Document:

EX-10.25

EXHIBIT 10.25

SCOPE OF WORK FOR

2005-2008 FORD GLOBAL SPOC PROGRAM

SCOPE OF WORK

 

FORD MOTOR COMPANY

 

DECEMBER 1, 2005

 

* * * Indicates material omitted pursuant to a request for confidential treatment and filed
separately with the Securities and Exchange Commission.

 

 

Confidential Information of TechTeam Global, Inc.

The information in this proposal shall not be disclosed outside of Ford Motor Company organization
and shall not be duplicated, used or disclosed, in whole or in part, for any purposes other than
to evaluate the proposal, provided that if a contract is awarded to TechTeam Global, Inc., as a
result of or in connection with the submission of this proposal, Ford Motor Company shall have the
right to duplicate, use or disclose the information to the extent provided by the contract.  This
restriction does not limit the right of Ford Motor Company to use information contained in the
proposal if it is obtained from another source without restriction.

Copyright © 2005 TechTeam Global, Inc.

All Rights Reserved.

Printed in the United States.

 

 

Ford Global SPOC Program Scope of Work

Table of Contents

	 	 	 	 	 
	1.0 Executive Summary
	 	 	6	 
	2.0 SPOC Program Overview
	 	 	10	 
	SPOC Program Model
	 	 	10	 
	SPOC Program Vision and Guiding Principles
	 	 	10	 
	Geographic Footprint
	 	 	10	 
	Managed Service
	 	 	11	 
	Service Catalog
	 	 	11	 
	3.0 Pricing Transparency
	 	 	12	 
	Seat Counting
	 	 	12	 
	Baseline Seat Count Matrix
	 	 	13	 
	End-User Behavior
	 	 	13	 
	Support Request Frequency (SRF)
	 	 	13	 
	Incident Handle Time (IHT)
	 	 	14	 
	4.0 Program Governance
	 	 	15	 
	Feedback Forums
	 	 	15	 
	Issues Meeting
	 	 	15	 
	Operational Review
	 	 	15	 
	Board of Governors
	 	 	16	 
	Executive Review Meetings
	 	 	17	 
	5.0 Program Service Components
	 	 	18	 
	Core SPOC Program Services
	 	 	18	 
	Support Center (Service Desk)
	 	 	18	 
	JLR Manufacturing Support
	 	 	20	 
	Deskside Central Support
	 	 	20	 
	Support Center and Deskside Hours of Operations
	 	 	21	 
	Global Project Office
	 	 	22	 
	6.0 Service Level Offerings
	 	 	24	 
	SPOC Program Core Service Offerings
	 	 	24	 
	Ford Service Level Agreements – Core Services
	 	 	24	 
	7.0 Program Flexibility
	 	 	28	 
	Working Together in Partnership to Reduce Costs
	 	 	28	 
	The Bi-Annual True Up
	 	 	28	 
	Seat Count True Up
	 	 	28	 
	Customer Behavior True Up
	 	 	28	 
	True Up Result Scenarios and Outcomes
	 	 	29	 
	An Out-of-Cycle True Up
	 	 	31	 
	Timeline for a Change in Service
	 	 	31	 
	Baseline Activity Monitoring
	 	 	31	 
	Global ‘SPOC Program by Business Unit’
	 	 	33	 
	8.0 The Customer Experience
	 	 	34	 
	Customer Experience Model
	 	 	34	 

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	 	 	 	 
	Customer Experience Focus Groups
	 	 	34	 
	Customer Satisfaction Surveys
	 	 	34	 
	9.0 SPOC Program Practices
	 	 	35	 
	Ford Employees Working in the SPOC Program
	 	 	35	 
	Global Guiding Principles – Ford Employees in the SPOC Program DE-Niehl (DE-Köln)Region
	 	 	35	 
	German Worker’s Council Agreement
	 	 	37	 
	Transition of Non TechTeam Agency Resources
	 	 	38	 
	Industry Analysis (Benchmarking)
	 	 	38	 
	Supporting Functions
	 	 	40	 
	Reporting and Metrics
	 	 	43	 
	Change Management
	 	 	46	 
	Continuous Improvement
	 	 	50	 
	Cycle Plan of Innovation
	 	 	50	 
	Focus Groups
	 	 	50	 
	Focus Group Workflow
	 	 	51	 
	Focus: HOPE Hiring Program (North America Only)
	 	 	51	 
	IT Apprenticeship Program
	 	 	51	 
	Human Resources Polices
	 	 	52	 
	10.0 2005-2008 Re-Designed SPOC Program Implementation
	 	 	53	 
	Re-designed Global SPOC Program Transition Approach
	 	 	54	 
	Communication Forums
	 	 	56	 
	Adherence to Timelines
	 	 	56	 
	11.0 Jaguar Land Rover Integration
	 	 	57	 
	Jaguar Land Rover Transition Approach
	 	 	57	 
	Preparation and Readiness
	 	 	59	 
	Transfer of Personnel, Processes and Infrastructure
	 	 	59	 
	Launch
	 	 	60	 
	Project Launch Methodology and Toolsets
	 	 	60	 
	Critical Assumptions, Risk Analysis & Mitigation Strategies
	 	 	62	 
	Adherence to Timelines
	 	 	64	 
	12.0 SPOC Program Assumptions and Responsibilities
	 	 	65	 
	Program Assumptions
	 	 	65	 
	Ford Responsibilities
	 	 	66	 
	TechTeam Responsibilities
	 	 	67	 
	13.0 North American Facility Agreement
	 	 	68	 
	Physical Location
	 	 	68	 
	Security
	 	 	68	 
	Furniture
	 	 	68	 
	Telecommunications
	 	 	69	 
	Network
	 	 	69	 
	Facility Scalability Requirements
	 	 	70	 
	Facility Services Assumptions and Responsibilities
	 	 	70	 
	Ford Responsibilities
	 	 	70	 
	TechTeam Responsibilities
	 	 	71	 
	Project Assumptions
	 	 	71	 

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	 	 	 	 
	14.0 Investment Summary
	 	 	72	 
	Core Services Investment Methodology
	 	 	72	 
	Core Services Pricing Matrix
	 	 	73	 
	Menu Option Pricing
	 	 	73	 
	Fixed Fee Activities
	 	 	74	 
	Time and Materials Activities
	 	 	76	 
	North American Facilities Pricing
	 	 	77	 
	Facility Expansion
	 	 	77	 
	Facilities Pricing Assumptions
	 	 	77	 
	Transition Costs
	 	 	78	 
	Re-Designed Global SPOC Program Implementation Costs
	 	 	78	 
	JLR Integration Implementation Costs
	 	 	78	 
	UK-JLR Menu Option Pricing
	 	 	79	 
	Expanding JLR from 10 to 11 Contiguous Hours
	 	 	79	 
	JLR Specific SPOC Manufacturing Support Center Option
	 	 	79	 
	Variable Pricing
	 	 	80	 
	Seat Count Growth
	 	 	80	 
	Seat Count Declines
	 	 	80	 
	Quality Assurance Pricing
	 	 	81	 
	Investment
	 	 	81	 
	Time and Materials Rates
	 	 	82	 
	DE-Niehl (DE-Köln)Credit – Ford Employees Working in SPOC
	 	 	83	 
	Investment Assumptions
	 	 	84	 
	Customer Count Assumptions:
	 	 	84	 
	Governance Assumptions:
	 	 	85	 
	Other Investment Assumptions:
	 	 	85	 
	Invoicing Method
	 	 	85	 
	15.0 Agreement
	 	 	86	 
	Initial Term
	 	 	86	 
	Terms
	 	 	86	 
	Ford Terms and Conditions
	 	 	86	 
	Other Contract Terms
	 	 	86	 
	16.0 Appendix
	 	 	88	 
	Appendix A – Definitions
	 	 	88	 
	Appendix B – Quality Assurance Scorecard
	 	 	88	 
	Appendix C – Strategic Initiatives
	 	 	88	 
	Appendix D – SPOC Services Catalog
	 	 	88	 
	Appendix E – Global Seat Count Process
	 	 	88	 
	Appendix F – United Kingdom – Warley Information as of February 2005
	 	 	88	 
	Appendix G – Ford Credit North America Information as of February 2005
	 	 	88	 
	Appendix H – DE-Niehl (DE-Köln)Information as of February 2005
	 	 	88	 
	Appendix I – Ford Motor North America Information as of February 2005
	 	 	88	 
	Appendix J – Change of Scope Form
	 	 	88	 
	Appendix K – German Workers Council Agreement
	 	 	88	 
	Appendix L – SPOC Services Matrix
	 	 	88	 

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	 	 	 	 
	Appendix M – Partnered Focus
	 	 	88	 
	Appendix N – Remote Deskside Model Process Flow
	 	 	88	 
	Appendix A: Definitions
	 	 	89	 
	APPENDIX B: Quality Assurance Scorecard
	 	 	90	 
	Quality Assurance
	 	 	90	 
	Quality Monitoring Evaluation (QME)
	 	 	90	 
	Focus on Excellence (FOX)
	 	 	91	 
	OFI (Opportunity for Improvement)
	 	 	91	 
	Appendix C: Strategic Initiatives
	 	 	92	 
	ESM/ITS
	 	 	92	 
	Peregrine Service Center Implementation
	 	 	92	 
	Program Expansion
	 	 	92	 
	Expansion Focus
	 	 	92	 
	Appendix D: Service Catalog
	 	 	93	 
	Appendix E: Global Seat Count Process
	 	 	94	 
	Appendix F: UK-Ford (UK-Warley) Information as of February 2005
	 	 	95	 
	Appendix G: Ford Credit North America Seat Count Information As Of February 2005
	 	 	96	 
	Appendix H: DE-Niehl (DE-Köln)Seat Count Information As Of February 2005
	 	 	97	 
	Appendix I: North American Seat Count Information As OF February 2005
	 	 	98	 
	Appendix J: Change of Scope Form
	 	 	99	 
	Appendix K– German Workers Council Agreement
	 	 	100	 
	Appendix L – SPOC Services Matrix
	 	 	101	 
	Appendix M – Partnered Focus
	 	 	102	 
	Appendix N – Remote Deskside Model Process Flow (Insert new Process Flow)
	 	 	103	 

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

1.0 Executive Summary 

This Scope of Work document was jointly developed by principal representatives of the Ford
Motor Company (hereinafter Ford) and Tech Team Global, Inc (hereinafter TechTeam). We believe
that this close-knit working relationship and partnership developed a very robust and
comprehensive set of program principles and requirements required for the continuation and
enhancement of the Ford Motor Global SPOC Program (hereinafter SPOC Program). The intent of
this Scope of Work is to clearly articulate the consolidated support model, service offerings,
program practices and financial models used to support this complex and comprehensive approach
to delivering IT Support Services.

The SPOC Program is a holistic approach to marrying Support Center and Deskside support under
the first level support umbrella. Industry experts, including The Gartner Group, have been
unable to find a suitable comparison to this approach, and have acknowledged that this model
is a very effective and robust first level support structure.

The foundation of the SPOC Program model provides for a high degree of simplicity in terms of
the makeup of the service delivered, the transparency in modeling alternative solutions as per
the demands of the regional business environment, the ability to provide high quality services
in line with customer requirements, expectations and experience, and local ownership in terms
of representatives being able to propose changes in line with their regional needs while
maintaining the integrity and aims of the global contract.

It is the intent of Ford and TechTeam to balance the delivery model to a managed service that
offers consistent (a) global delivery with (b) regional flexibility and ownership (c) focus on
customer experience with a view to meet the Ford targeted pricing.

To reflect this, a number of key principles have been incorporated into the contract
structure, which will enable Ford and TechTeam to continue to deliver a quality, customer
focused service aligned to the needs of the business. The key principles have been
incorporated into 5 categories and are summarized below.

Contract Scope & Structure

The key principles relating to contract scope and structure incorporated into this SOW are listed below:

	 	v	 	A single sourced contract to TechTeam Global provided that:

	 	•	 	Ford savings targets are met
	 
	 	•	 	TechTeam provides a European Offshore solution including a timed
implementation plan and savings targets ready for implementation upon Ford
approval
	 
	 	•	 	A plan detailing actions and timing for a North American off shore
feasibility study is developed

	 	v	 	A single global contract that includes regional requirements
	 
	 	v	 	A regional/global level resource management model
	 
	 	v	 	A services catalog with priced, optional regional menu selections
	 
	 	v	 	An intact SPOC Program Model that defines base service to be Support Center and
Deskside support as mandatory components of a first level support structure.

Transparency

The service pricing was based on an ‘open book’ pricing methodology. Through this
methodology, TechTeam provided Ford Motor Company with the costs of delivering the SPOC
Program service within each of the regions. These costs were based on three types of
overheads:

	 	v	 	Resource Costs
	 
	 	v	 	Overhead Costs
	 
	 	v	 	Menu Option Costs

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

An agreed margin percentage was then be applied to the total of these overheads (this figure
therefore being TechTeam’s profit margin), and when added to the actual cost, provides the
overall chargeable cost of the SPOC Program service. This information was used as a part of a
process to develop a baseline. The contract will be administered as a managed service based on
a per seat price consumption model.

To ensure the contract has considered all alternative options for pricing, multiple pricing models
based on the following approaches have be incorporated into this SOW :

	 	a)	 	Seat Price upon Contract Signing
	 
	 	b)	 	Seat Price upon Complete Implementation of the Remote Deskside Model in All Regions
	 
	 	c)	 	Seat Price upon Full Integration of the UK-JLRl Region

Customer Experience

Within the 2005-2008 support model, the focus on customer experience will be enhanced to
accurately assess the customer’s satisfaction with the SPOC Program. A Customer Experience
Model will be implemented which will consolidate components of the program to enable both Ford
and TechTeam to understand SPOC Program customer’s experience, into a cohesive model. Within
the proposed Customer Experience Model there are 3 key elements.

	 	v	 	Customer Experience Focus Groups
	 
	 	 	 	The SPOC Program proposes the use of Focus Groups as a mechanism to ensure the program
deliverables are aligned with customer expectations. The Customer Experience Focus
Group, led by SPOC Program representatives will include Site Management and Customer
representatives to ensure the complete voice of the customer is queried. Each SPOC
Program region will facilitate one Customer Experience Focus Group per quarter and will
include discussion on the participants’ levels of satisfaction as well as areas for
improvement. The results will be input into the SPOC Program Governance forums (SPOC
Program Issues Meeting) for global assessment and appropriate implementation of SPOC
Program enhancements.
	 
	 	v	 	Customer Satisfaction Surveys
	 
	 	 	 	Measurement of the customer experience with SPOC Program will be undertaken in survey
form and will be mailed to customers who have had an incident open by one of the
regional SPOC Program Support Centers.
	 
	 	v	 	Quality Assurance Index
	 
	 	 	 	Ford can elect to implement an enhanced objective mechanism to measure the quality of
TechTeam’s service deliverables as a billable Special Project. If elected, The Quality
Assurance Index will be used as a primary method for objectively measuring overall
quality and will focus on four categories: Support Center call monitoring, Deskside
ticket audits, partnered test calls, reported opportunities for improvement.

SPOC Program Core Service Offerings

	 	 	 	SPOC Program Support Center and Deskside service levels will be offered on a consistent
global basis. Changes have been agreed to for incorporation into the Core Services
with a view to reduce the overall Ford total cost of ownership. These changes are
primarily found in the areas of delivery models, service levels and supporting
functions.

Flexibility

Flexibility to reduce SPOC Program costs will be achieved on a Global or Regional basis
through the following methods:

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	1.	 	Working together in partnership to reduce costs — Ford Motor business conditions
may require that SPOC Program costs be reduced on a global or regional basis. If this
occurs, Ford and Tech Team will work together to identify viable options by reducing
SPOC Program services to achieve cost targets. Tech Team will be requested to develop
a proposal for all viable strategies and will include risk analysis, business impact
and savings potential.
	 
	 	2.	 	The Bi-Annual True Up — A bi-annual true up will take place for all regions
participating in the program. The true up will take into account multiple data
points, including a re-calculation of seat counts, support request frequency and
incident handle time. Following the true up, results will be included on the agenda
for the next Board of Governors meeting. The purpose of this meeting will be to
discuss the outcome of the true up and make a joint decision on next step actions.
The data points listed above along with scenarios provided in the SOW will be used as
a decision making aid to Ford. Implementation of changes in the delivery model and
associated costs will follow the Timeline for a Change in Service (not to exceed 3.5
months) defined below. Options may include cost adjustments, an agreement to waive
SLAs, or to void SLAs until the thresholds return to those expected. Additional data
points, such as Customer Satisfaction, can be used to arrive at an appropriate future
action.
	 
	 	3.	 	An Out-of-Cycle True Up — Each region will be eligible for an out of cycle seat
count true-up if a Significant Event occurs that causes a change in the existing
number of total seats in that region by a factor of +/- five percent. In order for
this to be implemented, data must be provided as to the number of individuals leaving
the program by region and the estimated timescales involved. A Significant Event is
defined as an organizational restructure, regional realignment, and/or elimination of
SPOC Program seats within a SPOC Program region. Additionally, a Significant Event
will include the addition of SPOC Program seats caused by an event other than the
launch of a new building. Results of the Out of Cycle True Up will follow the same
process as outlined in the Bi-Annual True Up. Implementation of changes in the
delivery model and associated costs will follow the Timeline for a Change in Service
(not to exceed 3.5 months) defined below. Options may include cost adjustments, an
agreement to waive SLAs, or to void SLAs until the thresholds return to those
expected. Additional data points, such as Customer Satisfaction, can be used to
arrive at an appropriate future action.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

Timeline for a Change in Service

In the event that the above actions trigger a request for a change in service, the
implementation of such a request will be subject to a maximum of 3.5 months* to take effect
(for risk analysis and approval to be undertaken). The target timescales will be communicated
to show when the changes are expected to begin.

 

			
	*	 	This timescale applies to all requests where resource changes result in a downsizing or
upsizing of 15 individuals or less. Where the changes are greater than this, indicative
timescales will be provided based on the scope of the change.

