqft
Racks: 5,000
Power: kW per rack
White space: 300,000 sqft
Racks: 10,000
Power: kW per rack
DCIM
DCSO
The last big data center boom during the dot-com bubble (1995 – 1999).
This illustration represents the typical facility profile over time <read slide – emphasize growth>.
Logically, you can see why ABB is migrating its solutions into the data center. But, why the focus on data centers now?
Because, we see:
Dependencies on data centers steadily growing—e.g., big data, mobile apps.
The SLAs for data centers have become more uncompromising: 100% uptime.
Complexity is also up—e.g., new technologies, new applications, new best practices.
At the same time, there is continuous cost pressure—I’m sure you’ve experienced this first-hand: do more with less; get more productivity with the same resources.
And environmental concerns are mounting—e.g., in Dec 2013 the NY Times1 reported 29 US companies—large companies like ExxonMobil, Walmart and American Electric Power—are incorporating a price on carbon in their long-term financial plans.
These changes drive the need for better management of one of the most critical resources of any enterprise: the data center. And, these changes require capabilities that go beyond a traditional building management system (BMS) or a building automation system (BAS).
1990
2000
2010
2020
© ABB Group Business Proprietary & Confidential
September 17, | Slide 8

9. Technology Evolution DCIM to DCSO
Gartner Research (circa 2011)
451 Research (circa 2014)
Data Center Infrastructure Management (DCIM)
Datacenter Service Optimization (DCSO)
Data Center Business Planning
Data Center Service-Based Costing
Data Center Service Management
Data Center Energy Management
Cooling Optimization
Data Center Asset Capacity Mgmt
Data Center Monitoring
Core DCIM Platform
enables more AGILITY
The term DCIM was coined a few years ago. Leading industry analysts helped define what was material to a DCIM system, and today their definitions haven’t changed much—but the their models have evolved as more optimization services are used to help plan and manage constant change and to help automate processes in the data center.
For example, let’s take a quick look at definitions and models from Gartner Research and 451 Research. In short: <read slide>
Both research firms go on to explain that this information is processed, integrated, analyzed and applied in ways that help managers meet business and service-oriented goals while continually optimizing their data center’s performance.
The definitions are nearly identical, but the models look very different. Gartner’s model, introduced around 2011, holds up very well. It includes a controls component and resembles what we see in the process automation industry. 451 recently introduced this model. It resembles a software stack. <click> Indeed, they are emphasizing SaaS capabilities on top of the DCIM platform.
What is different today are the services that work with a DCIM system for planning and optimization—including automation—such as business planning, service-based costing, service management and energy management.
These services, referred to as data center service optimization or DCSO, enable a more agile data center. A DCIM system is no longer “just” about compute, network and storage capacity supported by the physical infrastructure. Now, there is a growing business need for data center operators to account for factors independent of the facility. For example, insight into highly virtualized environments, as well as the economics and latency of cloud services.
Sources:
1 451 Market Monitor Report, Data Center Technologies: DCIM, Dec 2011, page 2.
2 Gartner Market and Analysis Statistics Report, Market Trends: Total Addressable DCIM Market Will Reach $1.7 B by 2016, 27-Nov-12, pages 2-3.
3 Forrester Market Overview: DCIM Solutions, Updated 3-Apr-2012, page 5.
Gartner Research Tools that optimize data centers by monitoring, managing IT and facility resources, and energy consumption…
451 Research A system that collects and manages information about a data center’s assets, resource use and operational status…
© ABB Group Business Proprietary & Confidential
September 17, | Slide 9

