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SCHEDULE A14- CONTRACTOR'S KEY PERSONNEL
Version control
ersion Reason for Change [Frozen/issue date
[Reference
1.0 Original baseline 28 July 1999
1.3a Prepared as the attachment to CCN60la. Introducing}
Mike Stares as Managing Director of ICL Pathway,
updating the ICL Pathway organisation chart, updating)
job titles of Mike Coombs and Terry Austin and replacing}
lages with dates of birth.
1.3b Prepared as the attachment to CCN601b. Introducing}
[Richard Christou as the ICL Pathway Board Chairman inI
place of Sir Michael Butler, amending ICL Pathwa:
[Board structure and amending Pathway to ICL Pathwa
throughout.
1.4b (Copy of 1.3b as part of baselining (1.4a not used)
1.4 [Baseline copy of 1.4b 21 July 2000
1. ICL PATHWAY BOARD
1.1. The ICL Pathway board has been set up under the chairmanship of Richard Christou,
ICL Legal and Commercial Director, with board representatives from ICL.
RChristou
Chairman
Deputy Chairman I M. Saares AE, Oppenheim J. Bennett I T. Escucier
TK Todd ICL Pathway Commercial and \CLGoverrment I ICL Financial Services
Ie I Managing Finance Director Managing Managing
I Director ICL Pathway Director I Director
Fig 1 - The ICL Pathway Board
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2. ICL PATHWAY MANAGEMENT TEAM
2.1. I The ICL Pathway team is in place. The management structure has been agreed and the
positions filled. The structure of the team is as follows :
Fig. 2 - The ICL Pathway Management Board
Managing Director
ICL Pathway
M Stares
Programme
Director
MJB Coombs
Director Director Director
Implementation _ Customer Development
JFlynn Requirements TP Austin
JCC Dicks
[ T T 1
Director Director Director Director Personnel
Commercial & Quality & Risk Business Customer Director
Finance Management Development Service J Hobson
AE Oppenheim = MH Bennett L Foley ‘$ Muchow
3. EXPERIENCE PROFILES AND RESPONSIBILITIES
3.1 CURRICULUM VITAE
Name: Mike Stares
Role: Managing Director, ICL Pathway
Date of Birth:
Key Experience
2000-present Managing Director, ICL Pathway (and within ICL, Managing Director
Postal Services)
1998-1999 Director, ICL Government. Responsible for managing and
developing ICL’s global Government Business
1995-1998 Director, ICL Industries. Responsible for managing and developing ICL’s
global business in the Travel, Utilities, and
Telecommunications markets.
1991-1995 Managing Director, Workplace Technologies Ltd, a wholly
owned subsidiary of ICL. Responsible for forming, growing
and disposing of this business.
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Career Summary
2000-present Managing Director, ICL Pathway (and within ICL, Managing Director
Postal Services)
1998-1999 Director, ICL Government
1995-1998 Director, ICL Industries
1991-1995 Managing Director, Workplace Technologies Ltd
1988-1991 Branch Manager, ICL Customer Services
1984-1988 Sales Manager for various ICL commercial and government
territories.
Previous Career History
1978-1984 Sales Executive and Client Management roles for ICL’s
Government, Utility and commercial customers.
1974-1978 Support and development roles as an ICL graduate entrant.
1970-1974 Honours Degree, University of Bath, Physics and Geophysics
1966-1970 Electronic Research Assistant, Satellite division, Royal
Aircraft Establishment.
Role
Direct ICL Pathway’s business supported by the functions of Commerce and Finance,
Business Development, Risk Management, Technical, Programmes and Customer
Services.
In addition to the ICL Pathway role, as ICL’s Managing Director, Postal Services with
overall responsibility for ICL’s success in the Global Postal Services market.