Baseline Activity Monitoring

Pro-active monitoring of the support request frequency, incident handle time and user
population (elements of the baseline) will be reported on a monthly basis. This will enable
Ford to actively prepare for any cost or service change requirements.

The support request frequency and incident handle time will be monitored to ensure the
resource levels continue to be aligned to the demands of the business. In the event that
these levels go above or below the agreed thresholds for a period of 3 continuous months, this
will trigger a review between the regional representatives and board of governance.

In addition, trends will be reported to Ford each month showing year to date figures to ensure
continued visibility of potential movement.

Program Governance

A single global governance structure/process will continue to be at the foundation of the SPOC
Program contract.

Regional representatives will be responsible for identifying the needs and demands of their
region and for proposing any changes in service scope or delivery. If the change requested by
the regional representative is one authorized to be handled at a regional level according to
the contract, there will be no requirement that it be approved by the governance board.
Should the requested change be outside of the contract structure, it will then be the
responsibility of the regional representatives to put recommendations forward for acceptance
through the SPOC Program governance process.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

2.0 SPOC Program Overview

SPOC Program Model

The scope of the current global SPOC Program is depicted in the diagram below. At the core of
the program are the key services delivered to the Customer community including Support Center
and Deskside support as well as Request, Incident and Problem Management. Driving the service
delivery is a robust Governance model including strategic planning, service level agreements
and performance management. Supporting the SPOC Program are virtual supporting services
required to maintain the Managed Service including change management, metrics and analysis,
Knowledge Management, tools and process documentation. Enabling the entire program are key
program processes including Quality Assurance, Continuous Improvement and Security and
Controls.

SPOC Program Vision and Guiding Principles

The SPOC Program is a continuing effort to provide Best-In Class service, within Ford targeted
pricing to the Ford IT Customers. The vision for the program is “To be the global Single
Point of Contact (SPOC Program) and owner of all IT issues (from identification to resolution)
within the Ford Trustmark.” In support of this vision early in the program, the SPOC Program
stakeholders established the following program guiding principles:

n SPOC Program the World

n Global processes, procedures and tools

n Across the board buy in

n Formal governance and escalation

n Ensure integrity of the SPOC Program model

n Focus on green dollar cost savings

The SPOC Program enables Ford’s One IT strategy by centralizing, commonizing and
de-fragmenting IT support. The Program has evolved geographically and functionally since 1997
and continues to mature today and into the future.

Geographic Footprint

Within Ford, the SPOC Program is governed and delivered via a centralized, global approach.
The Program is founded on global principles and is segmented into regions which are defined by
geographic areas where SPOC Support Centers reside. The Program is delivered from the
following Support Centers:

n North America (NA)*

n UK-Ford (UK-Warley)

n DE- Niehl (DE- Köln)

n UK–JLR**

 

			
	*	 	Note: The North America region supports both Ford Motor and Ford Credit North American
enrolled users. All North American enrolled users are supported from one common North
American support center. However, the Deskside support model for Ford Motor and Ford
Credit has key differentiators and where required the language within the SOW identifies
the differentiation between Ford Motor and Ford Credit within the North American region.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 		
	**	 	Note: The UK-JLR region is included in this Scope of Work and is planned to launch within
the Program after execution of this contract.

As the Program evolves and expands, changes to regional delineations will be documented via
the Change Management and Governance Processes.

Managed Service

TechTeam will provide a Managed Service for all SPOC Program Customers. This includes analyst
resources, operational management, training, communications, travel, processes and tools owned
by the Program used to deliver support. Tools required to deliver the SPOC Program (i.e. an
incident management tool), which are not owned by TechTeam, will be maintained by Ford or the
appropriate application owner.

Ford and TechTeam agree that TechTeam will deliver these services on a Managed Service basis,
and that as a Managed Service: TechTeam commits to handle the forecasted support volume within
the SPOC Program agreed upon Service Levels offered at a unit cost, presently defined at a per
unit price. Should Ford require alternative pricing models, the unit price will change.

Service Catalog

The services provided under this Scope of Work are documented in the Appendix D, the SPOC
Program Services Catalog. This catalog is designed to identify the scope of services provided
by the Ford Global SPOC Program.

The Service Catalog contains Core Services (services delivered to all SPOC Program customers
globally as part of the unit price of the program) and Menu Options (additional services
available to the customer if required). The catalog defines the description, Customers,
regional service hours, service level agreements and key functions for each of the services.
Changes to the Service Catalog will follow the Global SPOC Program Change Management Process.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

3.0 Pricing Transparency

Seat Counting

The SPOC Program utilizes Seat Count as the metric to identify Customers who are eligible for
SPOC Program support.

* * *

Seat Count Guiding Principles

* * *

     (Material omitted from page 12 and page 13)

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

Baseline Seat Count Matrix

The number of enrolled seats as a result of the December 1, 2005 true up is as follows:

* * *

End-User Behavior

* * *

Support Request Frequency (SRF)

* * *

     (Material omitted from page 13 and page 14)

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

Incident Handle Time (IHT)

* * *

Ford and TechTeam SPOC Program Management will jointly develop a three-month rolling forecast
of end-user behavior. The purpose of the forecast is to provide the Board of Governors with
data points to determine how to handle forecasted changes in end-user behavior.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

4.0 Program Governance

A program of this size and complexity requires thoughtful governance to drive quality, fiscal
fitness and customer satisfaction.

Feedback Forums

As part of the Ford Global SPOC Program’s continued effort to ensure open communication,
several formal forums are in place to communicate the status of the program to appropriate
stakeholders. In addition to these formalized meetings, communication between SPOC Program
team members, Ford Management, TechTeam and all staff is always open. Governance decisions
will result from these forums.

Issues Meeting

	 	n	Purpose: Review issues arising from the management of the contract as well as
proposals for non-contractual changes. Establish necessary work groups to investigate
and reach resolution on such issues, or choose to escalate through decision making
governance process.

  n Metrics Reviewed: Monthly operational and quality reports

  n Frequency: Weekly

	 	n	Participants:

	 	Ÿ	 	Manager — SPOC Program Vendor Relationship
	 
	 	Ÿ	 	Manager — SPOC Program Operations (all regions)
	 
	 	Ÿ	 	Managers — SPOC Program LOB (all regions)
	 
	 	Ÿ	 	Buyer — SPOC Program (EU & US as required)
	 
	 	Ÿ	 	Account Manager — TechTeam Ford Account (all regions)

  n Agenda:

	 	 	SPOC Program Issues

Operational Review

	 	n	Purpose: Present a review of the overall performance, attainment to SLA, financial
trends, end-user behavior, seat count changes (historic and forecasted), and process
improvement initiatives.
	 
	 	n	Metrics Reviewed: Monthly operational reports, End-User Behavior Reports, and Seat Count Reports
	 
	 	n	Frequency: Monthly
	 
	 	n	Participants:

	 	Ÿ	 	Manager — Ford Deskside Services
	 
	 	Ÿ	 	Manager – Ford Global SPOC Program Support Services
	 
	 	Ÿ	 	Manager – Ford European Deskside Services
	 
	 	Ÿ	 	Manager – Ford SPOC Program Vendor Relationship
	 
	 	Ÿ	 	Manager – Ford SPOC Program Operations (all regions)
	 
	 	Ÿ	 	Managers – Ford SPOC Program LOB (all regions)
	 
	 	Ÿ	 	Account Manager — TechTeam Ford Account (all regions)
	 
	 	Ÿ	 	Operations Director — TechTeam Ford Account

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	n	Agenda:

	 	Ÿ	 	SLA’s
	 
	 	Ÿ	 	Quality Assurance Index
	 
	 	Ÿ	 	Governing Element Forecasting
	 
	 	Ÿ	 	Significant Events

Board of Governors

  n Purpose: Serve as the decision making body for all program and contractual
changes. Review of overall performance including growth of program, proposals for
non-contractual program change, attainment of SLA, end-user behavior, seat count changes
(historic and forecasted), and process improvement initiatives.

  n Metrics Reviewed: Year to Date End-user Behavior Reports, Seat Count Reports,
program growth planned and achieved.

  n Frequency: Quarterly or as requested by Ford and/or TechTeam Management. The
Board Governors chairperson has the authority to cancel or schedule ad-hoc meetings as
conditions require.

  n Participants:

	 	Ÿ	 	Manager – Ford Deskside Services
	 
	 	Ÿ	 	Manager — Ford ITI Europe
	 
	 	Ÿ	 	Manager – Ford ITI PAG
	 
	 	Ÿ	 	Manager — Ford Credit Manager US (EU if applicable)
	 
	 	Ÿ	 	Manager – Ford Deskside Services Europe

	 
	 	Ÿ	 	

 Manager – Ford Global SPOC Program Support Services
	 
	 	Ÿ	 	Manager – Ford SPOC Program Vendor Relationship
	 
	 	Ÿ	 	Manager – Ford SPOC Program Operations (all regions)

	 
	 	Ÿ	 	

 Managers – Ford SPOC Program LOB (all regions)
	 
	 	Ÿ	 	Buyer – Ford SPOC Program (EU & NA)
	 
	 	Ÿ	 	Vice President- TechTeam Sales
	 
	 	Ÿ	 	Vice President- TechTeam Operations
	 
	 	Ÿ	 	Account Manager — TechTeam Ford Account (all regions)
	 
	 	Ÿ	 	Operations Director — TechTeam Ford Account

  n Agenda:

	 	Ÿ	 	Introductions
	 
	 	Ÿ	 	Strategic Updates and Planning
	 
	 	Ÿ	 	Performance Discussion
	 
	 	Ÿ	 	Innovations
	 
	 	Ÿ	 	SPOC Program Issue Team Updates
	 
	 	Ÿ	 	Governing Element Review and Forecasting
	 
	 	Ÿ	 	Financial Results

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	16

 

Ford Global SPOC Program Scope of Work

	 	Ÿ	 	Contractual Updates/Contractual Changes of Scope
	 
	 	Ÿ	 	Open discussion

Executive Review Meetings

  n Purpose: Executive management review of overall contract performance, process
innovations implemented, and corresponding financial and/or service level results and program
strategic direction.

  n Metrics Reviewed: All Performance Reports

  n Frequency: Annual

  n Participants:

	 	Ÿ	 	Ford Director ITI
	 
	 	Ÿ	 	Vice President – Ford Credit North America Information Technology Office
	 
	 	Ÿ	 	Manager – Ford Deskside Services
	 
	 	Ÿ	 	Manager — Ford ITI Europe
	 
	 	Ÿ	 	Manager — Ford Credit Manager US (EU if applicable)
	 
	 	Ÿ	 	Manager – Ford Deskside Services Europe
	 
	 	Ÿ	 	Manager – Ford Global SPOC Program Support Services
	 
	 	Ÿ	 	Manager – Ford SPOC Program Vendor Relationship
	 
	 	Ÿ	 	Manager – Ford SPOC Program Operations (all regions)
	 
	 	Ÿ	 	Managers – Ford SPOC Program LOB (all regions)
	 
	 	Ÿ	 	Buyer – Ford SPOC Program (EU & NA)
	 
	 	Ÿ	 	TechTeam President and Chief Executive Officer
	 
	 	Ÿ	 	Vice President- TechTeam Sales
	 
	 	Ÿ	 	Vice President- TechTeam Operations
	 
	 	Ÿ	 	Account Manager — TechTeam Ford Account (all regions)
	 
	 	Ÿ	 	Operations Director — TechTeam Ford Account
	 
	 	Ÿ	 	Program Manager — Ford and TechTeam SPOC

  n Agenda:

	 	Ÿ	 	Introductions
	 
	 	Ÿ	 	TechTeam Update
	 
	 	Ÿ	 	Ford Update
	 
	 	Ÿ	 	SPOC Program Directional Update
	 
	 	Ÿ	 	Strategic Updates and Planning
	 
	 	Ÿ	 	Performance Discussion (Rolling 6 month view)
	 
	 	Ÿ	 	Financial Results (Cost savings, cost avoidance, contractual savings)
	 
	 	Ÿ	 	Present changes agreed to through the Contractual Significant Event forum
	 
	 	Ÿ	 	Upcoming initiatives – program strategic only
	 
	 	Ÿ	 	Significant Events
	 
	 	Ÿ	 	Open discussion

					
	 	 	 	 	 
	 
	 	December 1, 2005
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Ford Global SPOC Program Scope of Work

5.0 Program Service Components

The services delivered by the Global SPOC Program are designed to minimize the disruption of
service outages and to facilitate the fulfillment of IT service requests. This section
documents the services that the SPOC Program delivers. All services provided will comply with
Ford’s Information Technology Policy Manual (ITPM) as may be updated from time to time.

Core SPOC Program Services

The Ford Global SPOC Program is a comprehensive approach to delivering 1st level IT support
services. This approach integrates key service delivery components into one common Program.
The key components are:

  n Support Center

  n Deskside Support

	 	Ÿ	 	Deskside Dispatch
	 
	 	Ÿ	 	Deskside Central

  n Global Project Office

Each of these components is critical to the success of the Ford Global SPOC Program. Ford and
TechTeam cooperatively manage the SPOC Program functions. A brief description of each
follows:

Support Center (Service Desk)

The Support Center is the first line of support for all IT issues within Ford and is the
single point of entry into the Ford Global SPOC Program. Support Center analysts are
responsible for logging Customer incidents, resolving incidents using defined processes and
tools, and escalating incidents they are unable to resolve using these defined processes and
procedures.

The Support Center will close a majority of incidents on the first contact. If the incident
cannot be resolved at the Support Center the incident will be escalated to the appropriate
support organization, either within the SPOC Program model or to external resources.
Regardless of where the incident is escalated, the Ford Global SPOC Program is the owner of
the incident throughout its lifecycle. This means the Support Center is responsible for
ensuring that feedback is communicated and the user is always kept informed of the status of
their incident. To achieve this goal the Support Center monitors and ensures follow-up with
the appropriate support organization until closure. The Support Center provides all customers
with a route into the system ensuring user assistance with all types of problems or questions
concerning the Ford IT environment.

Deskside Central Support

* * *

     (Material omitted from page 18 and page 19)

					
	 	 	 	 	 
	 
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	 	18

 

Ford Global SPOC Program Scope of Work

Deskside Remote Model Pre-Requisites

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	19

 

 

Ford Global SPOC Program Scope of Work

Support Center for Manufacturing Sites (Plant Hotline)

As a standard SPOC Program offering, the SPOC Support Center provides a mechanism for critical
manufacturing issues to be handled with increased priority. The Program refers to this offering as
the SPOC Plant Hotline. All SPOC enrolled plant IT Managers will be offered the ability to access
a SPOC Support Center Specialist on a 24x7 basis for critical plant IT issues which impact
manufacturing production. To access the Plant Hotline, the plant IT Manager will dial the standard
NA SPOC Support Center phone number and will enter a “Silent” IVR option upon hearing the greeting.
This option will route the critical plant call with critical priority to a SPOC support
specialist. The SPOC Support Center will then gather critical information about the outage and
immediately escalate an incident to the appropriate resolver group. The Support Center will then
track and follow up on resolution actions until the outage is resolved.

JLR Manufacturing Support

As noted in Section 5.0 Program Service Components above, the UK-JLR region has elected to
establish a local SPOC Manufacturing Support Center to receive all calls from JLR plants. The
key design elements of the JLR Manufacturing Support model follow:

  n 2,000 call per month

  n 90/120 phone service level

  n Coverage hours: M-F 6am – 7pm

  n After Hours and Weekend calls will be routed to a non TechTeam support team.
(Currently the calls route to the JLR data center)

Deskside Central Support

The Deskside Central support team is the “arms and legs” of the Ford Global SPOC Program.
Deskside Central analysts are located on-site at various Ford sites and handle issues
escalated from the Support Center. The Deskside Central support team is responsible for
resolving the majority of incidents that are escalated to them that require a physical visit
to the end-user’s desktop. Examples of issues resolved within the Deskside Central team
include drive mapping, registry conflict resolution, restages, virus containment, emulator
trouble-shooting, and connectivity issue resolution. Issues that are not resolved within the
Deskside Central team are escalated to the appropriate 2nd/3rd level resolver groups for
resolution and closure.

Deskside Central Support can be facilitated via an Onsite or Remote delivery model. Onsite
Deskside Central and Remote Deskside service delivery models are responsible for the same
functions and as such both types of customers are counted as SPOC Program seats under this
agreement. The services delivered for these two types of service models are the same with the
exception that required Deskside visits for the Remote Deskside model is conducted via a
telephone call between the end-user and a SPOC Program Deskside analyst instead of the
physical visit to the customer’s desk that typically occurs for customers who receive Onsite
Deskside support.

Removal of Value Added Activities

Additionally, historically the SPOC Program has offered Deskside activities that are
considered “value added” at no additional cost to Ford. These activities are discontinued as
a core deliverable within the Managed Service. See the SPOC Services Matrix in Appendix L for
identification of those tasks/activities which are included in the managed service and those
that that will incur a T&M charge separate from the Managed Service fee.

December 1, 2005

20

 

 

Ford Global SPOC Program Scope of Work

Resource Management

* * *

Support Center and Deskside Hours of Operations

The following table details the support hours of operation. The local time zones for each
location define the hours of operation.

Support Center Hours

Support center locations will continue to be based in the UK (Warley), DE (Niehl), NA (Dearborn)
and until transition to the proposed offshore facility, JLR will be serviced out of the Solihull
support center.

Regional presence within the support center will be provided as defined below.

	 	n	North America: 24*365
	 
	 	n	UK-Ford (UK-Warley): 8am to 5pm Monday to Friday
	 
	 	n	DE- Niehl: 8am to 5pm Monday to Friday
	 
	 	n	UK-JLR: 8am to 4pm Monday to Thursday, 8am to 3pm Friday

United Kingdom (Warley) support center hours and resources will be reduced to the core hours
required to support the peaks in call volume. The North American support center will provide the
United Kingdom with call overflow support. All United Kingdom regions will route calls after the
local coverage hours to the North American support center.

Deskside Support Hours

Central Deskside support will be provided within the UK and DE region from 8am – 5pm ET, M-F
and in NA 7am – 8pm ET, M-F.