10. NAM Data Center Marketing Approach
Evolutionary Disruptive Model
Vendors and end-users must be willing to disrupt themselves to evolve, or stagnate and be replaced by the next generation. For data center solutions, most disruptions will arise from software-defined anything (SDx) architectures in which energy and power, compute, networking/connectivity, and storage are managed and automated as a federation of pooled resources.
For product marketing, this means:
Where we focus
What we need (our investment)
How we execute (our output)
Branding
Data center automation educational advertising targeted to data center media
Data center advertorials, e.g., DCPs or a link from an ad to video clip of a demo or testimonial
Automation supplements in data center ad campaigns
Establishing reputation
Demonstrating power and automation expertise in-market
Data center partner ecosystem
ABB brand included in AFCOM, TGG and IEEE tools, white papers and activities.
CRN Learning Center: ABB Data Center Automation and DCIM
Innovation and cost
Energy resource and mgmt 3-year roadmap
Cost and pricing models
DCIM roadmap supporting power and automation reference architectures and case studies
Smart cities with data centers as a functional component (a marcom platform to tie in power and automation)
Cost models and innovative pricing models—partner-friendly as well as uniquely partner-enabled, e.g., energy credits, utility incentives and rebates
Build support/ service
Solution partners
Selling partners
Delivery partners
Technology partners
Fill in resource gaps and accelerate momentum with partners
Develop value-added services through partners
Support the partner service provider to encourage their investment and mindshare in ABB
Share knowledge/know-how to establish reputation through partners
<GAP>
<GAP>
Vendors must be willing to disrupt themselves to evolve, or stagnate and be replaced by the next generation. Users must recognize vendor-driven disruptions and manage the changes.
Most major vendors have some disruptive strategies they are reluctant to overly publicize, fearing negative consequences to their own legacy franchises and installed bases. Vendors who overly fear disruption to maintain their legacies will be at most risk of overall market growth, stagnation, decline and competitive leadership. End-user desire for change is driven by the emergence of new generation workload types, and situations where legacy workloads need major re-engineering or replacement.
Most disruptions will arise from software-defined anything (SDx) architectures in which compute, networking and storage are managed and automated as a federation of pooled resources. For example, traditional rack and blade servers will be increasingly subject to disaggregation and customization (build your own server), challenging server vendors to add value and increase lock-in with integrated and managed infrastructure and stack systems.
End-users are being advised to document and categorize vendor disruption strategies in a risk assessment and benefit analysis to determine an IT strategy consistent with internal culture and safety proclivities.
Some end-users, like State Farm, run PoCs with one or two vendors considered evolutionary to revolutionary disrupters when data center modernization and transformation are a high priority.
Some end-user IT organization have an aggressive technology leadership culture which closely examines vendors’ three-to-five-year technology road maps and related support contracts to match their style of leadership with the vendor's technology direction and innovation intentions. Do not mistake incremental system and infrastructure enhancements in hardware integration as disruptive of software management, business process intelligence and services automation are undifferentiated, minor or lagging.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 10

11. Section 2
Partner Strategy

12. Partner role descriptions
Decathlon for Data Centers
Partner Role Criteria:
Focus on the material distinction of the role, not the exception. The material distinction is based on the nature of the transaction, e.g., direct, indirect, level of engagement between ABB and partner.
A partner can have more than one role, e.g., a Technology Partner could also be a Solutions Partner. Generally, the permissions and restrictions are nested.
Solution Partner – Architects hardware and/or software solutions for businesses with little or no development work and desire to co-market the joint solution.
Selling Partner – Sells or contracts to sell goods and/or services.
Delivery Partner – Contracts to perform a conditional delivery or deployment.
Technology Partner – Architects and builds hardware and/or software solutions that run on Decathlon’s platform, technology under their own title, for internal and commercial applications.
OEM Partner – Manufactures products or components that are purchased by another company and retailed under that purchasing company’s brand name.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 12

13. 5 partner categories to help sell and deploy
Decathlon for Data Centers
Solution
Partner
Selling Partner
Delivery Partner
Technology Partner
OEM Partner
Permissions
1.1 Appointment as partner
Restrictions
1.2 Marketing programs and materials
1.3 Demonstration products
2.1 Marketing the products
2.2 Potential end users
8.1 License of Decathlon brand
8.2 Reservation of rights
8.3 Intellectual property rights
14.1 Consequences of termination
14.2 End users
2.4 Pipeline/Forecast Review
2.5 order and approval
2.6 General obligations
2.7 Insurance …
Training
Annual sales training
Annual sales training and certification
Quick-start training
Reference numbers ABB Ventyx VAR agreement.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 13

