Products and Services
<h4>1. Company Description</h4>

<p><b>1.1. </b><b>Industries in which the Company Operates</b></p>

<p>DTEK is a privately owned, vertically integrated energy company. It creates efficient production chains in the energy sector: from coal production to generating and distributing electricity. DTEK specializes in creating mutually beneficial operations between coal mining and energy production companies.&nbsp; Through the introduction of advanced technologies, professional management, and well-considered social policies, DTEK is able to maintain its leading position in the Ukrainian energy market. &nbsp;<br> </p>

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<p><b>1.2. </b><b>Territorial Distribution</b></p>

<p>DTEK enterprises are located in the regions of Donetsk, Dnipropetrovsk, Luhansk, and Zaporizhzhya </p>

<p><b>1.3. </b><b>Number of Staff</b></p>

<p>About 52,000 employees</p>

<p><b>1.4. </b><b>Personnel and Departments Using the WebTutor System</b></p>

<p>All employees at the corporate center and divisions located in Donetsk use WebTutor as well as some company employees in regional locations. In the future, all DTEK employees, trainees, and student interns will use the system.</p>

<h4>2. Project Objectives</h4>

<p><b>2.1. </b><b>The system has been implemented in order to meet the following business requirements:</b></p>

<p> DTEK's vision for growth and innovation requires professional, motivated employees who are willing to learn and grow with the company. Faced with the choice between hiring employees from foreign markets or advancing the talents of local workers, the company chose the latter. DTEK relies on disciplined, long-term staff that knows the business inside-out and demonstrates both technical and functional competencies. The company faces challenges in identifying, developing and retaining the best employees. A learning management program was implemented to resolve these concerns.</p>

<p><b>2.2. </b><b>Which business processes should be automated?:</b></p> <ul> <li>Accounting processes for all types of internal and external trainings </li> <li>Management of training resources: facilities, equipment, and instructors </li> <li>Collecting data and analyzing training needs </li> <li>Collecting certificate requests for learning programs </li> <li>Creation of individual training plans and development for employees </li> <li>Collecting and analyzing reviews and assessments of training events and e-learning courses </li> <li>Goal setting, assessment of performance and competencies </li> <li>Support for a tutor/mentor program </li> <li>Support the internal mini-MBA program: "Energy Knowledge" and "Energy Leader" </li> <li>Managing the talent pool </li> </ul>

<p><b>2.3 </b><b>What were the criteria for successfully implementing the planning stage?</b></p> <ul> <li>Create a DTEK Academy portal that provides access to all corporate center employees and administrative offices in all regions. </li> <li>An annual performance and competency assessment can be found on the portal. Transfer data from previous years into the system for assessment. </li> <li>Include distance learning in employee development plans. </li> <li>Create a system to report training activity. Creation of a single database containing training results for past years. </li> <li>Reduce time spent on routine tasks: collecting and processing applications, sending notifications, and creating reports. </li> <li> Manage mentoring program by introducing tools for planning meetings and receiving feedback. </li> <li>Create personal profiles for each employee, including information about full-time and e-learning training, testing, performance and competency assessments. </li> <li>Create a group workspace for "Energy Knowledge" and "Energy Leader" participants. </li> <li>Transfer information about development centers, the personnel reserve, key positions and successors into the system. Set up a process for managing the employee talent pool </li> </ul>

<p><b>2.4 </b><b>Creating the project plan </b></p>

<p>Company management issued the challenge to personnel managers to draw from the company's own staff to fill 80% of vacancies occurring in senior and middle management positions. The initiative required the examination and elimination of multiple obstacles, much of which was handled by the Department for Staff Development. Methods for solving the dilemma were investigated.</p> <table border="0" cellpadding="3" cellspacing="3" width="100%"> <tbody> <tr> <td><strong>Objective:</strong></td> <td><strong>Means for Accomplishment</strong></td> </tr> <tr> <td valign="top">Raise the average level of competence among staff</td> <td valign="top">Develop new methods of learning and development. Implement distance and blended learning systems.</td> </tr> <tr> <td valign="top">Select employees with the greatest potential</td> <td valign="top">Use annual assessments of performance and competencies. Establish development centers.</td> </tr> <tr> <td valign="top">Ensure career advancement within the company</td> <td valign="top">Create and manage a personnel talent pool.</td> </tr> <tr> <td valign="top">Maintain high employee loyalty</td> <td valign="top">Transmit corporate culture and values to staff. </td> </tr> </tbody> </table>

<p>The company decided to implement a software system that would efficiently solve these tasks. A project plan, complete with time frame, was developed and a working group formed.</p>