Deskside support will be provided within each region for 10 contiguous hours per day. The
hours of service delivered are between the hours of 6am and 7pm Monday to Friday. Each site
can choose its own 10 contiguous hours within this time period. Additional hours of service,
or service required outside of this timeframe will be made available through the Service
Catalogue as a menu option.

Executive and Premium support is available as defined in the SPOC Services Catalog available
as a menu option.

	 	n	Ford Credit Service Center hours will vary by location. The listed hours are the
maximum number of hours of operation for any Service Center.

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21

 

 

Ford Global SPOC Program Scope of Work

	 	n	Sites may opt for ten contiguous hours of support at a timeframe other than those
listed above. When a site requests more than ten hours of contiguous support, a price
uplift will be implemented. The following exceptions are related to country specific
employment requirements:

	 	o	 	UK-Ford – Coverage requested during the local hours of 10 p.m. until 6 a.m.
will be provided via the after-hours support model
	 
	 	o	 	DE-Niehl (DE-Köln)– Coverage requested during the local hours of 10 p.m. until
6 a.m. will be provided via the after-hours support model

Global Project Office

The Global Project Office (GPO) is responsible for ensuring that consistent global processes
are delivered via the Ford Global SPOC Program. They act as the gatekeeper to ensure
consistency, standardization & quality with all regions of the program. Within the confides of
this SOW, the consolidated global project office will transition into a cross-functional team
responsible for managing change on an as-required basis.

The cross functional project office team will focus on maintaining the existing Program
practices, process and tools while also growing the Program’s enrolled user base and service
offerings. Provided below are the detailed specifications of the 2005-2008 Project Office.

	 	n	Elimination of the BWO Supervisor role (North America)
	 
	 	n	Elimination of the KM project resource (North America)

  n Project office tasks and services that are related to the growth in the number of
Customers supported or the expansion of SPOC services under the per unit Managed Service fee
are included in the managed service per unit price.

  n Account Liaisons and CRMs will be assigned to new business initiatives that grow
the SPOC enrolled seat count or add services that generate incremental Ford spend. Those
initiatives that do not meet this criteria can be provided by TechTeam at T&M rates and will
be quoted on an ad-hoc basis.

	 	Ÿ	 	Examples of initiatives that are included in the managed service price include
site launches and launches of new billable menu options. Examples of initiatives
that are not included in the managed service price include managing feasibility
studies, management of focus groups, and impact analysis on customer proposed
changes.
	 
	 	Ÿ	 	Existing processes, tools and methods of managing the SPOC program will be
subject to continuation in maintenance only mode. Any increased scope or changes to
the existing methodologies will be subject to change at T&M rates quoted on an
ad-hoc basis.

  n All tools will be in ‘maintenance only’ mode. TechTeam will perform the
following functions for the SPOC owned tools:

	 	Ÿ	 	SPOCOPS: User add, user change, user delete, service maintenance on the SPOCOPS
servers, backup/DRP, audit of current reports for accuracy, support
	 
	 	Ÿ	 	SPOC-IMS: User add, user change, user delete, service maintenance on the
SPOC-IMS, servers, backup/DRP, audit of current reports for accuracy, support
	 
	 	Ÿ	 	PST: User add, user change, user delete, service maintenance on the SPOC-IMS,
servers, backup/DRP, audit of current reports for accuracy, support
	 
	 	Ÿ	 	SPOC EROOM: User add, user change, user delete, archive and folder maintenance, support
	 
	 	Ÿ	 	SCOPE/Bldg Matrix: User/content add, user/content change, user/content delete, support

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22

 

 

Ford Global SPOC Program Scope of Work

  n A single Global Applications Manager responsible for all application launches and
change management projects. Upon launch of the UK-JLRl region, a second Global Applications
Manager will be added to the global team. Application launches are defined as:

	 	Ÿ	 	A new application requiring due diligence, training and SCOPE updates OR New
functionality of existing application requiring due diligence, training and SCOPE
updates.

	 	Ÿ	 	Ford and TechTeam agree that the volume of application launches included within
the Managed Service will be capped at an annual 24 while one Application Manager is
in place with a maximum of 4 concurrent launches. A second Application Manager will
be appointed when the UK-JLR region launches with the SPOC Program. With the
appointment of the second Application Manager the volume of application launches
included within the Managed Service will be capped at an annual 50 application
launches with a maximum of 8 concurrent launches once the second Application Manager
is included in the program.

  n Training functions within the SPOC program will move into Operations and will be
redesigned into a dual role – that of Specialist and Training. The impact of this combined
role will mean that training requirements will be more closely monitored to ensure that new
site and application launches will be timed in order to reduce any potential impact on service
delivery.

December 1, 2005

23

 

 

Ford Global SPOC Program Scope of Work

6.0 Service Level Offerings

Ford and TechTeam mutually agree that to effectively measure the complete support experience;
the Service Level Agreement will focus on response, resolution and the overall effectiveness
of the service deliverables and will include customer service feed-back measured against an
approved service level.

SPOC Program Core Service Offerings

To ensure that the SPOC Program service offerings align with business requirements, The SPOC
Program will provide one common global Service Level Agreement. Each service level will be
measured monthly on a regional level.

Ford Service Level Agreements – Core Services

Support Center Service Level Agreements

	 	 	 
	Time to Answer

	 
	 	 
	Definition

	 	Measurement of time (in seconds) starting at the point a call enters
an ACD queue. This measure excludes all switching/processing time
prior to a call entering an ACD queue.
	 
	 	 
	Calculation

	 	The number of Calls Answered within 120 seconds divided by the number
of all Calls Answered
	 
	 	 
	Target

	 	70 percent in less than or equal to 120 Seconds
	 
	 	 
	Calls Abandoned

	 
	 	 
	Definition

	 	Percentage of all calls that were abandoned (by the caller) after
entering into an ACD queue. Calls abandoned (by the caller) prior to
entering an ACD queue are not counted in this measurement.
	 
	 	 
	Calculation

	 	(Calls abandoned (by the caller) divided by all calls that entered into an ACD queue)
	 
	 	 
	Target

	 	Target: 8 percent or less
	 
	 	 
	Websubmit Response

	 
	 	 
	Definition

	 	Measurement of time (in hours) starting at the point a ticket
generated by an automatic web submit enters a SPOC incident management
queue.
	 
	 	 
	Calculation

	 	The number of websubmits responded to within 4 hours divided by the
number of all websumbits responded to.
	 
	 	 
	Target

	 	100 percent in less than or equal to 4 business hours
	 
	 	 
	First Tier Closure 

	 
	 	 
	Definition

	 	The percentage of SPOC processed incidents resolved as a direct result
of call avoidance tools, Support Center and Central Support Team
efforts.
	 
	 	 
	Calculation

	 	(Incidents logged as quick ticks, resolved web incidents, plus auto-answered calls/web incidents, central support closed incidents) divided by (total number

December 1, 2005

24

 

 

Ford Global SPOC Program Scope of Work

	 	 	 
	 

	 	of calls answered, processed web incidents
plus auto-answered calls/web incidents.
	 
	 	 
	Target

	 	70 percent target (to be baselined from February 2006 through May 2006)
	 
	 	 
	Client Satisfaction

	 
	 	 
	Definition

	 	Results of a random survey of clients who have had an incident open by
one of the regional SPOC Support Centers. There are six questions
where respondents rate their experience with the entire IT
organization on a scale of 1 to 5, with 5 representing “completely
satisfied.” Answers of 4 or higher constitute a ‘positive’ customer
satisfaction response.
	 
	 	 
	Calculation

	 	Total of all ‘positive’ responses divided by the maximum number of
possible responses
	 
	 	 
	Target

	 	4.1 on a 5 point scale

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Ford Global SPOC Program Scope of Work

Deskside Service Level Agreements

	 	 	 
	Deskside Response

	 
	 	 
	Definition

	 	Measurement of time (minutes) starting at the point a ticket enters a
SPOC Deskside incident management queue.
	 
	 	 
	Calculation

	 	The number of tickets responded to within 60 minutes divided by the
number of all tickets responded to during core hours.
	 
	 	 
	Target

	 	80 percent in less than or equal to 60 minutes
	 
	 	 
	Deskside Support Resolution

	 
	 	 
	Urgent

	 
	 	 
	Definition

	 	Unable to do normal work – no workaround is available
	 
	 	 
	Example

	 	n    PC Down — no workaround is available

	 

	 	n    Network connectivity

	 

	 	n    Monitor broken

	 

	 	n    Mouse broken

	 

	 	n    Keyboard broken

	 

	 	n    Server down

	 

	 	n    Mainframe Applications

	 

	 	n    Password resets for Applications/SecurID

	 

	 	n    Virus

	 

	 	n    Software reload

	 
	 	 
	Target

	 	Standard
	 
	 	 
	 

	 	85 percent incident resolution in 4 business hours or less
	 
	 	 
	 

	 	n    If a SPOC deskside GIRS queue receives an incident before 5
p.m. M-F, the deskside technician will work the incident through
resolution or escalation.

	 

	 	n    If the incident is received after 5 p.m. M-F, the target call
closure time will not start until the deskside technician starts at 7
a.m. the next business day.

	 
	 	 
	High

	 
	 	 
	Definition

	 	Unable to do normal work –workaround is available
	 
	 	 
	Example

	 	n    Cannot print to primary printer/plotters/multi-functional
devices

	 

	 	n    PC down – another is available

	 
	 	 
	Target

	 	Standard
	 
	 	 
	 

	 	85 percent incident resolution in 10 business hours or less
	 
	 	 
	Standard

	Definition

	 	The client can work but needs assistance

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Ford Global SPOC Program Scope of Work

	 	 	 
	Example

	 	n    How to’s

	 

	 	n    New software loads

	 

	 	n    Rudimentary hardware installations

	 

	 	n    User Id requests for application access

	 

	 	n    Data restores

	 
	 	 
	Target

	 	Standard
	 
	 	 
	 

	 	85 percent incident resolution in 30 business hours or less

Service Level Agreement Notes:

	 	1.	 	All service levels will be measured monthly within the region from which the
service is delivered.
	 
	 	2.	 	TechTeam will make all efforts to meet the above service levels during the transition
from the 2002-2005 SPOC Program Model to the model described within this Scope of Work.
TechTeam and Ford will jointly monitor these levels weekly, and after a three month period
will convene a Board of Governors meeting to review/resolve any outstanding issues that may
exist with these metrics as a result of the transition.
	 
	 	3.	 	The parties agree that until the current Incident Management system (GIRS) is replaced
with Peregrine’s Service Center, the Deskside Response service level can not be measured or
reported. Until an automated response to a ticket entering a SPOC deskside incident
management queue can be generated by a Ford provided tool, TechTeam will make all efforts
to respond to each Deskside ticket within the guidelines of the Deskside Response service
level above for the United Kingdom-Solihull region only. Once Peregrine’s Service Center
is implemented within SPOC and an automated process is included to enable automatic
responses of tickets that are assigned to a SPOC Deskside queue, TechTeam will apply this
service level requirement to all regions and will begin measuring and reporting performance
against this requirement at no additional cost to Ford.
	 
	 	4.	 	TechTeam will continue to follow up on up to 50 negative responses to customer
satisfaction surveys per week globally. TechTeam and Ford will monitor negative responses,
and utilize the Governance process as necessary if a potential negative trend does not
correct itself.
	 
	 	5.	 	The Websubmit Response will be facilitated via an automatic process. The incident
management system will send an automated response to the user once the websubmit is
received by the incident management system and a ticket is created.

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27

 

 

Ford Global SPOC Program Scope of Work

7.0 Program Flexibility

In principle, the SPOC Program is founded on common services, service levels, processes and
governing measures. The partnership recognizes that the most efficient, effective and
customer-focused support model for a global organization is one of common program practices.
In an effort to balance common practices with regional business needs, the SPOC Program
contract structure allows flexibility to reduce SPOC Program costs on a Global or Regional
basis through the following methods:

Working Together in Partnership to Reduce Costs

Ford Motor business conditions may require that SPOC Program costs be reduced on a global or
regional basis. If this occurs, Ford and Tech Team will work together to identify viable
options by reducing SPOC Program services to achieve cost targets. Tech Team will be
requested to develop a proposal for all viable strategies and will include risk analysis,
business impact and savings potential.

The Bi-Annual True Up

A bi-annual true up will take place for all regions participating in the program. The true up
will take into account multiple data points, including a re-calculation of seat counts,
support request frequency and incident handle time.

Seat Count True Up

Seat Count True-Up Assumptions

  n The seat count True-Up will occur on June 1st and December 1st

  n A secondary data source for validation of Seat Count True-up counts will be used
whenever available. The tolerance amount will be defined based on the region and the source
data. This information will be reported to the regional representatives at the Bi-Annual
Contractual Significant Event timing.

See Appendix E-I for the Global Seat Counting process detail and Regional Seat Count Process
detail.

Customer Behavior True Up

* * *

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28

 

 

Ford Global SPOC Program Scope of Work

True Up Result Scenarios and Outcomes

* * *

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29

 

 

Ford Global SPOC Program Scope of Work

True Up Results Scenario and Outcomes

	 	 	 	 	 	 	 	 	 	 	 	 	 	 	 
	 	 	Threshold	 	 	 	Likely Causal Factors	 	Example Next Step Options
	Metric	 	Above	 	Below	 	Impact	 	Above	 	Below	 	Above	 	Below
	Support Request 

Frequency (SRF)

	 	TBD prior to
contract signature
	 	TBD prior to
contract signature
	 	Variance in

expected call

and/or ticket

volumes
	 	Outages in the

environment or

large application

launch
	 	Seat count

decreases with

overall Support

Center volume being

maintained,

stability in the

environment or new
tools that reduce
overall
 support
volume
	 	Re-evaluation of
pricing or
temporary SLA
deviation until
next bi-annual true
up
	 	Re-evaluation of
pricing or addition
of menu options at
no incremental cost
	 
	 	 	 	 	 	 	 	 	 	 	 	 	 	 
	Incident Handle 

Time (IHT)

	 	TBD prior to
contract signature
	 	TBD prior to
contract signature
	 	Variance in
expected length of
Support Center
calls
	 	Large scale outage
requiring excessive
problem resolution
efforts, widely
used application is
launched
	 	New productivity

tool launch
	 	Re-evaluation of
pricing or
temporary SLA
deviation until
next bi-annual true
up
	 	Re-evaluation of
pricing or addition
of menu options at
no incremental cost
	 
	 	 	 	 	 	 	 	 	 	 	 	 	 	 
	Seat Count

	 	TBD prior to
contract signature
	 	TBD prior to
contract signature
	 	Variance in number
of contractually
SPOC’d Customer
	 	New site launches,

new Trust Mark

brand integration

into SPOC Program
	 	Decommission of
seats, SER programs
	 	Increase in the
number of regional
seats used to
calculate total
volume and an
increase in cost
for delivery of the
Managed Service
	 	Decrease in the
number of regional
seats used to
calculate total
volume and a
decrease in cost
for delivery of the
Managed Service

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Ford Global SPOC Program Scope of Work

An Out-of-Cycle True Up

The third method through which the SPOC Program allows flexibility, is regional eligibility
for an out of cycle seat count true-up if a Significant Event occurs that causes a change in
the existing number of total seats in that region by a factor of +/- five percent. In order
for this to be implemented, data must be provided as to the number of individuals leaving the
program by region and the estimated timescales involved. A Significant Event is defined as an
organizational restructure, regional realignment, and/or elimination of SPOC Program seats
within a SPOC Program region. Additionally, a Significant Event will include the addition of
SPOC Program seats caused by an event other than the launch of a new building. Results of the
Out of Cycle True Up will follow the same process as outlined in the Bi-Annual True Up.

Timeline for a Change in Service

In the event that true results that triggers a request for a change in service, TechTeam will
implement a change request within a maximum of 3.5 months* . The target timescales will be
communicated to show when the changes are expected to begin.

 

			
	*	 	This timescale applies to all requests where resourcing changes result in a downsizing or
upsizing of 15 individuals or less. Where the changes are greater than this, indicative
timescales will be provided based on the scope of the change.

All changes will be documented and agreed to by both Ford and TechTeam using the Change of
Scope Form provided in Appendix J of this SOW.

Baseline Activity Monitoring

* * *

     (Material omitted from page 31 and page 32)

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Ford Global SPOC Program Scope of Work

* * *

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Ford Global SPOC Program Scope of Work

Global ‘SPOC Program by Business Unit’

To continue the growth of the SPOC Program, Ford and TechTeam have agreed to implement the
SPOC Program by Site (as defined by the Definitions section of this SOW) Principle whenever
possible. In a situation where this principle is not possible, the SPOC Program team will
have the ability to implement SPOC Program by high-level organization within a building. When
SPOCing by organization, the following assumptions will apply:

  n All regions will attempt to SPOC Program at the Building level first and
foremost.

  n If SPOCing at the Building level is deemed impossible, the SPOC Program may be
implemented at the organizational level as long as the entire organization within a building
is SPOC Program.

  n When it is determined that we will be SPOCing by organization within a building,
a written request will go into the Ford GPO Manager (Ford & TechTeam) so that an official seat
count pull can be performed. The two key pieces of information required are: Building Code and Business
Unit. These two fields are the only fields which can be used to generate a valid seat count.

  n The seat count pull process will be the official means of pulling seat count data
and will be used as the master source of data for all SPOC Program by Organization launches.
The complete seat count pull process is owned by the GPO and a copy can be provided upon
request.

  n SPOC Program will provide the customer with the seat count during the due
diligence phase of the launch process. The customer bears all responsibility for taking any
actions required to reconcile the seat count if or when there is a discrepancy between the
seat count pull and the customer’s seat count estimate. Once the customer believes that the
CDS records for the building population have been corrected, the SPOC Program will re-pull the
CDS seat count to ensure accuracy.

  n The launch of a new site or organization will not be approved to launch until a
final seat count (based on an CDS pull) is agreed and approved

The building matrix, which is the official source of seat counts, will need to be modified to
account for this change. The data will then be recorded in the Building Matrix which is owned
by the Ford SPOC Program GPO. Ford Credit does not use the Building Matrix because this region
is 100% enrolled in the SPOC Program.