14. Looking Ahead: The VAR of the Future
The evolution of the channel
Following is an excerpt from this video and corresponding article:
Look Ahead: The VAR of the Future [watch the 02:30 video] curb.htm/pgno/0/1
CRN: One of the things that we see as you talk about the evolution of the channel is that more partners are becoming specialized in specific markets. Talk about how the VAR of the future is going to be structured, how critical is this verticalization, and are you guys driving that?
Bruce Klein, SVP, Worldwide Partner Organization at Cisco Systems:  This is what we're working on, developing the connected ecosystem because that VAR is not necessarily going to be a manufacturing consultant, a health-care consultant, a financial services consultant They need someone that really understands the technology, the network technology, the systems technology, the software technology, which is their domain, and so connecting them with the consultants or connecting them with someone like a Schneider Electric or an ABB that are more vertically focused and putting multiple partners together to deliver that business outcome. ... They're not going to be able to be experts in everything. They're just not going to be able. They're going to have to be more creative with their business model on connecting, and our job is to create the right marketplace for them to make those connections.
The Internet of Things—or Internet of Everything—is not only advancing technology integration, but it’s also impacting how solutions are sold. Channel leaders realize the criticality of developing a strong partner ecosystem. Integrated solutions requires a consultative approach to sales among vendors, since it’s impossible to be an expert in everything.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 14

15. The “connected ecosystem”
A partner’s perspective on delivering a DCIM/DCSO solution
At this time, can your DCIM platform capture and normalize all communication protocols? For example:
IT systems: SNMP, IPMI, ILOM
MEP systems: Modbus, BACnet, Lonworks
Analog systems
Data conversions: kW to kWh, BTU or MWh
Increments: minutes to seconds
Third party data outside your network: cloud applications, non-native applications
What does the deployment framework look like for various reference architectures, like this one (on right)?
What are your pricing models?
What expertise does ABB bring to the table to expedite the sale and deployment? For example:
Automation: systems, workflow
Operations: data center, colocation, cloud, hybrid
Infrastructure: facility, IT
Connectivity: network, bandwidth
Industry-specific knowledge: reporting, auditing
Data Center Automation
Customer web portal
SAP
Customer’s DCIM/DCSO System
Salesforce
The partner’s value-add is literally “connecting the dots” for a solution sale.
Power Billing System
Aperture
Example customer deployment (Telx)
© ABB Group Business Proprietary & Confidential
September 17, | Slide 15

16. “Developing the connected ecosystem”
Competitive positioning
Company
DCIM
Company Positioning
Pros & Cons
Decathlon for Data Centers
A global leader in power and automation technologies and solutions
Opportunity: Open platform; vendor agnostic
Challenge: No product releases for >1 year
APC and StruxureWare for Data Centers
A global specialist in energy management
Opportunity: Strong data center presence
Challenge: Not easily integratable
Avocent and Trellis
A global leader in brining technology and engineering together
Opportunity: Highly attuned to customer needs
Challenge: Many false starts
Clarity
Vision 2020: Electrification, automation and digitization
Opportunity: Modbus legacy
Challenge: Late to market; very slow to move
Intelligent Power Manager
A power management company
Opportunity:
Challenge: Must partner with CA
These high level positioning statements were taken from the respective press releases for each company.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 16

17. Route to market for Solution and Selling Partners
Quickest path to profitability
Recruitment – Partner enablement:
Technology solution
Deployment framework
Partner-friendly pricing models
Complementary expertise/know-how
Reference customers
Engagement model
Deal tracking: from claim-to-close
Retention – Ease of doing business:
Early access
Sales training
Technical training
Sales collateral
Sales tools
Promotions and campaigns
Launch communications
Product/service orderability
Product/service availability
Ease of doing business fosters partner loyalty.
Indeed: the ease of doing business fosters partner loyalty. And, the reverse is true: if it’s too challenging to do advance a deal, then the partner will find an easier deal to close.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 17

18. Route to market for Decathlon for Data Centers Develop a software-focused partner community to grow sales
Build and support a partner infrastructure that addresses the following:
Innovative cost and pricing models:
Examine the cost model for partner engagements by role and reference architectures (deployment types)
For solution partners, leverage energy credits, utility incentives and rebates, and re-consider payment terms to help smaller businesses grow with ABB.
Sales and distribution:
Today 100% of sales are direct. Worldwide sales for DDC are steady but slow. In 2015 we are actively recruiting and enabling Solution and Selling Partners to identify and close deals faster.
As a first step, we are aiming for 3 productive channel partners: DLB Associates and Vigilent, for example. And, others to be recruited and evaluated from CRN’s Learning Center program. And, utility partners like Duke Energy and Constellation Energy, as well as ESCOs, like Ameresco. Potentially an additional Technology Partner, Intel DCM, if financed.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 18