Responsibilities
e Ensure success of ICL Pathway’s business plan
¢ Grow ICL Pathway’s relationship with POCL
¢ Ensure the fulfilment of the main contract
e Establish strategic direction and vision supported by appropriate policy
¢ Identify and promote the culture and values of the Organisation
¢ Provide leadership for ICL Pathway and promote communication
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e Ensure and report the integrity of the business
e Ensure the provisions of the SQM are observed
© Develop ICL’s overall business relationship with the Post Office
3.2. CURRICULUM VITAE
Name: MJB Coombs
Role: _Programme Director, ICL Pathway
Date of Birth:
Key Experience
Dec 99 — Present — ICL Pathway Programme Director
May 99- Nov 99 — Deputy Managing Director ICL Pathway
August 97 — April 99 ICL Pathway Programme Director
Accountable for all aspects of the Programme deliverables.
July 95 — July 97 — High Performance Systems (HPS)- Director, Business Development
& Quality, also Director, Millenium Systems Server Group (MSSP). Accountable for
Strategic Planning activities across HPS including input to ICL group on the HPS
Strategic Plan, the quality community and quality initiatives across HPS, Change
Programme introducing Project/Programme based approach to development activities,
introduction of a UNIX strategy and associated Millenium Product Strategy.
May 94 — June 95 — DSS Strategic Bids, Bid Director
Accountable for: Establishing bid and consortium strategies for the following
procurements: Focus 95, NIRS2, BA/POCL Automation.
Jan 93 - April 94 —- GMS Business Applications Director
Jan 92 — Dec 93 — GMC Director of Business Development
Oct 69 — Dec 91 — worked in ICL in a variety of management roles including:
Services and Support Management, Project Management (UKAEA, Inland Revenue,
British Gas, GIN), Product Marketing and Software Development.
Responsibilities
+ Deputising for the Managing Director for all aspects of ICL Pathway’s activities
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+ Establishing and managing the relationship between ICL Pathway and Fujitsu in
the co-ordination of Fujitsu Group activities in delivering the Horizon
programme.
+ Managing the interface between ICL Pathway and ICL group to ensure resources
are efficiently acquired and shared processes established and followed.
3.3. CURRICULUM VITAE
Name: Anthony E. Oppenheim
Role: Director Commercial and Finance, ICL Pathway
Date of Birth:
Key Experience
1994-present Director Commercial and Finance, ICL Pathway
1991-1994 Manager, Strategic Business Initiatives, ICL
Focus on Mergers and Acquisitions, new business start-ups and disposals. Role
involved full project management from concept to live operation.
1988-1991 VP of Finance, ICL Retail Systems
Period of 100% growth, focus on the acquisition and integration, and the development
of the UK and US operations. Turnover increased from £150m per annum to £300m
per annum.
1986-1988 VP of Finance, ICL Inc., USA
Predominantly retail business in carly phase of expansion. Turnover of £40m per
annum, now £150 million per annum.
1984-1986 Controller of Mainframes Systems
Mature business at a critical point of product transition from one generation to another.
Focus on commercial ‘smoothing’ and product introduction. Turnover at transfer prices
£250 million per annum.
Career Summary
1994-present Director Commercial Finance, ICL Pathway
1991-1994 — Manager, Strategic Business Initiatives, ICL
1988-1991 VP of Finance, ICL Retail Systems
1986-1988 VP of Finance, ICL Inc., USA
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1984-1986 Controller of Mainframes Systems
1981-1984 — Controller of Scotland and North East Division, ICL
1981 Controller of Local Government and Public Corporations Division, ICL
1978-1981 Manager, Profit Planning, ICL
Previous Career History
1976-1978 Manager, Product and Price analysis, Rank Xerox
Role
Manage all Commercial, Legal and Financial aspects of ICL Pathway Business in
support of the Managing Director and all ICL Pathway functions.
Responsibilities
¢ Manage all commercial, financial and legal activities and the Functions resources.
« Own and manage the Client contract plus all associated subcontracts.
« Ensure clients settle all accounts in accordance with contractual terms and
conditions.
¢ Ensure shareholders, subcontractors and staff are paid in accordance with
agreements.
« Ensure compliance with all applicable legislation.
« Produce ICL Pathway statutory accounts.
« Produce ICL Pathway’s five year and one year business plans and monitor
performance against these and the business case.
« Analyse internal and external socio-economic trends of relevance to ICL Pathway.
« Own and manage Functional subcontracts which are not client related.