December 1, 2005

33

 

 

Ford Global SPOC Program Scope of Work

8.0 The Customer Experience

Customer Experience Model

The partnership agrees that to accurately assess the customer’s satisfaction with the SPOC
Program, a Customer Experience Model will be implemented. This model will consolidate
components of the program, which collectively enable the partnership to understand SPOC
Program customer’s experience, into a cohesive model. The Customer Experience Model includes
ongoing definition of the service attributes required of SPOC Program customers, tracking of
performance metrics that measure the attributes and reporting of results. There are 3 key
elements of the SPOC Program Customer Experience Model. An overview of each element is
provided below with reference to the corresponding Scope of Work section in which additional
detail is provided.

Customer Experience Focus Groups

The SPOC Program utilizes Focus Groups as a mechanism to ensure the program deliverables are
aligned with customer expectations. The Customer Experience Focus Group, led by SPOC Program
representatives will include Site Management and Customer representatives to ensure the
complete voice of the customer is queried. Each SPOC Program region will facilitate one
Customer Experience Focus Group per quarter which will query the participants on their
satisfaction with the program as well as areas for improvement. The results will be inputs to
the SPOC Program Governance forums (SPOC Program Issues Meeting) for global assessment and
appropriate implementation of SPOC Program enhancements.

Additional information regarding SPOC Program Focus Groups is contained within the SPOC
Program Practices section of this SOW.

Customer Satisfaction Surveys

The SPOC Program utilizes customer satisfaction surveys as a key mechanism to measure the
customer’s experience with an individual interaction with SPOC Program. The survey is mailed
to customers who have had an incident open by one of the regional SPOC Program Support
Centers. The survey is initiated by an email containing a link to the SPOC Program customer
survey web site. From this web site, the customer is provided key information regarding their
contact with SPOC Program including the incident number, the symptoms reported by the
customer, incident work log and the SPOC Program resolution. Currently, there are six
questions where respondents rate their experience with the entire IT organization on a scale
of 1 to 5, with 5 representing “completely satisfied.” Answers of 4 or higher constitute a
‘positive’ customer satisfaction response. The Customer Satisfaction Service Level metric is
calculated by summing the number of all ‘positive’ responses and then dividing by the maximum
number of possible responses. Customer Satisfaction results are reported in the Customer
Satisfaction Report available on the SPOC Program Operations website. The SPOC Program
Customer Satisfaction Service Level is defined within the Service Level Agreement section of
this Scope of Work.

December 1, 2005

34

 

 

Ford Global SPOC Program Scope of Work

9.0 SPOC Program Practices

In support of the Ford One IT approach, the SPOC Program leverages common and centralized
practices to ensure consistent implementation of the Program elements within each SPOC
Program region. Partnered development and approval of the Program Practices is facilitated
by the Ford and TechTeam Global SPOC Program Owners. Specific details of the SPOC Program
Practices are defined below.

Ford Employees Working in the SPOC Program

The Ford Global SPOC Program is a fully managed service delivered by TechTeam. However,
TechTeam recognizes that there will be times when it is difficult to function as a fully
managed service due to special circumstances within the Ford environment. This section
outlines the guiding principles for when Ford requests that its employees join the Ford
Global SPOC Program during a new site launch. Any requests to add a new Ford employee to the
Ford Global SPOC Program must follow the required guiding principles. The SPOC Program will
deny any requests that do not meet the defined global guiding principles.

Global Guiding Principles – Ford Employees in the SPOC Program DE-Niehl (DE-Köln)Region

  n Ford employees can only be added as resources to deliver the Managed Service
when the SPOC Program launches a new site at which a Ford employee currently provides Level 1
IT support as defined by the SPOC Program.

  n Ford employees transitioning into the SPOC Program can only be a Level 1
Deskside Analyst. These employees cannot hold a Support Center, project office, or
management position.

	 	Ÿ	 	It is agreed that in the Ford Motor DE region, currently there are (3) Ford
employees staffing Support Center positions.

  n If at the time of a site launch the Ford employee currently holds a Team Leader
position the employee may retain that same position.

  n The Ford employee’s manager must agree (prior to site launch) that no other
suitable opportunities exist within the Ford environment for this person.

  n Ford employees will be required to work the same schedules as TechTeam employees
even though the standard weekly hours worked for Ford employees in Germany is 37.5. Ford
Employees in Germany will be granted an additional 15 vacation days per year taken in lieu of
the extra 2.5 hours worked per week. The Ford employees are also required to be available for
shift work aligned with the local service hours that the SPOC Program provides support (by
region).

  n Ford employees will be required to be available to perform special projects that
may occur outside of standard work hours as deemed necessary by TechTeam Management in
support of the SPOC Program goals.

  n Any training for Ford employees outside of the standard SPOC Program Core
Training will be fully funded by Ford.

  n Ford employees will report to the Ford SPOC Program Operations Manager for
internal Ford Management Human Resources-related purposes.

  n The Ford employee’s Manager and the TechTeam Manager will maintain regular
communication and share decision-making regarding the Ford employee’s objectives,
responsibilities and performance in the SPOC Program. The TechTeam Manager’s focus will be
on day-to-day operations, as well as, special project work. The Ford Manager will measure
the employee’s performance to all defined SPOC Program objectives and responsibilities into
each employee’s performance review.

  n Ford employees will take day-to-day operational direction from a TechTeam Team
Leader and/or Program Manager including, but not limited to, the following items:

	 	Ÿ	 	Scheduling of shifts, breaks, lunches, etc.
	 
	 	Ÿ	 	Holiday planning
	 
	 	Ÿ	 	Resource management

	

				
	 
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Ford Global SPOC Program Scope of Work

  n Ford employees will be required to participate in Resource Management within the
SPOC Program. Participating in Resource Management includes the following:

	 	Ÿ	 	Employee must be available to work at local Ford sites other than the site they
normally report to if and when needed as determined by TechTeam management (daily,
weekly, and monthly).
	 
	 	Ÿ	 	Employee will participate in the virtual phone process as required by TechTeam
management. This process requires Ford employees to field inbound support
requests from their desk at their home Ford location or physically relocating to
the Support Center for an undetermined period of time (hours, days, weeks or
longer) functioning as a Help Desk Analyst.

  n The Ford employees will be dedicated to the SPOC Program and support its
initiatives. Ford and TechTeam Operations Managers will need to pre-approve any requests for
these employees to perform tasks outside of the standard SPOC Program services.

  n The TechTeam Manager must have a defined escalation path to a Ford Operations
Manager so that all performance issues are addressed in accordance with the SPOC Program
standards provided they do not conflict with Ford principles. If performance issues are not
addressed in a timely fashion or to the satisfaction of the TechTeam Manager, these issues
will be escalated to the appropriate Ford Manager and the TechTeam Global Account Manager.

  n Ford and TechTeam will be jointly accountable for the attainment of Service
Levels. Not attaining the defined metrics cannot be a benchmark or performance issue that
TechTeam is solely accountable for.

  n Ford employees need to participate in and be held accountable to all SPOC
Program performance metrics including, but not limited to the following:

	 	Ÿ	 	Support Center monitoring
	 
	 	Ÿ	 	Deskside ticket grading
	 
	 	Ÿ	 	Individual performance reports and target attainment
	 
	 	Ÿ	 	Participation in Jeopardy – an on-line training program used within the Ford
Global SPOC Program

  n When a Ford employee leaves the SPOC Program for any reason (i.e. retirement,
takes another job within Ford, is laid off, etc.) they will not be backfilled by a Ford
employee. The exception here is in Germany where Ford will need to maintain the three Ford
staffing positions currently utilized by the SPOC Program. If TechTeam determines this
position needs to be backfilled, it will be backfilled by a TechTeam employee. Negotiation
with the Workers Council may be required for each event when this occurs in Germany and will
be conducted by Ford on TechTeam’s behalf.

  n Ford employees may join the SPOC Program for a maximum of eighteen months (540
days) from the day of the site launch within the SPOC Program. At the end of the eighteen
months they must transition to another job within Ford or may be hired by TechTeam (if
possible) in TechTeam’s sole discretion.

  n The TechTeam Manager will hold reviews every 6 months with the Ford Manager to
review progress toward rotation of the Ford employee to position outside of the SPOC Program.
In the event the employee does not transition within the 18-month timeframe, the appropriate
Ford and TechTeam Executive Management will be notified and a resolution agreed upon.
Variations in Germany due to Workers Council requests may require adjustments to this
principle. All adjustments will require written documentation and approval by Ford and
TechTeam via the change of scope process.

  n Ford employees need to meet the following minimum criteria defined to work in
the SPOC Program:

	 	Ÿ	 	Pass SPOC Program assessment test (administered by Ford Manager during the
interview process)
	 
	 	Ÿ	 	Meet requirements of job specification
	 
	 	Ÿ	 	Meet language requirements
	 
	 	Ÿ	 	The Ford employee will agree to take their direction and be managed by a
TechTeam manager. This agreement will take place through a one-to-one
conversation with the TechTeam Manager prior to an offer being extended

	 				
	 
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Ford Global SPOC Program Scope of Work

	 	Ÿ	 	Complete the SPOC Program core-training program (5 weeks) and pass an
additional assessment test (administered by Ford Manager) at the end of training.
Training location will be based on the physical logistics and identification of
the most cost-effective solution in order to minimize travel expenses.

  n If the Ford employee does not meet the minimum requirements:

  n The Ford Manager will re-evaluate the employee’s progress toward meeting the
minimum requirements within 1 month of the initial selection. If the employee does not meet
the minimum requirements at that time, the Ford Manager will escalate through the appropriate
Ford and TechTeam Executive Management for resolution.

  n Exceptions to these Guiding Principles must be approved by Ford Management
(including the SPOC Program Owner) and TechTeam Management and documented in writing.

German Worker’s Council Agreement

Following the work undertaken by both Ford and TechTeam in reaching an agreement with the German
Workers Council in relation to Ford Employees in SPOC, TechTeam confirms its commitment to the
final agreement as provided within this SOW, Appendix K — German Workers Council Amendment.

Further clarification may need to be sought on the German Worker’s Council’s acceptance of the
Remote Deskside Support model. It is believed that there has been some concern previously by the
Worker’s Council in Germany regarding remote access into a customer’s device.

	 				
	 
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Ford Global SPOC Program Scope of Work

Transition of Non TechTeam Agency Resources

* * *

Industry Analysis (Benchmarking)

As a requirement of this contract, TechTeam has been requested to participate in an industry
analysis to benchmark how the services TechTeam delivers under this agreement compare to
industry providers of like services. TechTeam agrees to participate in this analysis
provided the following terms and/or criteria are met:

	 	n 	At Ford’s request the analysis will be conducted every 18 months.
	 
	 	n 	The benchmark criteria will be limited to the following:

	 	o	 	Contractual Service Level Agreements
	 
	 	o	 	Total Global Contract Price (Per Unit Price)
	 
	 	o	 	It is understood that in order to benchmark these key areas it will be
necessary to compare SPOC Program provided services to those of industry
providers, at the time of the analysis, to ensure an accurate comparison is being
conducted.

	 	n 	Should TechTeam compare unfavorably against the industry benchmark results,
TechTeam will have a period of sixty days to remedy the performance issue(s). If
TechTeam fails to remedy the performance issue(s) at the end of the sixty days, Ford
has the option to go out for a market test.
	 
	 	n 	Ford will have responsibility for the cost of the study to the third party
provider if it is to be used as a market test. Should TechTeam fail to perform
under provisions agreed to in Section 15.0 Agreement of this Scope of Work,
TechTeam and Ford will equally share the cost of the study not to exceed a total
study cost $50,000.

	 				
	 
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Ford Global SPOC Program Scope of Work

	 	n	The Board of Governors will oversee the conducting of the benchmark. A modification to
this agreement will be required if Ford and/or TechTeam decide to use a different
agency to conduct the analysis or if any other changes to this agreement are
requested. Both Ford and TechTeam will be required to agree on the modifications, in
writing, prior to arrangements being made with the agency and prior to the
commencement of the analysis.

In addition to the industry benchmark, the financial and operational performance of TechTeam
as an industry competitive service provider will be evaluated based on our ability to obtain
and maintain Ford Q1 certification. This certification can be used as an additional means of
ensuring that SPOC Program is delivered in a manner that meets both Ford and industry
criteria for best-in-class service.

	 				
	 
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Ford Global SPOC Program Scope of Work

Supporting Functions

The services delivered by the SPOC Program require functions that enable delivery. These
delivery enablers are highlighted below:

	 	 	 
	Program Management
	 	 
	 	 	 
	Description

	 	Responsible for the operational management and program management
of the Ford Global SPOC Program resources, which includes the
Incident Management function detailed below.
	 	 	 
	 

	 	The TechTeam program management team functionally aligns with the
Ford SPOC Program management team to ensure that the Ford IT
objectives are being consistently realized throughout the delivery
of the program
	 	 	 
	Key Functions

	 	n    Manage entire Ford Global SPOC Program Operations

	 

	 	n    Ensure adherence to service level agreements (SLA’s)

	 

	 	n    Manage all resources within the SPOC Program

	 

	 	n    Prioritize workloads of all and assign program resources –
Support Center, Deskside, GPO and remote site resources

	 	 	 
	 

	 	Note: To achieve the agreed pricing model, the ratio of Team
Leader to Analyst and Program Manager to Team Leader roles will be
increased within this agreement. The result of this will mean
that non essential tasks such as some meetings and communications
currently undertaken by the Team Leader and Program Managers will
be reduced or eliminated in to order focus on core program
activities and service deliverables while continuing to preserve
the strong and relationship between SPOC and Site Management in
the rollout of Deskside products/services.
	 	 	 
	Incident Management
	 	 
	 	 	 
	Description

	 	The incident management process aims to ensure that incidents are
detected and all service requests are recorded. Recording ensures
that there are no lost incidents or service requests, allows the
records to be tracked, and provides information to aid problem
management and planning activities. The process includes the use
of technology to provide self-service facilities to customers,
providing them with flexible and convenient interfaces to the
support function while also reducing the workload and personnel
requirements of the Support Center.
	 	 	 
	 

	 	An incident can be explained as:
	 	 	 
	 

	 	“Any event that is not part of the standard operation of a service
and causes, or may cause, an interruption to, or a reduction in,
the quality of service”
	 
	 

	 	The primary goal of the incident management supporting function is
to restore normal service operation as quickly as possible and to
minimize the adverse impact on business operations, thus ensuring
that the best possible levels of service quality and availability
are maintained. Normal service operation is defined as a service
operation within service level agreement (SLA) limits

	 				
	 
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Ford Global SPOC Program Scope of Work

	 	 	 
	Key Functions

	 	n    To restore normal service as quickly as possible

	 

	 	n    To minimize the impact of incidents on the business

	 

	 	n    To ensure that incidents and service requests are
processed consistently and that none are lost

	 

	 	n    Create and maintain meaningful records relating to
incidents

	 

	 	n    Assess and apply appropriate prioritization to all
incidents and service requests

	 

	 	n    To direct support resources where most required

	 				
	 
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Ford Global SPOC Program Scope of Work

	 	 	 
	Escalation Management
	 	 
	 	 	 
	Description

	 	The Escalation Management process defines the tasks that need to
take place to ensure an Incident is escalated to the appropriate
resolver group within the agreed amount of time and with the
agreed amount of incident information.
	 
	 

	 	The SPOC Program organization remains the owner of an incident
throughout it’s lifecycle, and will notify partner resolver groups
when Incidents are nearing their Service Level Agreement (SLA)
boundaries
	 	 	 
	Key Functions

	 	n    Perform Quality monitoring of Support Center incidents to
ensure that they adhere to quality guidelines. Tickets grading and
call monitoring process validates that SPOC Program analysts are
processing incident that adhere to customer defined escalation
procedures.

	 

	 	n    Process support incidents that adhere to customer defined
escalation procedures.

	 

	 	n    Receive and monitor customer quality issues through the
OFI/IHT process

	 

	 	n    Currently the NA Analysts are performing a “Row Captain”
escalation process. This is a trial process that instructs new
Analysts to review all non-FCC tickets with individually
identified “Row Captains” before the calls can be escalated.

	 	 	 
	System Management
	 	 
	 	 	 
	Description

	 	The SPOC Program delivers systems and processes to support the
operational delivery of IT Support. These systems (tools) are
fundamental to the successful delivery of IT support services with
the Ford Motor Company.
	 	 	 
	Key Functions

	 	n    Provision and management of the data obtained from the
incident management system.

	 

	 	n    Publishing analytics for the program performance.

	 

	 	n    Act as a point of contact for content owners

	 

	 	n    Perform updates to the SPOC Program Knowledge Management
tool (SCOPE) as requested by the content owner

	 

	 	n    Provision and management of the SPOC Program Metrics and
Analysis tools (SMART team)

	 

	 	n    Provision and management of the GPO change control
tracking system (Project Status Tracker)

	 	 	 
	Metrics and Analysis
	 	 
	 	 	 
	Description

	 	Metrics, and adherence to SLA’s, are critical to the successful
operation of any managed service program. Metrics are reviewed
and analyzed on a regular basis to ensure consistent process
improvements. Ongoing review and analysis of the metrics are also
critical to the successful management of a managed services
program.
	 
	 	 
	Key Functions

	 	n    Produce standard SPOC Program reports required by Ford
management.

	 

	 	n    Deliver analytics and reporting at a regional level.

	 

	 	n    Manage upgrades to Ford owned systems that produce metrics.

	 

	 	n    Interface with the tools and systems owner.

	 

	 	n    Follow established ACR and change management process
related to Ford systems that produce analytics for SPOC Program.

	 

	 	n    Deliver reporting that will be used to drive process
improvement and innovation.

	 

	 	n    Work with Global Customer owners and application owners to
resolve re-occurring issues.

	 				
	 
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Ford Global SPOC Program Scope of Work

Reporting and Metrics

The table below includes the key reports used within the Program. As agreed, the Reporting
and Metrics deliverables under this Scope of Work are considered to be in “Maintenance Mode”.
As such, TechTeam will focus on maintaining the current committed reporting and metrics.