19. Route to market for Decathlon for Data Centers Develop a software-focused partner community to grow sales
Marketing:
TGG: Data Center Automation white paper
AFCOM: Chapter meeting speaking sessions
IEEE: What’s going on there?
DDC web site: Increase DCPs and Brainshark presentations to establish our reputation.
Internal education efforts: Begin to forge a mutually consultative relationship between ABB’s data center SMEs and the Decathlon for Data Center SMEs.
Customer Service:
Begin standardizing on templates and ‘Jump Start’ kits to accelerate the deployments.
Now that we have a customer base, begin administering NPS surveys.
Begin looking beyond the tool and at the business to provide a higher level of service.
Existing data center presence:
Questions for ISI Data Centers: What is ABB’s presence in data centers by region: AMER, APAC, EMEA, WW. How does that breakdown by solution: power, automation, other?
© ABB Group Business Proprietary & Confidential
September 17, | Slide 19

20. Partner Program and Resources
Section 3
Partner Program and Resources

21. Value Partner Provider Program
One ABB
Value Partner Provider (VPP) Program:
Global partner program managers:
Access granted to the VPP Program portal for DDC Team:
Heather Bacci
Michael Boyce
Earnest Dicicco
Paul Hogan
Wes Kasik
Eric Olson
Marina Thiry
Rich Ungar
Working with John Brekke to examine the viability of expanding the VPP program to accommodate Decathlon for Data Centers. Meeting slated with VVP SteCo on June 15, 6am Pacific.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 21

22. The Channel Company CRN.com
CRN has been serving the North American IT channel community as the pre-eminent source for information and strategic guidance for more than 30 years:
Channel news
Market and business intelligence
Actionable advice
Business strategy
CRN is a multimedia platform that includes the magazine, website and tablet app.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 22

23. The Learning Center – A CRN program
Targeted advertising and recruitment of IT partners
CRN Media Kit:
© ABB Group Business Proprietary & Confidential
September 17, | Slide 23

24. The Learning Center Program Deliverables Content: Traffic drivers:
Design, hosting and maintenance for 6 months:
Hosting up to 5 ABB supplied assets (i.e. white papers, case studies, infographics, etc.)
Video player with up to 4 videos per month
Custom CRN RSS News feed focused on your technology feed pulled from around the web
Technology topic: Data Center; feed samples to use:
Social Media: LinkedIn and Twitter
Traffic drivers:
300,000 banner impressions per quarter (mix of Skyscraper, IMU and Tile Banners)
3 CRN editorial newsletters: March 20, April 17, May 22 and TBD
3-question survey to measure awareness (near launch and close of campaign)
Social posts, e.g., LinkedIn, Twitter
Targeted metrics:
10,000 Page Views Per quarter
Time spent on site 2-3 minutes
Monthly Average content downloads depending on topic
200 partner leads total (100 per quarter)
© ABB Group Business Proprietary & Confidential
September 17, | Slide 24

25. ABB Data Center Automation
CRN Learning Center
ABB Data Center Automation
Go to and select Learning Centers from the top menu bar. Next, from the Learning Centers dropdown menu, select ABB Data Center Automation.
© ABB Group
9/17/2018

26. ABB Data Center Automation
Learning Center Features 1
Video player – up to 4 videos per month 2
White paper library 3
Data Center Perspectives 4
Ad for Brainshark presentations (coming soon) 5
ABB Twitter feed 6
CRN news feed 7
Industry consortium member feed (TBD) 1 2 3 4 5 6 7
© ABB Group Business Proprietary & Confidential
September 17, | Slide 26

27. ABB Data Center Automation
Building awareness
These are working drafts, not yet approved. Should be finished and posted by week of 3/16.
The following copy appears on each of these animated banners:
Are data center operations an indication of business profitability? Absolutely.
Introducing Decathlon for Data Centers.
The reason why data center performance moved to the board room.
© ABB Group
9/17/2018

28. ABB named in 2015 CRN Data Center 100
ABB Anord Critical Power APC by Schneider Electric Asetek Brocade Cisco Systems Cyber Power Systems Dell Eaton EMC Emerson Network Power Hewlett-Packard Hitec Power Protection Hurricane Electric IBM Para Systems Server Technology Stay Online Stulz Air Technology Systems Tripp Lite
Press Release:
© ABB Group Business Proprietary & Confidential
September 17, | Slide 28

29. ABB named in 2015 CRN Data Center 100
Press release
Read more:
© ABB Group Business Proprietary & Confidential
September 17, | Slide 29