« Manage Risk with regard to the Commerce and Finance Function.
3.4. CURRICULUM VITAE
Name: Martyn H. Bennett
Role: Quality and Risk Management, ICL Pathway
Date of Birth:
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Key Experience
1995-present Director, Quality and Risk Management, ICL Pathway
1993-1995 Research and Development Manager, De La Rue PLC
20 staff and budget of £1 million. Establishment and management of a
balance of short-term, low-risk and longer-term, high-risk projects
resulting in new products and features, and the adoption of new
manufacturing technologies. Responsible for ISO9001 new product
development and introduction processes.
1990-1992 Senior Associate, Coopers & Lybrand Deloitte
Responsibility for generating business and managing and participating in
Consultancy assignments. Involved in the development of technical
strategy and improvement of organisational effectiveness of major
multinationals.
1988-1990 Division Technical Manager, 3M United Kingdom PLC Technical
responsibility for multi-million pound business, including resource
management, strategic planning, identifying business opportunities and
liaison with corporate product development organisations and key
account senior management.
1986-1988 Business Development Manager, Europe, 3M. Responsibility for
establishing a new business in Europe, identifying and developing market
opportunities and distributing, communicating and co-operating with US
managers, developing joint development projects with systems
integrators and OEMs, and devolving European subsidiary involvement.
Career Summary
1995-present Director, Quality and Risk Management, ICL Pathway
1993-1995 Research and Development Manager, De La Rue PLC
1990-1992 Senior Associate, Coopers & Lybrand Deloitte
1988-1990 Division Technical Manager, 3M United Kingdom PLC
1986-1988 Business Development Manager, Europe, 3M
Previous Career History
1981-1986 Research Manager, Mars Confectionery, Mars UK Ltd
1979-1980 Senior Design Engineer, Transducers (CEL) Ltd
1977-1978 Senior Research Scientist, GEC Ltd
Role
To manage quality policy, assurance and processes.
Responsibilities
e Assuring that ICL Pathway conducts its business in as effective and efficient a
manner as possible. This involves management of the process improvement cycle.
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Quality and Risk Management is the owner within ICL Pathway for the end to end
Business Model and is involved in facilitation of process development, reviewing
process performance and monitoring improvement activities.
e Assurance that ICL Pathway is providing and continues to provide what it is
contracted to, by means of:
Auditing the system,
Applying quality assurance and escalation processes, including the Business
Excellence Model and self-assessment,
Co-ordinating Disaster Recovery plans,
Defining security policy and providing security incident management and
instigation,
Assuring that ICL Pathway minimises year 2000 risks and has adequate
contingency plans against residual risk,
Investigating the requirement for specialist insurance e.g. theft, fraud.
¢ Providing specific services which require internal objectivity, for example:
Fraud Risk Management
System audit for the customer
3.5. CURRICULUM VITAE
Name: William M Foley
Role: Director Business Development, ICL Pathway
Date of Birth:
Key Experience
1995-present Director, Business Development, ICL Pathway
September 1994 - January 1995 Account Director - Japanese Companies [Fujitsu
Systems Europe]
Responsible for building a profitable business with Japanese multinational companies in
Europe
January 1994 - August 1994 Account Director, ICL Hong Kong
Responsible for developing and winning profitable major bids and to spearhead ICL's
bid campaign to win the Provisional Airport Authority (Hong Kong) Major Systems
Integration contract.
September 1991 - December 1993 Account Director - HIT (Hongkong
International Terminals)
Responsible for increasing ICL's on-going revenue from ICL Asia's largest client,
customer satisfaction and for maintaining on-going dialogue at top management level
between HIT and ICL
May 1990 - September 1991 Sales Development Manager, ICL Asia
Responsible for ensuring ICL Asia achieved its sales targets and for the development of
the sales force.
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3.6.