	 	 	 	 	 	 	 	 	 
	 	 	 	 	 	 	Distribution	 	 
	Report Name	 	Description	 	Data Elements	 	Method	 	Frequency
	Quick-View/Analysis 

Executive Report

	 	The purpose of this
report is to 

provide a one page
executive overview
containing charts
of top four
performance
indicators of the
Ford Global SPOC
Program relative to
target service
levels as outlined
in the contract.
	 	This report

contains a rolling
	 	This report is
distributed via:
	 	Weekly
	 

	 	 	13 month of the
following 1) Calls
answered volume 2)
Phone SLA 3)
Average time to
answer 4) First
Contact Closure 5)
Customer
Satisfaction
	 	Email to a
specified
distribution	 	 
	 
	 	 	 	 	 	 	 	 
	Key Metrics Report

	 	The purpose of this
report is to
provide a two page
high level overview
containing charts
of all high level
contractual
performance
indicators of the
Ford Global SPOC
Program relative to
target service
levels as outlined
in the contract.
	 	This report
contains the
following
information- Calls
answered volume-
Phone SLA — Average
time to
answer-First Tier
closure-Customer
Satisfaction- Calls
abandoned -
Deskside service
level adherence
-Deskside average
time to resolution
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Monthly
	 
	 	 	 	 	 	 	 	 
	Customer
Satisfaction 

Report

	 	The purpose of this
report is to
provide SPOC
Program and site
management with
overview charts and
detailed customer
satisfaction
performance levels
relative to target
service levels as
outlined in the
contract
	 	This report
contains 1) Number
of surveys sent 2)
number of surveys
returned 3) survey
return rate 4)
Total answers for
each question 5)
Rate of
satisfaction
overall 6) Average
rating for each
question category
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Monthly
	 
	 	 	 	 	 	 	 	 
	Site Report

	 	The purpose of this
report is to
provide SPOC
Program and site
management with
performance and
volume information
from a site. A
site defined as a
building or
collection of
related buildings.
	 	This report
contains Number of
calls to the
Support Center -
Number of WEB
tickets submitted-
Total Phone and WEB
incidents- Report
of incidents by
Category- Deskside
performance to SLA
percentages-
Deskside time to
resolution -
Customer Sat rating
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Weekly/Monthly

	 				
	 
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Ford Global SPOC Program Scope of Work

	 	 	 	 	 	 	 	 	 
	Application Report

	 	The purpose of this
report is to
provide SPOC
Program and the
Application
Management teams
with performance
and volume
information related
to a particular
application. The
Application Report
is data oriented
and does contain a
chart
representation
	 	Contains number of
phone calls place
to the Support
Center- Number of
WEB tickets
submitted- Total
phone and Web
incidents- Number
of phone calls
closed on first
contact
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Weekly/Monthly

	 				
	 
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Ford Global SPOC Program Scope of Work

	 	 	 	 	 	 	 	 	 
	 	 	 	 	 	 	Distribution	 	 
	Report Name	 	Description	 	Data Elements	 	Method	 	Frequency
	Open Ticket Report

	 	The purpose is to
provide a quick
view of the numbers
of tickets
currently open and
requiring
assistance.
	 	Contains Deskside
group names-Number
of open
tickets-Deskside
group threshold-Red
Yellow-Green status
based on above
threshold-Number of
Deskside
technicians-Ratio
of open tickets per
Deskside technician
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Hourly
	 
	 	 	 	 	 	 	 	 
	Month To Date (MTD) 

Deskside Service 

Level Report

	 	The purpose is to
provide a quick
view of the number
of tickets that
were not resolved
within the
contractually
allotted timeframe.
Each priority has
a unique
contractual
resolution
timeframe and is
reported as a
separate detail
line.
	 	Contains Deskside
group names-
Priority-Service
level adherence (as
percentage)-number
of tickets that met
service level (per
priority) Number of
tickets that did
not meet service
level (per
priority)- Total
number of tickets
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Hourly
	 
	 	 	 	 	 	 	 	 
	MTD Deskside Missed 

Ticket Report /

Tool

	 	The purpose is to
provide a quick
view of the tickets
that were not
resolved within the
contractually
allotted timeframe.
	 	Report contains
incident/ticket
number-priority-time
to resolution-time
past
resolution-Analyst
assigned to the
ticket-Time/date
ticket was
opened-Time/date
the ticket was
closed
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Hourly
	 
	 	 	 	 	 	 	 	 
	First Tier Closure 

Report (Escalated 

Volumes Report)

	 	The purpose is to
provide a quick
view of the top 25
escalated incident
types (meaning...not
resolved by Tier
One ).
	 	Report contains
Item affected-Total
number of tickets
generated-Number of
tickets
escalated-Number of
tickets closed at
Tier One-Tier One
closure performance
measurement
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Hourly
	 
	 	 	 	 	 	 	 	 
	First Tier Closure 

Analyst Report

	 	The purpose is to
provide a daily
snapshot to the
technician to gauge
performance as
related to the
goals and
expectations set
forth by SPOC
Program management
related to First
Tier Closure.
	 	Report contains
technician
name-Total number
of tickets
generated-Total
number of tickets
resolved by Tier
One-Number of
tickets
escalated-Performance percentage
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Hourly

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	 	 	 	 	 	 	 	 
	 	 	 	 	 	 	Distribution	 	 
	Report Name	 	Description	 	Data Elements	 	Method	 	Frequency
	First Tier Closure 

Management Report

	 	The purpose is to
provide a daily
snapshot to SPOC
Program management
to gauge
performance as
related to the
goals and
expectations set
forth by SPOC
Program management
related to First
Tier Closure.
	 	Report contains
Analyst name-Total
number of tickets
generated-Total
number of tickets
resolved by Tier
One-Number of
tickets
escalated-Performance percentage-
Reminder of the
target
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Hourly
	 
	 	 	 	 	 	 	 	 
	Executive Support 

Report

	 	An Executive
Support Report is
presented monthly
to the Executive
Office Sponsor and
Global SPOC Program
management. The
report provides
details of all
monthly Executive
Support Program
activity
	 	This report
contains volume of
incidents during
business hours.
Volume of incidents
and service related
to premium support-
Volume of incidents
and service level
related to
executive support.
	 	This report is
published on the
SPOC Program OPS
WEB site.
	 	Monthly

Should reporting and metrics be required above and beyond those that are listed in the table
above, TechTeam will provide those services to Ford on a Time and Materials basis.

Change Management

Successful change management is an integral part of the service delivery of the SPOC Program.
Several tools and processes have been developed to manage “changes” that occur in the end-user
environment. There are several types of “changes” managed by the SPOC Program, including:

  n Changes to regional platforms (i.e. Windows 2000 to XP) and related applications

  n New sites requesting SPOC Program support

  n Existing applications requesting SPOC Program support

  n Changes in support to existing SPOC Program sites

  n New applications requesting SPOC Program support

  n Existing sites requesting SPOC Program support

  n Changes in support to existing SPOC Program applications

  n Planned outages

  n Preparation of Business Continuity Plans

  n SPOC Program initiated projects that will result in a “change”

  n Other initiated projects that affect SPOC Program service delivery

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

The following portion of this section details the process behind the SPOC Program Change
Management process.

SPOC Program Change Management Process

Purpose

The purpose of the Change Management Task Team is threefold. It includes the following items:

					
	 	 	 	 	 
	 
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  n  Track changes introduced to the SPOC Program support environment

  n  Monitor the status of each tracked item

  n  Escalate changes not adhering to the approved project plan, specifically those
relating to timelines and deliverables

Deliverables

The deliverables that the Change Management Task Team provides to its Customers include:

  n  Provide a tracking document or tracking system that provides the status for each change tracked

  n  Coordinate periodic meetings with all change stakeholders

  n  Provide a report of changes not adhering to the approved project plan,
specifically those relating to timelines and deliverables

Change Management Task Team

The Change Management Task Team include the following Ford SPOC Program resources:
Implementation Managers, Account Management, and Operational Owners.

Process

The following process discusses how the Change Management Task Team implements a change into
the launch production process. The person or group responsible for each step is in bold.

	 	1.	 	The Change Management Task Team holds a meeting with all of the current change
stakeholders. This meeting occurs weekly
	 
	 	2.	 	2. The Change Management Task Team verifies/obtains and records the status of each
change
	 
	 	3.	 	The Change Management Task Team verifies and/or obtains the deliverables and
timeline adherence from each impacted or involved task team
	 
	 	4.	 	Final approval to launch or implement the change into the production process
occurs during the meeting
	 
	 	5.	 	Approval for the incident management system hierarchy and group names also occurs
during the meeting
	 
	 	6.	 	The Change Management Task Team escalates those changes not compliant with the
project plan and/or timeline

					
	 	 	 	 	 
	 
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SPOC Change Management Process Diagram

     The diagram below defines the four primary phases of the SPOC Change Management process.

					
	 	 	 	 	 
	 
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Continuous Improvement

Cycle Plan of Innovation

* * *

Focus Groups

The objectives of these teams are to consistently focus on the ability to meet or exceed
contractual service levels, align process improvement activities across regions as well as
areas of focus and define ownership for process improvement activities across regions and
areas of focus. Each team is global in nature and has representation from all geographic and
business regions to ensure consistency, commonization and standardization of business
processes across the program. The teams are dynamic and flexible to address specific business
drivers, both long-term and short-term, if required and are engaged as needed. Focus group
topics can be suggested by any member of the Ford or TechTeam SPOC teams and will be approved
for initiation within the Operational Review governance forum.

Focus Groups typically correlate to ensuring the ability of the Ford Global SPOC Program Team
to meet/exceed service levels. Common Focus Group topics include:

  n  First Contact

  n  Calls Answered (% of calls answered within defined time period)

  n  Deskside Incident Closure

  n  Quality

  n  Communications

Each Focus Group team includes a diverse mix of Global SPOC Program staff to ensure proper
representation of regions, areas of expertise and experience. Each team is made up of some
combination of the following:

  n  Operational Program Manager (Chairman of Team)

  n  Senior Team Leader(s)

  n  Team Leader(s)

  n  Operations Analysts

  n  Support Center Analysts

  n  Deskside Analysts

					
	 	 	 	 	 
	 
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Focus Group Workflow

Focus: HOPE Hiring Program (North America Only)

Ford Motor Company, Ford Motor Credit Corporation, TechTeam Global, Inc. and Focus: HOPE
partnered to develop a cooperative hiring program as part of the Ford Global SPOC Program.
The Focus: HOPE Ford/TechTeam Internship Program began in the second quarter of 2001 and is an
ongoing effort developed and operated in the spirit of corporate citizenship.

Today, Focus: HOPE students take tours of the North American Support Center as part of their
curriculum. Members of the SPOC Program team periodically give presentations to the Focus:
HOPE students on the expectations of graduates when the go out to the real world. When each
class of students nears graduation, Focus: HOPE contacts Tech Team and an evaluation of
resource requirements for the SPOC Program is performed. If resources are required, Focus:
HOPE graduates are preferred candidates to fill the open positions.

IT Apprenticeship Program

If Ford launches an IT Apprenticeship program, in Germany during this proposed contract period
the SPOC Program will support it. Ford and TechTeam will work together to define the elements
of the program.

					
	 	 	 	 	 
	 
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Human Resources Polices

TechTeam maintains corporate diversity policies as well as HR policies for Code of Business
Conduct that apply to all TechTeam personnel supporting Ford.

TechTeam employs individuals of different ages, genders, ethnicity, physical and mental
abilities and lifestyles and values the unique background of each of its employees. TechTeam
will not discriminate (or tolerate discrimination by its employees) against any applicant or
employee based on age, gender, race, color, religion, national origin, ancestry, disability,
height, weight, marital status, veteran status and sex (including pregnancy, childbirth, and
other sex-specific conditions) or any other characteristic protected by federal, state or
local law. As part of the Company’s policy of equal opportunity employment, derogatory
comments, slurs, statements, jokes, or other objectionable conduct based on ethnic background,
race, sex, religion, age, disability, marital status, veteran status, height, or weight are
prohibited.

It is the intent and resolve of TechTeam to comply with the requirements and spirit of the law
in the implementation of all facets of equal employment opportunity and affirmative action.
Underlying this policy is the understanding that pursuit of equal opportunity not only is
right and appropriate, but also is a sound business practice.

If the Company determines that unlawful discrimination has occurred, it will take effective
remedial action commensurate with the severity of the offense. Any employee determined by the
Company to be responsible for inappropriate or unlawful conduct will be subject to appropriate
disciplinary action, up to and including termination. The Company will also take appropriate
action to deter any future discrimination. TechTeam will not retaliate against an individual
for filing a complaint and will not knowingly permit retaliation by management employees or
co-workers.

					
	 	 	 	 	 
	 
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10.0 2005-2008 Re-Designed SPOC Program Implementation

TechTeam will work in partnership with Ford to implement the revised scope of services defined
within this SOW document. TechTeam will utilize a detailed and comprehensive project plan to
ensure the implementation is as seamless as possible. Based upon TechTeam’s due diligence and
agreements with the SPOC Stakeholders, TechTeam has created a detailed implementation plan for
each phase of the transition. Provided in the detail below are graphical implementation plans
including designated key milestones for review.

	 				
	 
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Re-designed Global SPOC Program Transition Approach

The recommended approach for transition into the re-designed SPOC program has been designed to
ensure a transition that is both seamless and carefully managed in terms of risk for SPOC
globally. The objectives of the transition are to implement the proposed model in an efficient
and timely manner thus expediting cost savings to Ford. Therefore, this project timeline is very
aggressive and will require a coordinated approach to achieve milestone dates. TechTeam will
project manage the transition and will ensure the completion of all tasks identified. Ford will
be required to assign a project manager and Ford resources will own tasks that are Ford Security,
Ford Tools and Facilities related.

Provided below is the high level milestone plan for the Re-designed Global SPOC Program
transition. This plan highlights the phased milestones along with key dependencies. Given the
aggressive timing integrated into the transition plans, the key milestone dates will likely me
impacted if a dependency task is delayed.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

Communication Forums

During the transition for the new contract, the partnered team will be required to effectively
manage the risk of customer satisfaction levels and changes within the environment. Ford will
have responsibility for Ford stakeholder and customer communication.

TechTeam will work with Ford to implement a series of communication sessions with the key customer
stakeholders in the Ford environment. The purpose of these sessions will be to clearly articulate
the changes within the current service agreement and set the expectations of the customer
community. This will also provide the SPOC team with identification of any specific customer
issues not previously recognized which may be experienced during the transition.

Adherence to Timelines

In the event that the proposed transition timelines are delayed due to factors inside TechTeam’s
control, the pricing associated with the scenario will be implemented on the committed date.
Should the timeline slip because of factors in Ford control, the Governance Board will agree on a
revised implementation date.

					
	 	 	 	 	 
	 
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11.0 Jaguar Land Rover Integration 

Included in this Scope of Work for the next generation Global SPOC Program is commitment to
integrate Jaguar and Land Rover (JLR) into the enrolled population of SPOC Program. To accomplish
this integration, the SPOC Program will launch the UK-JLR region. This new region will be
included as a key Program stakeholder group and will receive all Core SPOC Program services as
well as the option to elect additional services from the SPOC Program Services Catalog. The
current target date launch date for the UK-JLR region is March 17, 2006.

The recommended approach for launch of the UK-JLR region into the SPOC program has been designed
to ensure a transition that is both seamless and carefully managed in terms of risk to both JLR
and SPOC. The objectives of the transition approach are as follows:

	 	n	Implement seamless transition to JLR customer base
	 
	 	n	Retain existing knowledge and skill-set
	 
	 	n	Avoid dual transition approach.

The method of transition will be to continue to provide support to the JLR customer base from the
existing location in Solihull until such time as a transition can be made to the SPOC Super Center
(assumed to be Romania).

It is believed that AT&T/JLR is currently experiencing some personnel attrition issues due to a
level of uncertainty within the existing agreement. TechTeam recognizes this and are proposing to
reduce this risk by expediting the transition of AT&T personnel and contractors into TechTeam to
alleviate some of these issues. This has a number of key benefits:

	 	n	Pro-actively manage personnel morale
	 
	 	n	Reduce the risk of further personnel attrition
	 
	 	n	Retain JLR site specific knowledge.

The transition of JLR into the SPOC Global program scope will take place from day 1 of the launch
process enabling a single transfer into the SPOC environment. This means that all agreed service
levels and processes will be adopted from day 1 of the launch. To enable this to happen, a number
of key initiatives will need to take place prior to the actual launch date. These are listed
below:

	 	n	Personnel will be trained in a phased approach commencing 1 month prior to launch date
	 
	 	n	Implementation of the technology will be undertaken prior to the proposed launch date
	 
	 	n	Processes and knowledge will be implemented in advance in readiness for the launch date.

The actual transition of the program will be subject to a clearly defined and agreed project plan
between JLR and SPOC, at which time the project team will be identified along with their roles and
responsibilities.

It is proposed that JLR will transition to the SPOC super center once Ford have begun transition
and in line with agreed KPIs.

Indicative timelines for the JLR transition can be seen below in JLR / EOSS Transition
Timelines.

Jaguar Land Rover Transition Approach

The implementation of SPOC within the JLR environment will commence upon signature of the Ford
SPOC contract and will focus on a number of key areas:

	1:	 	 Preparation and Readiness
	 
	2:	 	Transition of personnel and processes

					
	 	 	 	 	 
	 
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	3:	 	Launch.

The transition from the existing model to SPOC service will be subject to defining key roles
and responsibilities for J&LR and SPOC in order to manage a seamless transition from one model
to the other. Based on the implementation timeline provided within the contract response, it
is estimated that a completed launch of SPOC can be achieved by March 17, 2006.

The key points of the transition approach and delivery methodology are detailed below.

  n  The delivery of SPOC for the J&LR user community will continue to be provided
from Solihull until the transition to the SPOC offshore location has been agreed and proven within the Ford environment.

  n  Once the KPIs for EOSS have been proven, the J&LR SPOC Support Centre will be
transitioned to the SPOC Super Centre location.

  n  The existing core helpdesk will be transitioned into the SPOC Support Centre all
at one time. This approach will enable Ford and JLR to expedite the associated cost savings
available within the terms of the 2005+ contract scope.

    n  The training of AT&T personnel will commence 1 month prior to the launch of
SPOC within JLR and transition of personnel from AT&T to TechTeam.