30. Section 4
Call to Action

31. Take steps to support the Decathlon for Data Centers partner strategy into your day-to-day business
Call to action:
Understand our focus and contribute to the corresponding inputs/outputs (slide 10).
Help grow a software-focused partner community (slides 18 and 19) by taking ownership of one or more of the supporting bullets.
Contribute to the Data Center Automation & DCIM Learning Center by contributing a Brainshark presentation and a Data Center Perspective (slide 26).
© ABB Group Business Proprietary & Confidential
September 17, | Slide 31

32. ABB Decathlon for Data Centers Appendix

33. Electricity consumption is a key indicator of
data center market size and growth
Europe 3,318 TWh
North America 4,661 TWh
Asia & Oceana 7,838 TWh
Central & South America TWh
© ABB Group Business Proprietary & Confidential
September 17, | Slide 33

34. Electricity consumption is a key indicator of
data center market size and growth
Rank
Country
TWh Consumed
Avg Watts per Person* 1
China
4,468
447 2
United States
3,833
1,683 3
India
865 90 4
Russia
889
808 5
Japan
921
774 --
World
19,397
313
Table data from the U.S. Energy Information Administration:
*Approximate only. The average Watts per capita is based on information from
© ABB Group Business Proprietary & Confidential
September 17, | Slide 34

35. Lead Contribution Decathlon for Data Centers
Source and Date
Total Leads
Unique Contacts
LC Subtotal
Total
Contri-bution
Hidden Cost of Free Cooling webinar, October 2012
801
611
1,771
2,382
26%
Decathlon Preview Campaign, purchased list from Lake Media Group, August 2014
1,619
2,763
4,382
37%
Decathlon Preview Campaign, new hire rolodex (Michael Boyce), August 2014
4,000
3,865
8,247
47%
The Green Grid Forum, DCIM WG break-out session, October 2014 23 -
Gartner Data Center Conference, VIP breakfast session, December 2014 45
Utility Analytics - Big Data Revolution conference, ACI contact list, January 2015
729
713
7,954
8,667 8%
Totals
7,217
6,808
79%
Each row represents a snapshot in time, i.e., the status at the time of entering newly acquired contacts.
Total Leads – The total number of acquired contacts from a campaign or source, excluding duplicates, ABB employees and competitors. (Excluded competitors as of January 2015).
Unique Contacts – New contacts that do not already exist in LeadCentral’s Data Center nurture database.
LC Subtotal – The running total of unique contacts in LeadCentral’s Data Center nurture database prior to adding the newly acquired unique contacts.
LC Total – The sum total of newly acquired unique contacts plus the existing unique contacts in LeadCentral’s Data Center nurture database..
Contribution (%) – The percentage increase from newly acquired unique contacts which were added to LeadCentral’s Data Center nurture database.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 35

36. Lead Contribution Decathlon for Data Centers
Login at:
How to access unique contacts from LeadCentral:
From side menu, select Market Research Center
From top tool bar, select Target List
From side menu, select ISI Data Center Contacts and choose All valid data center contacts excluding abb.com.
Before continuing, check values:
From top tool bar, select Target Definition
Confirm the values are set as follows:
Not like ABB.com (omits ABB employees)
Is equal to VALID (includes valid addresses only)
Is not equal to cold (omits competitors)
Return to Target List and select the button Recalculate Counts to provide the total number of unique contacts per above criteria. The resulting number appears to the left of the button.
© ABB Group Business Proprietary & Confidential
September 17, | Slide 36

37. Decathlon for Data Centers presentation guidelines
Use these fonts and colors
Font: Arial Regular/Arial Bold
Color palette: Primary (on white)
RGB 0/75/122
RGB 0/118/183
RGB 0/121/135
RGB 2/130/8
RGB 106/116/0
RGB 221/160/10
RGB 134/134/134
Color palette: Primary (on black)
RGB 0/150/234
RGB 0/172/182
RGB 58/178/0
RGB 176/176/35
RGB 238/206/35
Color palette: Secondary (on black)
RGB 91/216/255
RGB 57/232/218
RGB 152/219/56
RGB 198/213/94
RGB 244/238/127
ABB branding guidelines specifies a color palette and font. The color palette on this slide represent the colors we are allowed to use for presentation formatting, including diagrams and illustrations. The font we must use is Arial—regular and bold.
For more information, refer to the ABB basic elements guideline (file name: ABB_Basic+elements+guielines_ pdf) on the branding portal.
ABB branding guidelines portal:
ABB templates for PowerPoint presentations:
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September 17, | Slide 37