Career Summary
1995-present Director, Business Development, ICL Pathway
1994-1995 Account Director - Japanese Companies [Fujitsu Systems Europe]
1994-1994 Account Director, ICL Hong Kong
1991-1993 Account Director - HIT (Hong Kong International Terminals)
1990 - 1991 Sales Development Manager, ICL Asia
1989 - 1990 Sales Development Manager, ICL Europe
1987 - 1988 Major Accounts Manager - ICL International
1985-1986 Manager - Management and Account Development Unit
1984-1985 Manager - Sales Management Programme
1982 - 1984 Sales Account Manager, ICL
1983 - 1984 Area Manager, ICL.
1980-1981 Sales Consultant, ICL
1977 - 1980 Sales Executive, ICL
Role
Generate new business for POCL and ICL Pathway by working with and through
POCL.
Responsibilities
© Own and manage the Business Development Function and its resources including the
development of ICL Pathway’s own business development strategy.
« Manage Client relationships on behalf of the Business Development Function.
© Build and sustain understanding of the Client’s marketplace.
e Identify and orchestrate evaluation, impact assessment and prioritisation of new
business opportunities, to POCL’s and ICL Pathway’s joint commercial benefit,
comprising:
New services to existing Clients
Existing services to new Clients
New services to new Clients
Develop joint and prioritised business plan for exploiting business opportunities.
Through joint marketing and selling, implement the business plan.
In collaboration with the Director Commerce and Finance define service provision
and negotiate and win contracts.
Develop and manage Public Relations strategy (internal and external).
¢ Maintain responsibility for internal and external communications
© Chair the IT development committee responsible for prioritising the use of IT
resources,
e Provide market research and analysis to other directorates.
« Manage performance of subcontracts to the Business Development Function, for
example promotion campaigns, market research and collateral development.
e Manage Risk with regard to the Business Development Function.
© Develop & Manage International Business of ICL Pathway
eeceeee
CURRICULUM VITAE
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Name: John C C Dicks
Role: Director Customer Requirements, ICL Pathway
Date of Birth:
Key Experience
1995-present Director Customer Requirements, ICL Pathway
1993-1995 General Manager Enterprise Engineering
Responsible for the technology backbone of advanced or demanding
products and technologies which act as a differentiator for ICL in the
systems integration arena.
1988-1993 Director, Applications Product Group
Responsible for principal generic software applications. Built up ICL’s
office automation product from small beginnings to 3rd world-wide, by
producing both European and Asian versions. Produced the successful
secure military version for the Ministry of Defence (CHOTS) and was
responsible for the cross-company programme for the total military
product during the period up to award of contract.
Career Summary
1995-present Director Technical, ICL Pathway
1993-1995 General Manager Enterprise Engineering, ICL Enterprises
1988-1993 Director, Applications Product Group, ICL Midrange Systems Division
1988 General Manager Communications and Integration Business, ICL Office
Systems
1985-1988 General Manager Open Systems Business Centre, ICL Network
Systems Division
1983-1985 Manager, Mainframes and Wide Area Networking, ICL Network and
Communications Division
1982-1983 Manager Networked Product Line Introduction, ICL Network and
Communications Division
Previous Career History
1975-1983 Project Management Roles, ICL
Including 5 years as project manager at the DHSS
Newcastle/Washington
Role
Design the solution architecture and its components, and hand over to Programmes.
Responsibilities
© Own and manage the Technical Function and its resources.
¢ Manage Client relationships on behalf of the Technical Function.
e Authorise changes to technical architecture and resultant design.
« Manage change control to technical architecture and associated design.
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e Ensure technology refreshment is considered and its impact optimised in line with
business benefit.
e Track and exploit new technology to the commercial advantage of ICL Pathway and
its Clients.
e Undertake technical impact assessments on behalf of the Technical Function and
other functions.
e Undertake impact assessment, option evaluation, contract scheduling and other
relevant work in respect of proposed new business.
e Identify and implement best practice methodologies and tools in support of the
Technical Function.
e Manage Risk with regard to the Technical Function.
e Undertake impact assessment, option evaluation, contract scheduling and other
relevant work in respect of proposed new business including activities in the 1995
Bid Process as agreed.
« Identify and implement best practice methodologies and tools in support of the
Technical function.
« Secure and protect appropriate Quality accreditation, for example ‘Tickit’.
« Manage Risk with regard to the Technical function.