* * *

  n  During the period of contract signature to the agreed launch date, SPOC will work
with the JLR team to prepare for the launch of SPOC. This will facilitate the creation of
SCOPE templates, training material, clarify escalation rules and routes and ensure the SPOC
team has sufficient information to operationally deliver the solution identified in this
document.

					
	 	 	 	 	 
	 
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Preparation and Readiness

Prior to launch Preparation activities will include the following:

	 	 	 
	Contractual scope of work
documentation for inclusion into
Ford SPOC program

	 	§      Creation of SOW

§      Agreement on inclusion of
non-standard services (Service
Catalogue items)

§      Agreement on delivery model
for non-SPOC services (i.e. those
services to be purchased direct from
Ford)

	 
	 	 
	Communication Strategy

	 	§      Agreement of and
implementation of communication
strategy to AT&T personnel /
contractors

	 
	 

	 	§      Agreement on communication
strategy to user community and
awareness training

	 
	 	 
	Tools and Technology

	 	§      Identification and design of
tools and infrastructure requirements for delivery of SPOC
from Solihull site (i.e. ACD, Network connectivity, SCOPE, GIRs
etc)

Transfer of Personnel, Processes and Infrastructure

Transfer of personnel and processes from the existing solution to SPOC.

	 	 	 
	Resource planning (including proposed
transition of existing AT&T personnel
where appropriate)

	 	§      Advertising

§      Interviewing

§      Hiring/Contract transfer

	 
	 	 
	Training of J&LR SPOC Technicians.

	 	§      Shadowing

	 
	 

	 	§      Call monitoring

	 
	 

	 	§      Documentation reviews

	 
	 

	 	§      Business overview workshops

	 
	 

	 	§      Site visits/orientation

	 
	 

	 	§      Tools training

	 
	 	 
	Tools implementation

	 	§      Design

	 
	 

	 	§      Build

	 
	 

	 	§      Deploy

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

Launch

The transition of all calls from the existing solution to being provided under the SPOC model
will take place on the 17th March 2006 in accordance with the proposed transition plan. This
date will be subject to all tools and infrastructure being made available in time for the
transition and the notice being given on the existing AT&T contract within the required
timescale. The success of the launch will be closely monitored by a dedicated team and will
be reviewed as per the matrix below.

	 	 	 
	Communication Strategy

	 	§      Implementation of the agreed communication
strategy to user community and awareness training

	 
	 

	 	§      Issue user documentation

	 
	 	 
	SPOC Deployment
	 	 
	 
	 	 
	Post Launch Review

	 	§      Feedback and analysis of the incidents logged captured

	 
	 

	 	§      Metrics and Reporting

	 
	 

	 	§      Delivery of on going training

	 
	 

	 	§      SCOPE documentation updates

	 
	 

	 	§      Review & Re-design

	 
	 

	 	§      Service Catalogue Review

	 
	 

	 	§      Follow on action recommendations documented and Issues log review.

Project Launch Methodology and Toolsets

The SPOC launch process follows the Ford SDM project methodology. The tools used throughout
the transition and launch of JLR into SPOC will allow the tracking of tasks, timeframes and
resource requirements of the implementation and also provide reports to the project team on
the projects progress whilst highlighting any potential risks.

The following are key deliverables produced as a result of this process.

	 	 	 
	Project Charter

	 	A document issued by the project
manager that formally authorizes
the initiation of the project, and
provides the project manager with
the authority to apply organization
resources to project related
activities.
	 
	 	 
	Project Team

	 	All the Project Team members,
including the Project Manager and
the Project Sponsor(s) and / or
Stakeholder(s)

					
	 	 	 	 	 
	 
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	Project Status Reports

	 	Project Scorecards will be created
and sent out by the Project Manager
to the Project Team and Project
Stakeholders. The Scorecard will
shows work performance information
(show critical tasks, completed
tasks and forecasted tasks for the
week ahead).
	 
	 	 
	Project Plan; Issues Log; Risk Log

	 	The Project Plan will be split into
the different categories of
transition and implementation
against predefined dates. Issue and
Risk logs will be monitored along
with the project plan to ensure the
implementation is proceeding as
planned and any concerns/gaps are
fully recognized and resolved as
needed to achieve the target launch
date or escalate as appropriate.

The SPOC launch team for will consist of the following resource types:

  n Project Manager ~ responsible for the overall project management; client
communication; completion targets; documentation and launch process governance.

  n Customer Relations Manager ~ responsible for consolidation of information and
creation of the SCOPE templates which will aid the training program. Also responsible for
assisting in launch delivery.

  n Trainers ~ responsible for training new recruits on all aspects of J&LR support
operational procedures and processes, SCOPE, Ford tools, cultural and client awareness.

  n Facilities Resources ~ responsible to ensuring all facilities are available and
in place ready for launch in conjunction with the operational delivery model.

  n Technology Resources ~ responsible for configuring and installing SPOC tools that
will facilitate the launch according to the solution identified in this document.

  n Recruitment Resources ~ responsible for source and selection of new recruits that
may be needed to facilitate the J&LR SPOC Support model.

					
	 	 	 	 	 
	 
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Critical Assumptions, Risk Analysis & Mitigation Strategies

This implementation model, a number of assumptions, risks and outstanding issues were
identified.

	 	 	 
	Assumptions/Risk	 	Mitigation Strategy (if appropriate)
	Tools availability

	 	Technical infrastructure is made available between
Solihull and SPOC sites to enable use of single
call logging tool and call transfer capabilities.
	 
	 	 
	Standardization of key
business areas to be
implemented wherever possible
along with full integration of
both Jaguar and Land Rover
environments to standardized
approach.

	 	SPOC will work with J&LR and assist wherever
possible in identifying issues and possible routes
for alignment based on existing knowledge.
	 
	 	 
	Retention of existing knowledge

	 	Communication to and transfer of existing AT&T
employees and contractors will commence on
contract signing. This will reduce the risk of
staff attrition and gain early adoption of the
SPOC program within the service delivery team.
	 
	 	 
	Expectations and adoption of
the user community

	 	A clear and concise communication strategy to be
agreed by both JLR and SPOC to ensure the user
community is aware of the impending change and how
they will be affected. Documentation/handouts
will need to accompany any communication
strategies to enable individuals to refer to the
new processes, service levels and procedures for
using the service.
	 
	 	 
	Non-standard SPOC services

	 	Agreement on the non-standard SPOC services and
how these will be supported moving forward. It is
understood that some areas of the support
currently provided will be supported by

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

	 	 	 
	 

	 	Ford ITI
and some will be selected from the SPOC service
catalogue.
	 
	 	 
	SCOPE

	 	Document and update knowledgebase by application
owners of JLR application and site specific
information.
	 
	 	 
	GIRS / Fix groups

	 	Identification of fix groups and escalation routes.

					
	 	 	 	 	 
	 
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Adherence to Timelines

In the event that the proposed transition timelines are delayed due to factors inside TechTeam’s
control, the pricing associated with the scenario will be implemented on the committed date.
Should the timeline slip because of factors in Ford control, the pricing structure for the
Integration of UK-JLR region will be delayed until the Governance Board agree on a revised
implementation date.

					
	 	 	 	 	 
	 
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12.0 SPOC Program Assumptions and Responsibilities

The purpose of this section is to define the assumptions and roles and responsibilities of
Ford Motor Company and TechTeam relative to delivery of the Ford Global SPOC Program. These
principles have been used as a basis for this Scope of Work including the Investment Summary.

Program Assumptions

* * *

					
	 	 	 	 	 
	 
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Ford Responsibilities

* * *

					
	 	 	 	 	 
	 
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TechTeam Responsibilities

* * *

					
	 	 	 	 	 
	 
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13.0 North American Facility Agreement 

As part of this agreement, Ford Motor North America requires TechTeam to provide a facility
suitable to support current North American operations, a true call center environment, and an
operationally efficient facility conducive to communication, sharing, and learning.

The provision of facility services under this agreement will include the following:

  n  Physical location

  n  Furniture

  n  Security

Physical Location

The proposed space is located on the second floor in a secured area of the Atrium building in
Dearborn, Michigan. This space has been specifically outfitted to meet Ford security
requirements for infrastructure. The following information is based on the site’s floor plans
for the space currently occupied by the Ford SPOC Program. This information may be altered if
further requirements are gathered.

	 	 	 
	Physical Address:

	 	835 Mason Street; Dearborn, Michigan 48124
	 
	 	 
	Square Footage:

	 	23,016 Square Feet
	 
	 	 
	Employee Workstations:

	 	~ 140
	 
	 	 
	Management Offices:

	 	17 (East Wing = 10/West Wing = 7)
	 
	 	 
	Team Leader Cubes:

	 	14 (East Wing = 8/West Wing = 6)
	 
	 	 
	Training Rooms:

	 	1 (W-250)
	 
	 	 
	Conference Rooms:

	 	3 (Client Connection Room/E-240/W-320)
	 
	 	 
	Server Rooms:

	 	1 
	 
	 	 
	Break Room:

	 	1 ( Approximately 1,200 Square Feet)
	 
	 	 
	Bathrooms:

	 	Yes
	 
	 	 
	Parking:

	 	+/- 90 Available Parking Spaces

Security

TechTeam utilizes a security system with badge reader access throughout the facility and
closed circuit cameras for common area monitoring. Access to this facility is restricted to
agents and management resources specifically assigned to the Ford Global SPOC Program. At no
time is a TechTeam employee, not part of the SPOC operation, granted access to the secure area
unless the SPOC management grants specific permission. Ford employees who are dedicated to the
Ford Global SPOC Program are provided with a TechTeam badge in order to gain access to this
facility.

Furniture

TechTeam provides the furniture for the floor space occupied by the Ford Global SPOC Program.
This includes all the required furniture for the following:

  n  Cubicles

  n  Offices

  n  Conference rooms

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

  n  Training room

The furniture used for the employees’ workstations is part of the Hayworth System. The
furniture provided as part of this agreement was purchased new in December 2001, and it is
assumed that this same furniture will be used through the entirety of this renewal project and
no new furniture will be requested.

Telecommunications

TechTeam does not provide any telecommunications infrastructure or support as part of this
agreement.

TechTeam realizes that in any state-of-the art call center environment, a robust and effective
telecommunications solution is critical to achieving optimal success and efficiency. It is
Ford’s responsibility to maintain a telecommunications solution that enables the Ford SPOC
Program to effectively support its end-user population.

TechTeam is poised to offer Ford possible telecommunication solutions at Ford’s request.

Network

TechTeam does not provide any network connectivity, infrastructure, or support as part of this
agreement.

Ford network connectivity, infrastructure, and support are currently provided by Ford and it
is TechTeam’s assumption that Ford will maintain responsibility for the network as part of
this agreement. This connection is required for the Ford Global SPOC Program to be operational
because agents require network connection to the GIRS and related support technologies. The
fiber is already in place from the third floor connection location to the existing wiring room
on the second floor of the Atrium building.

In this configuration, only the Ford network will be available to the occupants of the second
floor. These resources will be limited to the staff (Ford and TechTeam) that is directly
related to supporting the Ford Global SPOC Program. As part of this proposal, Ford also
supplies a wireless network in this facility. TechTeam and public Internet resources are only
available per normal Ford standards. The following diagram outlines the configuration
currently in place.

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

 

Note: TechTeam will honor any Ford audit requests to ensure Ford security standards are
upheld.

Facility Scalability Requirements

As the SPOC Program North American region grows, Ford may require additional facilities
services as defined in this section above. Ford is aware that TechTeam currently maintains
facility space adjacent to the space currently occupied by Ford, for TechTeam use. Through
TechTeam’s response to this SOW, Ford is requesting that TechTeam provide pricing and a
proposed consumption process that could be implemented should Ford require the expansion into
additional facility space within the Dearborn Michigan Atrium building. TechTeam should assume
that the Facility Service Assumptions and Responsibilities listed below will apply to all
additional facilities services that Ford purchases from TechTeam.

Facility Services Assumptions and Responsibilities

Ford Responsibilities

  n  Provide all tools that support the SPOC Program such as the following: GIRS,
GIRB, SCOPE, building matrix, phone and client satisfaction databases, and associated search
tools

  n  Provide all standard software loads and utilities, and ensure compliance with
software licensing and copyright laws

  n  Provide all telecommunications access, infrastructure, and software

  n  Provide LAN/WAN connectivity, infrastructure, and support

  n  Provide all PCs, hardware, software, and infrastructure in alignment with the
current setup at the Ford North American Support Center

  n  Provide hardware support for workstations

  n  Provide wireless access within the SPOC facility

					
	 	 	 	 	 
	 
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Ford Global SPOC Program Scope of Work

  n  Provide access to AT&T Language Line to assist support center analysts in
communicating with callers speaking a language other than English or German

TechTeam Responsibilities

  n  Provide all required personnel access to the Atrium facility

  n  Comply with Ford security requests regarding telecommunications and network issues

  n  Provide facility, security and furniture for the Atrium facility

Project Assumptions

  n  All client-provided assets will be covered under TechTeam’s insurance policy

  n  Ford’s GIRS, GIRB, SCOPE, building matrix, phone, and SPOC client satisfaction
databases will be the master sources of SPOC’s documentation and data

					
	 	 	 	 	 
	 
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14.0 Investment Summary

In an effort to objectively measure the value of the changes being introduced to the Program
compared to the Ford investment under the 2002-2005 agreement, the partnership has agreed that
in the next generation of the Ford Global SPOC Program commercial agreement, Ford will
continue to consume TechTeam’s services on a per unit basis. This section is intended to
describe in detail the pricing structure and the assumptions inherent to the management and
delivery of services using that structure.

Core Services Investment Methodology

* * *

					
	 	 	 	 	 
	 
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Core Services Pricing Matrix

* * *

Menu Option Pricing

* * *

(Material omitted from page 72 and page 73)

					
	 	 	 	 	 
	 
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Fixed Fee Activities

* * *

(Material omitted from page 74 and page 75)

					
	 	 	 	 	 
	 
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* * *

					
	 	 	 	 	 
	 
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Time and Materials Activities

* * *

					
	 	 	 	 	 
	 
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North American Facilities Pricing

* * *

Facility Expansion

* * *

Facilities Pricing Assumptions

* * *

					
	 	 	 	 	 
	 
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Transition Costs

* * *

Re-Designed Global SPOC Program Implementation Costs

* * *

JLR Integration Implementation Costs

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
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Ford Global SPOC Program Scope of Work

UK-JLR Menu Option Pricing

Expanding JLR from 10 to 11 Contiguous Hours

* * *

JLR Specific SPOC Manufacturing Support Center Option

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
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Ford Global SPOC Program Scope of Work

Variable Pricing

Seat Count Growth

* * *

Seat Count Declines

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	80

 

 

Ford Global SPOC Program Scope of Work

Quality Assurance Pricing

* * *

Investment

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	81

 

 

Ford Global SPOC Program Scope of Work

Time and Materials Rates

* * *

(Material omitted from page 82 and page 83)

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	82

 

 

Ford Global SPOC Program Scope of Work

DE-Niehl
(DE-Köln)Credit – Ford Employees Working in SPOC

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	83

 

 

Ford Global SPOC Program Scope of Work

Investment Assumptions

* * *

Customer Count Assumptions:

* * *

(Material omitted from page 84 and page 85)

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	84

 

 

Ford Global SPOC Program Scope of Work

Governance Assumptions:

* * *

Other Investment Assumptions:

* * *

Invoicing Method

At the inception of the contract, December 1st 2005, TechTeam will invoice the
agreed to “Seat Price Upon Contract Signing” for each SPOC enrolled seat quantified in the
December 1st, 2005 True Up.

As new Customers are launched under the SPOC Program, each region will be invoiced for the
incremental number of ‘fully SPOC’d seats’ in their region. This will be achieved by pulling
new launch seat counts from the approved seat count databases and multiplying the number of
incremental seats by the regional per seat price, on a monthly basis.

New Customer launched between the 1st and 15th of any given month will
be counted and invoiced for that month. New Customer launched between the 16th and
the 31st of any given month will be counted and invoiced in the next month.

Upon full implementation of the Remote Deskside model in all regions, TechTeam will begin
invoicing the agreed to “Seat Price Upon Complete Implementation of the Remote Deskside Model
in All Region” for each SPOC Customer quantified in the December 1st, 2005 True Up
plus each incrementally launched seat.

Upon full integration of the JLR into the SPOC Program, TechTeam will invoice the agreed to
“Seat Price Upon Full Integration of the UK-JLR Region” for each Customer quantified in the
December 1st, 2005 True Up plus each incrementally launched seat and the JLR seat
count agreed to 60 days prior to the launch of the UK-JLR Region.

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	85

 

 

Ford Global SPOC Program Scope of Work

15.0 Agreement

Initial Term

The term of this agreement shall commence upon the effective date of December 1, 2005 and
shall remain in effect for thirty-six (36) months.

Terms

Ford Terms and Conditions

TechTeam agrees that the Global Ford Terms and Conditions for Non Production Goods and
Services FGT28, Rev.9/05 will govern the 2005-2008 Ford Global SPOC Program contract. Ford
and TechTeam have agreed to the following changes to the Ford Terms and Conditions document:

  n TechTeam and Ford agree that the regional Purchase Orders will state that the
SOW details the services provided and, to the extent it conflicts with the T&C’s, the SOW
controls. This approach also ensures that both Ford and TechTeam provide written consent to
any design or deliverables changes.

  n Section 24, Termination/Expiration.

	 	•	 	Section (b): TechTeam and Ford agree that the language will be modified to
require TechTeam to concurrently notify Ford and the public of an agreement to sell
the company.

  n TechTeam and Ford agree that the Terms and Conditions shall include the following
language:

	 	 	 	In no event shall the total liability of TechTeam, or its employees, affiliates, agents,
representatives or third-party information providers, for all damages, losses and causes
of action whether in contract, tort, including negligence, or otherwise, either jointly
or severally, exceed Ten Million dollars ($10,000,000) per incident. TechTeam’s total
liability for multiple incidents shall not exceed the aggregate dollar amount paid by
Ford to TechTeam during one year for services provided by TechTeam under the terms of
this agreement.

Other Contract Terms

	 	n	 TechTeam’s performance will also be measured according to the service
levels detailed in Section 6. Should TechTeam fail to meet these
service level agreements, over a sustained period of time, they will
have a period of sixty days to remedy their performance. If TechTeam
fails to remedy their performance against the service level agreements,
Ford Motor Company has the right to terminate the agreement. The
exception to this performance remedy would be a deviation from the
service level agreements that was agreed upon by the SPOC Board of
Governors. For example, if Ford Motor Company asked TechTeam to reduce
service levels in order to reduce costs, this would not be considered a
valid performance issue.
	 
	 	n	 Regional purchase orders will be raised in local currency and
invoicing and payment will be in local currency.

  n Each regional purchase order will specifically state that Ford may terminate its
purchase obligations under the Global SPOC Program Purchase Order, in whole or in part, with a
ninety day written notice of termination to TechTeam.

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	86

 

 

Ford Global SPOC Program Scope of Work

The signatures below indicate both parties’ agreement to all items within this proposal document.

	 	 	 
	 

	 	 
	Ford Motor Company

	 	TechTeam Global, Inc.
	 
	 	 
	Karrie Wiecek
	 	 
	 

	 	 
	Printed Name:

	 	Printed Name:
	Irene White, SPOC Support Services

	 	James Hoen, VP- Sales North America
	 
	 	 
	 

	 	 
	Date:

	 	Date:
	 

	 	 

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	87

 

 

Ford Global SPOC Program Scope of Work

16.0 Appendix 

Appendix A – Definitions

Appendix B – Quality Assurance Scorecard

Appendix C – Strategic Initiatives

Appendix D – SPOC Services Catalog

Appendix E – Global Seat Count Process

Appendix F – United Kingdom – Warley Information as of February 2005

Appendix G – Ford Credit North America Information as of February 2005

Appendix H – DE-Niehl (DE-Köln)Information as of February 2005

Appendix I – Ford Motor North America Information as of February 2005

Appendix J – Change of Scope Form

Appendix K – German Workers Council Agreement

Appendix L – SPOC Services Matrix

Appendix M – Partnered Focus

Appendix N – Remote Deskside Model Process Flow

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	88

 

 

Ford Global SPOC Program Scope of Work

Appendix A: Definitions

	 	 	 
	Topic	 	Description
	Business Representative

	 	An individual representing a group of customer’s who is the primary
interface between the customer’s and the SPOC Program.
	 
	 	 
	Customer

	 	Individual user of the SPOC Program.
	 
	 	 
	GIRS

	 	Ford owned and maintained corporate Incident Management System. Ford
and TechTeam recognize that this tool will be replaced as part of the
ESM-ITSM adoption.
	 
	 	 
	Region

	 	For purposes of TechTeam’s response, a region is defined as the current
Ford SPOC Program regions listed in the SPOC Program Overview section
of this SOW these include:
	 
	 	 
	 

	 	n  Ford Motor North America

	 
	 

	 	n  Ford Motor Credit North America

	 
	 

	 	n  UK-Ford

	 
	 

	 	n  Ford Motor DE-Niehl (DE-Köln)(DE)

	 
	 

	 	n  UK-JLR

	 
	 	 
	Regional Representative

	 	Resources within the SPOC Program that liaise with the enrolled regions.
	 
	 	 
	True Up Process

	 	Process for reconciliation of key data points (Seats, SRF and IHT )
that represents support volumes.

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	89

 

 

Ford Global SPOC Program Scope of Work

APPENDIX B: Quality Assurance Scorecard

The following sections define the quality assurance evaluation criteria that Ford and TechTeam
have agreed to measure.

Quality Assurance

Ford and TechTeam SPOC Program agree to implement an objective format for measuring the
quality of TechTeam’s service deliverable. Ford and TechTeam SPOC Program mutually agree that
the use of a multi-faceted “scorecard” is the best method for determining an objective
measurement.

The Quality Assurance Scorecard will consist of three evaluation categories:

	 	n	 Quality Monitoring Evaluation
	 
	 	n	 Focus on Excellence

  n  Opportunity for Improvement (OFI)

The three categories will be assigned a “weighted percentage” presented as a percent, per
category, of the total Quality Assurance Scorecard, with the total weighted percents to never
exceed 100%. Any change will follow the formalized change process, followed by a Change of
Scope. Quality Assurance Categories, criteria and their respective weights will be reviewed
on a quarterly basis.

See the Service Level Agreements Section for the Quality Assurance Scorecard goals.

The following sections define the quality assurance evaluation criteria that Ford and TechTeam
SPOC Program have agreed to measure.

Quality Monitoring Evaluation (QME)

TechTeam will perform Analyst Incident monitoring. Incident monitoring will be performed 3
times per Support Center Analyst per month of Incidents generated by telephone only. The
Ticket Grading process will audit 1 incident per Deskside Analyst per week.

TechTeam will report the Helpdesk’s monthly average score to Ford SPOC Program. All monitors
will be completed on a monitoring feedback form and entered into TechTeam’s performance
tracker for calculation and addition into the monthly quality monitoring evaluation category
of the Quality Assurance Scorecard. Ticket grading process is facilitated through the SPOC
ProgramOPS website.

The following two sections document audits in relation to Telephony and Ticket Grading audits
and are components of QME.

Ticket Grading
TechTeam will evaluate the following elements for the SPOC Program Deskside incidents:

	 	n	 Analyst compliance with TechTeam’s “7 Steps of Deskside Call Processing”
	 
	 	n	 Technical Accuracy
	 
	 	n	 Analyst use of tools
	 
	 	n	 Customer confirmation of incident closure
	 
	 	n	 Incident documentation
	 
	 	n	 Incident length of closure

  n  Escalation procedures followed

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	90

 

 

Ford Global SPOC Program Scope of Work

Telephony Incident and Call Monitoring Audits

TechTeam will evaluate the following elements for all Telephony Incident and Call monitoring
Audits:

	 	n	 	 Analyst compliance with TechTeam’s “8 Steps of Call Processing”
	 
	 	n	 	 Technical Accuracy
	 
	 	n	 	 Analyst use of tools
	 
	 	n	 	 Analyst Customer Service skills
	 
	 	n	 	 Ownership and Follow Through
	 
	 	n	 	 Analyst’s documented Incident record in the Incident Management tool
	 
	 	n	 	 Problem categorization

Focus on Excellence (FOX)

Ford and TechTeam SPOC Program will each conduct 5 Test Calls into the Helpdesk per month.
Each participating Analyst will be asked the same question for consistency and will use the
same monitoring feedback form as is used for performing a silent Call monitor.

The FOX Auditor will evaluate the Analyst on the following criteria:

	 	n	 	Analyst compliance with TechTeam’s “8 Steps of Call Processing”
	 
	 	n	 	 Technical and procedural accuracy
	 
	 	n	 	 Analyst use of tools
	 
	 	n	 	 Analyst Customer service skills
	 
	 	n	 	 Accuracy of test Call response
	 
	 	n	 	 Review of Analyst’s documented Incident record in the Incident Management Tool
	 
	 	n	 	 Problem categorization

All Ford and TechTeam SPOC Program monitors will be completed on the same monitoring feedback
form and entered into TechTeam’s Performance Tracker. All forms will be compiled and entered
into a Performance Tracker database.

A monthly average FOX score will be compiled by TechTeam and presented each month in the
Quality Assurance Scorecard.

OFI (Opportunity for Improvement)

TechTeam will monitor and track all OFI’s that are received via customer feedback mechanisms.
The OFI’s are entered into a Microsoft Access database that was created as a tracking tool for
analyst OFIs (Opportunities for Improvement). By logging the reasons for analyst OFIs in this
database, resources and SPOC Program management are together able to identify potential areas
for improvement in the SPOC Program support process.

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	91

 

 

Ford Global SPOC Program Scope of Work

Appendix C: Strategic Initiatives

* * *

(Material omitted from page 92 and page 93)

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	92

 

 

Ford Global SPOC Program Scope of Work

Appendix D: Service Catalog

* * *

(Materials omitted from pages D1 through D21)

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	93

 

 

Ford Global SPOC Program Scope of Work

Appendix E: Global Seat Count Process 

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	94

 

 

Ford Global SPOC Program Scope of Work

Appendix F: UK-Ford (UK-Warley) Information as of February 2005

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	95

 

 

Ford Global SPOC Program Scope of Work

Appendix G: Ford Credit North America Seat Count Information As Of February 2005

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	96

 

 

Ford Global SPOC Program Scope of Work

Appendix H: DE-Niehl (DE-Köln)Seat Count Information As Of February 2005

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	97

 

 

Ford Global SPOC Program Scope of Work

Appendix I: North American Seat Count Information As OF February 2005

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	98

 

 

Ford Global SPOC Program Scope of Work

Appendix J: Change of Scope Form

	 	 	 	 	 	 	 	 	 	 	 	 
	 	Originator

	 	 	 
	 	 	Change Request #
	 	 	 	 
	 	 

	 	 	 	 	 	Request Date	 	 	 	 
	 	 

	 	 	 	 	 	 	 	 	 	 	 	 
	 	Customer 

Name

	 	 	 
	 	 	Customer P.O.#
	 	 	 	 
	 	Project Name

	 	 	 	 	 	TechTeam Project #	 	 	 	 
	 

This document is a historical communication record between the parties, and will be signed by
both parties. It shall contain, at a minimum, a description of the requested change, the
original services(s) with potential service impacts, and the areas/amounts where
cost(s)/service(s) would change.

Description of Requested Change(s)

 

Original Milestone(s) or Service(s) and potential impact(s) on current service(s)

 

Cost(s)

 

	 	 	 	 	 
	TechTeam Representative 

Date
	 	Date
	 	Ford Representative

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	99

 

 

Ford Global SPOC Program Scope of Work

Appendix K– German Workers Council Agreement

* * *

(Material omitted from page 101 to 103)

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	100

 

 

Ford Global SPOC Program Scope of Work

Appendix L – SPOC Services Matrix

* * *

(Material omitted from page 104 to 115)

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	101

 

 

Ford Global SPOC Program Scope of Work

Appendix M — Partnered Focus

* * *

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	102

 

 

Ford
Global SPOC Program Scope of Work

Appendix
N – Remote Deskside Model Process Flow (Insert new Process
Flow)

					
	 	 	 	 	 
	 
	 	December 1, 2005
	 	103Exhibit 10.1

Exhibit 10.1

EMPLOYMENT AGREEMENT

     THIS EMPLOYMENT AGREEMENT (this “Agreement”) is made as of June 23, 2008, by and
between MEDCATH CORPORATION, a Delaware corporation (the “Company”), and JEFFREY HINTON
(“Executive”).

RECITALS

     The Company desires to employ Executive to serve as an Executive Vice President and as its
Chief Financial Officer, and Executive is willing to accept such employment and perform services
for the Company, all on the terms and conditions hereinafter set forth.

     NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which is
hereby acknowledged, the parties hereto agree as follows:

     1. Employment.

          1.1 Position. Subject to the terms and conditions of this Agreement, the Company
agrees to employ Executive during the term hereof as an Executive Vice President and as its Chief
Financial Officer. In such capacity, Executive shall report to the Chief Executive Officer of the
Company (the “CEO”) and shall have the customary powers, responsibilities and authorities
of such position and office for corporations of the size and character of the Company, as it exists
from time to time and as are assigned by the CEO.

          1.2 Duties. Subject to the terms and conditions of this Agreement, Executive hereby
accepts employment with the Company commencing on June 23, 2008 and agrees to devote his full
working time and efforts, to the best of his ability, experience and talent, to the performance of
services, duties and responsibilities in connection therewith. Executive shall perform such duties
and exercise such powers, commensurate with his position, as the CEO shall from time to time
delegate to him on such terms and conditions and subject to such restrictions as the board of
directors of the Company (the “Board”) may reasonably from time to time impose.

          1.3 Outside Activities. Nothing in this Agreement shall preclude Executive (i) from
engaging in charitable and community affairs, from managing any passive investment made by him in
publicly traded equity securities or other property (provided that no such investment may exceed 5%
of the equity of any entity) or (ii) subject to Section 13(b) hereof, from serving as a member of
boards of directors or as a trustee of any other corporation, association or entity,

 

 

so long as in the reasonable determination of the CEO and none of the activities described in
clauses (i) or (ii) interferes with his duties and responsibilities hereunder.

     2. Term of Employment. Executive’s term of employment under this Agreement shall
commence on the Commencement Date and, subject to the terms hereof, shall terminate on the third
anniversary of the Commencement Date; provided, however, that the term of this
Agreement and Executive’s employment hereunder shall be automatically renewed and extended for
additional one-year periods commencing on the third anniversary of the Commencement Date and on
each anniversary date thereafter, unless the Company or Executive provides written notice to the
other party, at least 90 days prior to the expiration of the initial term or any renewal term, of
the non-renewal of this Agreement.

     3. Compensation.

          3.1 Salary. The Company shall pay Executive a base salary (“Base Salary”) at
the rate of $350,000 per annum commencing as of the Commencement Date. Base Salary shall be
adjusted annually at the discretion of the Board but in no event shall Base Salary be reduced nor
be less than the median base salary for a comparable position at corporations of similar size and
character as the Company, as it exists from time to time, and, as increased, shall constitute “Base
Salary” hereunder. Base Salary shall be payable in accordance with the normal payroll practices of
the Company but no less frequently than monthly.

          3.2 Bonus. For each fiscal year of Executive’s employment hereunder, Executive shall
participate in the bonus plan established for the Company’s senior executives. Executive’s target
bonus with respect to each such fiscal year shall be equal to 50% of Executive’s Base Salary for
such fiscal year (the “Target Bonus”). The Board (or a committee thereof) shall have
complete authority to establish all other terms and provisions of the bonus plan, including the
performance goals for the bonus plan, the threshold performance required for the payment of any
bonus under the plan, the maximum bonus opportunity for Executive under the plan, and the total
cash compensation consistent with its exercise of discretion.. Bonuses shall be paid within 2-1/2
months following the fiscal year to which they relate, and Executive must be employed by the
Company on the day the bonus is payable to be eligible to receive the bonus.

          3.3 Compensation Plans and Programs. Executive shall be eligible to participate in
any other compensation plan or program maintained by the Company from time for

2

 

senior executives of the Company on terms and conditions that are comparable to those applicable to
such other senior executives.

     4. Employee Benefits.

          4.1 Employee Benefit Programs, Plans and Practices. The Company shall provide
Executive during the term of his employment hereunder with participation in or coverage under all
employee pension and welfare benefit programs, plans and practices (commensurate with his position
in the Company from time to time and to the extent permitted under any employee benefit plan) which
the Company makes available to its senior executives. Executive agrees to waive his right to
participate in the Employee Health Insurance Plan for a period that includes his participation in
the health plan provided by his immediately former employer, such participation expecting to last
until approximately mid-2010.

          4.2 Vacation and Fringe Benefits. Executive shall be entitled to no less than the
number of business days paid vacation in each calendar year which have historically been provided
to similarly situated executives, which shall be taken at such times as are consistent with
Executive’s responsibilities hereunder but which shall not have any year-to-year carryover. In
addition, Executive shall be entitled to the perquisites and other fringe benefits currently made
available to senior executives of the Company, commensurate with his position with the Company.

          4.3 Relocation Expenses. Executive shall become a full-time resident of the
Charlotte, North Carolina area no later than the Commencement Date and shall relocate his family to
the Charlotte, North Carolina area as soon as practicable thereafter. Executive shall utilize the
Company’s retained relocation firm (Xonex) for all relocation efforts. Company shall be
responsible for reimbursement of the real estate brokerage commission on the sale of Executive’s
current principal residence in Georgia provided that Executive utilizes the services of Xonex in
listing and selling Executive’s home, and ensures that the maximum economic benefit of Xonex is
realized in the transaction. Any expenses incurred by Executive in the relocation process which are
not covered by the Company’s agreement with Xonex are the sole responsibility of Executive, absent
prior approval from the Company. Any reasonable and customary expenses incurred by Executive and
reimbursed by Company shall be treated as after tax income.

3

 

     5. Expenses. Executive is authorized to incur reasonable expenses in carrying out his
duties and responsibilities under this Agreement, including, without limitation, expenses for
travel and similar items related to such duties and responsibilities. The Company will reimburse
Executive for all such expenses upon presentation by Executive from time to time of appropriately
itemized and approved (consistent with the Company’s policy) accounts of such expenditures.

     6. Termination of Employment.

          6.1 Termination By the Company Without Cause or By Executive for Good Reason. (a) The
Company may terminate Executive’s employment under this Agreement at any time for any reason,
provided that any such termination other than for Cause (as defined in Section 6.4 hereof)
may only be made upon 30 days prior written notice to Executive. If Executive’s employment under
this Agreement is terminated by the Company without Cause (other than as a result of Executive’s
death or Permanent Disability (as defined in Section 6.2 hereof) or if Executive terminates his
employment for Good Reason (as defined in Section 6.1(c) hereof), Executive shall receive any
payments to which he is entitled under any applicable compensation or employee benefit plan or
program in which he participates, including but not limited to those referred to in Section 3.3
hereof. In addition, in the event of any such termination described in the immediately preceding
sentence, Executive shall be entitled to receive the following:

     (i) an amount equal to the sum of (A) one times Executive’s Base Salary if
such termination occurs prior to a Change in Control ( as defined in 6.1(c) hereof)
or more than 12 months after a Change in Control or (B) if such termination occurs
upon a Change in Control or at any time within 12 months after a Change in Control,
the sum of two times Executive’s Base Salary and one times Executive’s Target Bonus
(such amount, the “Severance Payment”);

     (ii) a cash lump sum payment in respect of (x) compensation earned but not
yet paid (including any awarded but deferred Bonus payments) (the “Compensation
Payment”), and (y) reasonable expenses incurred under Section 5 but not yet
reimbursed (the “Expense Payment”); and

     (iii) after waiver period for health coverage in 4.1, continued coverage under
the Company’s group medical plan in accordance with the terms thereof for a period
ending on the earlier of (A) the second anniversary of the date of termination
under this Section 6.1(a) or (B) the date on which Executive becomes eligible to be
covered under comparable benefit plans of a new employer (the “Coverage
Period”), provided that Executive shall be required to contribute an
amount toward the cost for such coverage during the Coverage

4

 

Period that is equal to the cost paid by active employees of the Company for
coverage under the Company’s group medical plan during the Coverage Period, and for
purposes of applying the group health plan coverage continuation requirements of
Section 4980B of the Internal Revenue Code of 1986 and Section 601 et
seq. of the Employee Retirement Income Security Act of 1974, as amended,
the “qualifying event” shall be the termination of the Executive’s employment with
the Company.