3.7. I CURRICULUM VITAE
Name: Terry P Austin
Role: Direc:
Date of Birth: GRO I
Key Experience
1999-present Director, Development, ICL Pathway
1995-1999 Director Programmes, ICL Pathway
1993-1995 Programme Manager, Inland Revenue, Telford
End-to-end delivery of a complex IT system to support the new Self
Assessment taxation legislation. At its peak some 500 people would be
working on the system, comprising 15 mainframes, more than a
thousand servers and over 50,000 PCs.
1990-1993 Project Manager, Inland Revenue, Telford
Implementation of the Corporation Tax Pay and File System, a 400 man
year project comprising a mainframe, 800 UNIX Servers connected to
50,000 PCs located throughout the UK.
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3.8.
Career Summary
1999-Present Director Development, ICL Pathway
1995-1999 Director Programmes, ICL Pathway
1989-1995 Programme Manager/Senior Consultant, Inland Revenue, Telford
1988-1989 Information Technology Manager, Swan National Rentals Ltd
1984-1988 Project Manager/Support Manager, Severn Trent Water Authority
1981-1984 Project Manager/Technical Consultant, ICL
Previous Career History
1979-1981 Project Manager, Kuwait Oil Company, Arabian Gulf
1968-1978 Various Positions, Ministry of Defence
Role
Orchestrate the initial end-to-end programme delivery including development and test.
Subsequently, on an as needed basis, orchestrate increments on that initial base.
Responsibilities
Own and manage the initial development and build implementation.
Own and manage the Programmes Function and its resources.
Define the Programme and its baseline.
Manage contract and subcontract performance with regard to the development, test,
pilot and build phases of the initial implementation.
Prepare and maintain the programme plan.
Direct programme implementation through:
Project and technical managers nominated from other functions in ICL Pathway
Client nominees
Subcontractors owned by the Programmes Function
Monitor and control the sub-activities of the Programme to reflect its priorities
Identify and implement best practice programme standards, methodologies and
tools, and associated project management counterparts.
Manage Client relationships on behalf of the Programmes Function.
e Manage Risk with regard to the Programmes Function.
eeoeeeee
CURRICULUM VITAE
Name: Stephen Muchow
Role: Director Customer Service, ICL Pathway
Date of Birth: GRO:
Key Experience
1996 present Director Customer Service, ICL Pathway
Responsible for all aspects of Customer Service across all boundaries,
both internal (ICL) and external and with subcontractors
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1995-1996 Deputy Operations Manager, ICL Pathway
Responsible for defining the operational services required to support the
delivery of the BA/POCL contract, including the selection of service
providers. This included the negotiation of service level contracts.
1993-1995 Technology Manager, ICL Customer Services Unit
Responsible for the development of internal IT and business process
systems for a £250M revenue Customer Services Unit.
1991-1993 South East Regional Manager, ICL Customer Services
Management of 700 regionally based staff, including Sales, Engineering
and Senior Professional Consultancy staff.
Career Summary
1994-present Director Customer Service, ICL Pathway
1995-1996 Deputy Operations Manager
1993-1995 Technology Manager, ICL Customer Services Unit
1991-1993 South East Regional Manager, ICL Customer Services
1988-1991 Customer Service Manager, ICL Customer Services
Previous Career History
1982 - 1985 ICL Office Systems Consultant
1985-1987 ICL Mainframe Systems Manager
1987-1990 ICL Customer Service / Service Management Manager
Role
Operate services in accordance with service level agreements (SLAs). The current role
includes:
Client
POCL operational support services.
Help desks
Counter support services
Site services
Training (ongoing)
Management information (MIS)
ICL Pathway
Help desks
Site services
Training
MIS
Responsibilities
¢ Own and manage the Customer Service Function.
e On behalf of ICL Pathway take responsibility for Configuration and Asset
Management.
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3.9.
¢ Manage Client relationships on behalf of the Customer Service Function.
e Manage contract and subcontract performance with regard to ICL Pathway
Customer Service.
¢ Maintain the designated Client IT infrastructure in accordance with the technical
architecture and associated design authority.
¢ Manage change control in respect of the Customer Service Function.