          (b) The Severance Payment shall be paid by the Company to Executive over the 12 month period
following the date of termination in substantially equal installment payments and in accordance
with the normal payroll practices of the Company but no less frequently than monthly. The
Compensation Payment and the Expense Payment shall be paid by the Company to Executive in a cash
lump sum payment within 30 days after the date of termination.

          (c) For purposes of this Agreement, “Good Reason” shall mean any of the following
(without Executive’s express prior written consent):

     (i) A substantial reduction or elimination of Executive’s management
responsibility for the financial operations of the Company, other than in connection
with the termination of Executive’s employment by the Company for Cause, by
Executive without Good Reason or as a result of Executive’s Permanent Disability or
death;

     (ii) A reduction by the Company in Executive’s Base Salary or Target Bonus; or

     (iii) A reduction or elimination of Executive’s eligibility to participate in
any of the Company’s employee benefit plans that is inconsistent with the
eligibility of similarly situated executives of the Company to participate therein;

     (iv)
A required relocation of Executive’s principal place of
employment that is more than 25 miles from his initial place of
employment.

     (v)
The Company provides Executive written notice of the
non-renewal of this agreement pursuant to Section 2

For purposes of this Agreement, “Change in Control” shall mean:

     (i) Sales of all or substantially all of the assets of the Company, MedCath
Holdings Corp. or MedCath Incorporated to an individual, partnership, corporation,
business trust, joint stock company, trust, unincorporated association, joint
venture, governmental authority or other entity (a “Person”) who is not an
affiliate of Welsh, Cason, Anderson & Stowe, VII, L.P. (“WCAS”);

     (ii) A sale by WCAS or any of its respective affiliates resulting in

5

 

more than 50% of the voting stock of the Company, MedCath Holdings Corp. or
MedCath Incorporated being held by a person or group that does not include or WCAS
or any of their respective affiliates; or

     (iii) A merger or consolidation of the Company, MedCath Holdings
Corp. or MedCath Incorporated into another Person which is not an affiliate of or
WCAS;

if and only if any such event results in the inability of WCAS, or any of their respective
affiliates (collectively, the "Partnerships”) to elect a majority of the Board of
Directors of the Company (or the resulting entity);

          6.2 Permanent Disability. If Executive becomes totally and permanently disabled (as
defined in the Company’s Long-Term Disability Benefit Plan applicable to senior executive officers
as in effect on the date hereof) (“Permanent Disability”), the Company or Executive may
terminate Executive’s employment under this Agreement upon 30 days prior written notice thereof,
and Executive shall receive or commence receiving, as soon as practicable:

     (i) amounts payable pursuant to the terms of a disability insurance policy or
similar arrangement which the Company maintains during the term hereof;

     (ii) Executive’s Target Bonus in respect of the fiscal year in which his
termination occurs, prorated by a fraction, the numerator of which is the number of
days of the fiscal year until termination and the denominator of which is 365;

     (iii) the Compensation Payment, and the Expense Payment; and

     (iv) any payments to which he is entitled under any applicable compensation or
employee benefit plan or program in which he participates, including but not limited
to those referred to in Section 3.3 hereof.

          6.3 Death. In the event of Executive’s death during the term of his employment
hereunder, Executive’s estate or designated beneficiaries shall receive or commence receiving, as
soon as practicable:

     (i) Executive’s Target Bonus in respect of the fiscal year in which his death
occurs, prorated by a fraction, the numerator of which is the number of days of the
fiscal year until his death and the denominator of which is 365;

     (ii) any death benefits provided under the employee benefit programs, plans and
practices referred to in Section 4.1 hereof, in accordance with their terms;

     (iii) the Vacation Payment, the Compensation Payment, and the Expense Payment;
and

6

 

     (iv) any payments to which he is entitled under any applicable compensation or
employee benefit plan or program in which he participates, including but not limited
to those referred to in Section 3.3 hereof.

          6.4 Termination By the Company for Cause or By Executive without Good Reason. (a) The
Company shall have the right to immediately terminate the employment of Executive under this
Agreement for Cause, and Executive shall have the right to terminate his employment under this
Agreement without Good Reason upon 90 days prior written notice to the Company. In the event that
Executive’s employment is terminated by the Company for Cause or by Executive without Good Reason,
notwithstanding any other provision in this Agreement, Executive shall be entitled only to the
Compensation Payment, and the Expense Payment, and shall not be entitled to any further
compensation or benefits hereunder including, without limitation, the payment of any bonus in
respect of all or any portion of the fiscal year in which such termination occurs. Nothing herein
shall be construed to limit, abolish, or otherwise interfere with benefits accrued by Executive at
time of termination, including but not limited to accrued vacation, 401(k) benefits, etc.

          (b) As used herein, the term “Cause” shall mean and be limited to (i) willful
misconduct by Executive which results in a demonstrable injury (which is other than de minimis or
insignificant) to the Company, (ii) willful and continued failure by Executive to perform his
material duties with respect to the Company or its subsidiaries, which failure continues beyond 10
days after a written demand for substantial performance of such duties was given to Executive by
the Company, or (iii) Executive’s conviction of, or plea of nolo contendere to, a
felony or to a misdemeanor involving moral turpitude. Termination of Executive for Cause pursuant
to Section 6.4(a) shall be made by delivery to Executive of written notice that, in the reasonable
judgment of the Board, Executive was guilty of conduct set forth in any of clauses (i) through
(iii) above and specifying the particulars thereof.

     7. Release. Notwithstanding anything to the contrary contained herein, the Company
shall not be obligated to pay Executive the Severance Payment pursuant to Section 6.1 in the event
Executive’s employment is terminated by the Company without Cause (other than as a result of
Executive’s death or Permanent Disability) or by Executive for Good Reason and any options held by
Executive to purchase the Company’s common stock shall not be exercisable after the termination of
the Executive’s employment hereunder unless the Executive executes and delivers to the Company a
release, dated the date of his termination of employment, to the

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effect that: for good and valuable
consideration, the Executive unconditionally releases and covenants not to sue the Company and its
subsidiaries and affiliates and directors, officers, employees and stockholders thereof, from any
and all claims, liabilities and obligation of any nature pertaining to termination of employment other than those
explicitly provided for by this Agreement including, without limitation, any claims arising out of
alleged legal restrictions on the Company’s right to terminate its employees, such as any implied
contract of employment or termination contrary to public policy or to laws prohibiting
discrimination (including, without limitation, the Age Discrimination in Employment Act); and
containing such other provisions as the Company may request to effect the purposes of the foregoing
release. Said release shall not affect or abrogate the Company’s obligations under the herein
agreement, any vested benefit, or any rights granted to the Executive under the Company’s by-laws,
charter, or applicable law.

     8. Mitigation of Damages. Executive shall not be required to mitigate damages or the
amount of any payment provided for under this Agreement by seeking other employment or otherwise
after the termination of his employment hereunder.

     9. Notices. All notices or communications hereunder shall be in writing, addressed as follows:

To the Company:

MedCath Corporation

10720 Sikes Place, Suite 300

Charlotte, North Carolina 28277

Attn: Chief Executive Officer

with a copy to:

Hal A. Levinson, Esq.

Moore & Van Allen, PLLC

100 N. Tryon Street, Floor 47

Charlotte, North Carolina 28202-4003

To Executive:

Jeffrey Hinton

[the most recent address

on the Company’s employment

records for Executive]

Any such notice or communication shall be delivered by hand, by telecopy (with machine
confirmation) or by courier or sent certified or registered mail, return receipt requested, postage
prepaid, addressed as above (or to such other address as such party may designate in a notice

8

 

duly
delivered as described above), and the third business day after the actual date of mailing shall
constitute the time at which notice was given.

     10. Separability; Legal Fees. If any provision of this Agreement shall be declared to
be invalid or unenforceable, in whole or in part, such invalidity or unenforceability shall not
affect the remaining provisions hereof which shall remain in full force and effect. Each party
shall bear the costs of any legal fees and other fees and expenses which may be incurred in respect
of enforcing its respective rights under this Agreement.

     11. Assignment. This Agreement shall be binding upon and inure to the benefit of the
heirs and representatives of Executive and the assigns and successors of the Company, but neither
this Agreement nor any rights or obligations hereunder shall be assignable or otherwise subject to
hypothecation by Executive (except by will or by operation of the laws of intestate succession) or
by the Company, except that the Company may assign this Agreement to any successor (whether by
merger, purchase or otherwise) to all or substantially all of the stock,
assets or businesses of the Company, if such successor expressly agrees to assume the obligations
of the Company hereunder.

     12. Amendment. This Agreement may only be amended by written agreement of the parties
hereto.

     13. Nondisclosure of Confidential Information; Non-Competition; Non-Disparagement.
(a) At any time during or after Executive’s employment with the Company, Executive shall not,
without the prior written consent of the Company, use, divulge, disclose or make accessible to any
other person, firm, partnership, corporation or other entity any Confidential Information (as
hereinafter defined) pertaining to the business of the Company or any of its subsidiaries, except
(i) while employed by the Company, in the business of and for the benefit of the Company, or (ii)
when required to do so by a court of competent jurisdiction, by any governmental agency having
supervisory authority over the business of the Company, or by any administrative body or
legislative body (including a committee thereof) with jurisdiction to order Executive to divulge,
disclose or make accessible such information. For purposes of this Section 13(a),
“Confidential Information” shall mean non-public information concerning the financial data,
strategic business plans, and other non-public, proprietary and confidential information of the
Company, its subsidiaries, Welsh, Carson, Anderson & Stowe VII, L.P., or their respective
affiliates as in existence as of the date of Executive’s termination of employment

9

 

that, in any
case, is not otherwise available to the public (other than by Executive’s breach of the terms
hereof). Confidential Information further includes without limitation customer information,
vendors, operations and operating procedures, pricing, financial information, technology, marketing
strategies, design of facilities, employment practices, contractual agreements, and trade secrets.

          Executive agrees that both while employed by the Company and following termination of
Executive’s employment with the Company at any time in the future:

     (i) Executive will take all reasonable precautions to safeguard all
Confidential Information at all times so that it is not communicated to, exposed to,
available to, or taken by any unauthorized person and will personally use or
disclose such information; and

     (ii) Executive will exercise Executive’s reasonable best efforts to assure the
safekeeping of the Company’s Confidential Information.

          Upon termination of Executive’s employment with the Company, Executive agrees to immediately
return to the Company all Confidential Information and other Company property, including without
limitation all originals, copies, computer data, or other records or information. It is understood
and agreed that Confidential Information and other property of the Company shall remain at all
times the property of the Company.

          (b) Recognizing the fact that Executive will be given or have access to the Confidential
Information described in this Section 13 above, and that Executive owes a duty of full loyalty to
the Company and its name, reputation and operational interests, Executive agrees that during the
period of Executive’s employment with the Company, Executive will not engage in or have an interest
in, either directly or indirectly, in any manner, whether as a shareholder, partner, owner,
investor, officer, director, advisor, employee, consultant, or in any other capacity, any
Competitive Business other than an ownership position of less than 5 percent in any company whose
shares are publicly traded.

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          In addition, Executive agrees that in the event that Executive’s employment with the Company
is terminated for any reason by either party, for a period of one (1) year from the date of
termination of employment, Executive will not, either directly or indirectly, whether as a
shareholder, partner, owner, investor, officer, director, advisor, employee or consultant with
responsibilities which are the same or similar as those which Executive had with the Company,
associate with, participate in or have an interest in any Competitive Business (other than an
ownership position by Executive of less than 5% in any company whose shares are publicly traded)
which is located or which operates within 50 miles of:

     (i) any hospital, hospital cardiology or cardiovascular surgery program
or fixed site cardiac catheterization lab in each case which the Company
owns, whether all or in part, or manages or the Company’s corporate
headquarters, or

     (ii) any location with respect to which the Company was actively
developing or negotiating as of the Separation Date to own or manage a
hospital, cardiac catheterization lab or a hospital’s cardiology or
cardiovascular surgery program (for purposes of this section, the term
“actively developing or negotiating” means either definitive documents, a
letter of intent, memorandum of understanding or other comparable document
had been executed or the material terms thereof were being actively
negotiated).

          For purposes of this Section 13, the term “Competitive Business” means any entity that
owns or manages hospitals, cardiac catheterization labs or any portion thereof and that derives,
directly or indirectly, more than 10% of its gross annual revenue from providing cardiology or
cardiovascular-related healthcare services.

          (c) Executive further agrees that in the event Executive’s employment with the Company is
terminated for any reason by either party, for a period of one year from the date of termination of
employment, Executive shall not, on his own behalf or on behalf of any person, firm or company,
directly or indirectly, solicit or offer employment to any person who has been employed by the
Company or its subsidiaries at any time during the 12 months immediately preceding such
solicitation.

          (d) Executive further agrees that in the event Executive’s employment with the Company is
terminated for any reason by either party, he will not communicate orally, in writing or
electronically (through, for example, the internet), including but not limited to, at healthcare,
financial or other conferences, seminars or meetings or at any other place or time,

11

 

generally,
specifically or by implication to any person or entity any opinions or comments regarding the
prospects, competence or skills of the Company or any facts, opinions or comments that could
reasonably be expected to reflect adversely upon the other or disparage, degrade, malign or harm
the reputation of the Company.

          (e) Executive and the Company agree that the covenants in this Section 13 are reasonable
covenants under the circumstances, and further agree that if in the opinion of any court of
competent jurisdiction such restraint is not reasonable in any respect, such court shall have the
right, power and authority to excise or modify such provision or provisions of the covenants as to
the court shall appear not reasonable and to enforce the remainder of the covenants as so amended.
Executive agrees that any breach of the covenants contained in this Section 13 would irreparably
injure the Company. Accordingly, Executive agrees that the Company may, in addition to pursuing
any other remedies it may have in law or in equity, cease making any payments otherwise
required by this Agreement and obtain an injunction against Executive from any court having
jurisdiction over the matter restraining any further violation of this Agreement by Executive.

     14. Compliance with Code Section 409A. Notwithstanding anything in this Agreement to
the contrary, if (a) Executive is a specified employee as of the date of his separation from
service and (b) any amount or benefit that the Company determines would constitute non-exempt
“deferred compensation” for purposes of Section 409A of the Internal Revenue Code of 1986 (the
“Code”) would otherwise be payable or distributable under this Agreement by reason of
Executive’s separation from service, then to the extent necessary to comply with Code Section 409A:
(i) if the payment or distribution is payable in a lump sum, Executive’s right to receive payment
or distribution of such non-exempt deferred compensation will be delayed until the earlier of
Executive’s death or the first day of the seventh month following Executive’s separation from
service, and (ii) if the payment, distribution or benefit is payable or provided over time, the
amount of such non-exempt deferred compensation or benefit that would otherwise be payable or
provided during the six (6) month period immediately following Executive’s separation from service
will be accumulated, and Executive’s right to receive payment or distribution of such accumulated
amount or benefit will be delayed until the earlier of Executive’s death or the first day of the
seventh month following Executive’s separation from service and paid or provided on the earlier of
such dates, without interest, and

12

 

the normal payment or distribution schedule for any remaining
payments, distributions or benefits will commence.

     For purposes of this Agreement, the term “separation from service” shall be defined as
provided in Code Section 409A and applicable regulations, and Executive shall be a “specified
employee” during the twelve (12) month period beginning April 1 each year if Executive met the
requirements of Section 416(i)(1)(A)(i), (ii) or (iii) of the Code (applied in accordance with the
regulations thereunder and disregarding Section 416(i)(5) of the Code) at any time during the
twelve (12) month period ending on the December 31 immediately preceding his separation from
service.

          Notwithstanding anything herein, the parties desire that this agreement is meant and
constructed to comply with Section 409A in its entirety.

     15. Beneficiaries; References. Executive shall be entitled to select (and change, to
the extent permitted under any applicable law) a beneficiary or beneficiaries to receive any
compensation or benefit payable hereunder following Executive’s death, and may change such
election, in either case by giving the Company written notice thereof. In the event of Executive’s
death or a judicial determination of his incompetence, reference in this Agreement to Executive
shall be deemed, where appropriate, to refer to his beneficiary, estate or other legal
representative. Any reference to the masculine gender in this Agreement shall include, where
appropriate, the feminine.

     16. Survivorship. The respective rights and obligations of the parties hereunder
shall survive any termination of this Agreement to the extent necessary to the intended
preservation of such rights and obligations, including the provisions of Section 13 herein. The
provisions of this Section 16 are in addition to the survivorship provisions of any other section
of this Agreement.

     17. Governing Law. This Agreement shall be construed, interpreted and governed in
accordance with the laws of the State of North Carolina without reference to rules relating to
conflicts of law.

     18. Withholding. The Company shall be entitled to withhold from payment any amount of
withholding required by law.

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     19. Counterparts. This Agreement may be executed in two or more counterparts, each of
which will be deemed an original.

	 	 	 	 	 
	 	 	MEDCATH CORPORATION
	 
	 	 	 	 
	 

	 	By:	 	 
	 

	 	 	 	 
	 

	 	Title:
	 	President and Chief Executive Officer
	 
	 	 	 	 
	 	 	 
	 	 	Jeffrey Hinton

14

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