¢ Undertake work in respect of proposed new business.
¢ Identify and implement best practice methodologies and tools in support of the
Customer Service Function.
¢ Manage Risk with regard to the Customer Service Function.
CURRICULUM VITAE
Name: John Hobson
Role: Personnel Director, ICL Pathway
Date of Birth: I GRO I
Key Experience
1998 — Present Personnel Director — ICL Pathway
1995 — 1998 Personnel Manager ICL Government/PFI Business
Responsible for all aspects of resourcing, training and development within the
Government/PFI Business Unit. Implemented a flexible resource model to facilitate
the more efficient deployment of employees to satisfy customer requirements. Focused
on performance management of employees to encourage continual improvements in
productivity.
1987-1995 — Human Resources Manager Akzo Nobel N.V.
Responsible for a number of business divisions with Akzo Nobel, one of the largest
chemical companies in the world. Supported the growth of the U.K. company to
market leadership in its industry sector. Substantial experience in the acquisition and
integration of businesses. Concentrated on performance management, industrial
relations and training and development.
Previous career history
1985-87 Personnel Officer — Thomas Cook
1982-85 Graduate Trainee UKAEA
Current Role
Responsible for the efficient deployment of the Human Resources within ICL Pathway.
Responsibilities
+ Ensure ICL Pathway is correctly resourced with the right numbers and quality of
people.
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3.10.
+ Control the salary review process within budget, insuring employees are rewarded
appropriately to their contribution and market value.
+ Ensure all employees receive the appropriate training and development to carry out
their role effectively
+ Produce and maintain the ICL Pathway succession plan so that vacancies can be
filled in a planned manner
+ Liase closely with managers to ensure all the requirements of the ICL performance
management process are being followed. All employees to be appraised, to have
SMART objectives which are regularly reviewed and to have a_ personal
development plan which maps out their future development.
+ Ensure the organisation structure is regularly reviewed and is able to meet the key
tasks of the organisation.
+ Manage the relationship with internal and external service suppliers, e.g. training
and recruitment organisations to ensure a cost-effective service.
+ Ensure all administrative activity is carried out accurately and on time.
+ Control the allocation of space within all ICL Pathway locations and ensure it is
used efficiently.
+ Responsibility for all operational employee relations issues.
+ Responsible for Health and Safety
CURRICULUM VITAE
Name: Jim Flynn
Role: Director Implementation, ICL Pathway
Date of Birth:
Key Experience
1999-date Implementation Director — ICL Pathway
1996 — 1999 — Senior Programme/Project Manager Storage Technology Ltd.
Responsible for project management of major customer IT programmes, creation and
implementation of European business plans, the definition of operating procedures for
project and bid management, and the management of bids for major opportunities.
1995 — 1996 Project Manager —- GEC Marconi Naval Systems
Responsible for management of major submarine defence project and implementing a
Strategy for success. Technical coverage included management of Sub-contract
software development, and in house team of 70 design, development and test engineers,
hardware and software development and production. Project covered the full lifecycle
from requirements, through design and development to implementation and acceptance.
1991 — 1995 Project Manager, GEC Marconi
Responsible for managing a number of projects and bids, including programmes for
major mine warfare detection systems for the Royal Navy, Australia and Spain
Career summary
1996-99 Senior Programme/Project Manager IT Projects
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1995-96 Senior Project Manager, Submarine Control System Programme
1993-95 Project Manager, Command System Software Development Programme
1991-93 Project Manager, Feasibility Study in Torpedo Defence
1983-91 Royal Navy Submarine Navigation Officer
Current Role
Manage all activities and resources, responsible for the Implementation of the ICL
Pathway solution, ensuring timely and accurate handover of all identified deliverables.
Responsibilities
+ Own and manage the implementation processes and resources
+ Plan and manage the programme to achieve Implementation contract milestones
+ Manage risk in relation to the Implementation function
+ Assess and authorise implementation tools and process changes
+ Identify, implement and manage the processes, tools and resources, adopting best
practice to rollout services for Migration, Training, Installation and Infrastructure
Preparation.
+ Manage Client Relationships on behalf of Implementation
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