<p><strong>3. </strong><strong>Project Parameters</strong></p>

<p><b>3.1. </b><b>Time frame for project implementation and milestones:</b></p> <ul> <li>Create a project team to identify key roles - September 2009 </li> <li>Create list of system requirements </li> <li>1st round of vendor selection </li> <li>Develop a short-list of vendors. View vendor presentations. Designate the winner - WebSoft. </li> <li>Scope statement for implementation </li> <li>Install and integrate the system </li> <li>Create portal design, configure, adapt, transfer data from archives, fill with content </li> <li>Commercial launch of system - January 2010</li> </ul>

<p> Work is currently being done to further develop and improve the system:</p> <ul> <li> Improve functionality of existing services and launch new services</li> <li>Expand the automation of processes</li> <li>Improve design and ergonomics</li> </ul>

<p><b>3.2. </b><b>The customer project team (from IT to HR): Roles in the team, how interaction was conducted<br> </b></p>

<p>L &amp; D</p> <ul> <li>Deputy Director of Human Resources</li> <li>Head of the Staff Development Department</li> <li>Head of the Department of Distance Learning</li> <li>Senior Specialist on Distance Learning</li> </ul>

<p>IT</p> <ul> <li>Head of the IT Department</li> <li>IT professionals with different specializations</li> </ul>

<p>Security</p> <ul> <li>Data Protection Manager</li> </ul>

<p>Business</p> <ul> <li>Representative from the energy sector</li> <li>Representative from the coal sector</li> </ul>

<p><b>3.3.</b><b> Main difficulties encountered during the project</b></p>

<p>Currently, the company is in the process of implementing the ERP SAP system. This is estimated to take a few years. During this time, Personnel Administrative procedures will gradually shift from local systems to SAP. Additionally, the internal corporate portal will migrate to another software platform. To manage these processes, we must constantly refine performance in order to integrate, monitor, and correct errors arising from human error.</p>

<p><b>3.4. </b><b>Did the time frame and cost conform to expectations?</b></p>


<p><b>3.5. </b><b>What IT limitations affected project outcomes?</b></p>

<p>The segmentation and autonomy of the IT infrastructure in multiple industries and departments: networks, systems, accounting, and authorization.</p>

<h4>4. Project Development</h4>

<p><b>4.1. </b><b>Development Plans </b></p> <ul> <li>Creating a performance check system</li> <li>Automate evaluation methods</li> <li>Create and implement blended learning programs</li> <li>Create a knowledge management system </li> <li>Completely cover HR process integration in all departments </li> </ul>

<p><b>4. </b><b>Filling with Content: how was it accomplished?</b></p>

<p>At launch, there were nine e-learning courses: 8 retail courses developed by WebSoft and one course that was produced by the in-house development team. WebSoft courses were placed in a new player, which is used for all DTEK learning materials.</p>

<p>By the end of 2010 we expect to offer 15 courses.</p>

<p>At present, the internal development team uses two tools for course creation:</p> <ul> <li><strong>WebSoft CourseLab</strong> as a universal means of development</li> <li><strong>Adobe Captivate</strong> to create simulations and video tutorials on applying software applications</li> </ul>

<p>DTEK photos are used in courses along with illustrations, drawings, and 3D models created by departmental employees. Training videos will be added in the future. Interactive multimedia elements will be created using <strong>AdobeFlash.</strong> A number of DTEK's own technological developments will also be included. </p>

<p>The quality of the visual and informational components achieved merit attention.</p>

<p><strong>Course: Introduction to the Coal Industry (CourseLab)</strong></p>

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<p><strong>Course: Introduction to Energy (CourseLab)</strong></p>

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<p><strong>Course: Annual Performance Assessment (Captivate)</strong></p>

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<p><b>4.3. System Support and Development Team</b><b></b></p>

<p>Department of Distance Learning: </p> <ul> <li>Department Head </li> <li>Course Developer </li> <li>System Administrator</li> </ul>

<p>Objectives: Develop educational materials, automate processes, manage and develop the DTEK Portal Academy. </p>

<p>Each employee on the team has a primary specialization as well as knowledge in related fields. Therefore, if a team member is absent due to furlough or illness, work on planned projects can continue.</p>

<p>The WebTutor system database is maintained by more than 10 employees from the Department of Employee Development. System parameters that distinguish positions is used to control access rights to specific data: learning activities, talent pool, and the annual assessment. </p>

<p><strong>5. </strong><strong>Project Results</strong></p>

<p><b>5.1. </b><b>Key Accomplishments </b></p>

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<p>A DTEK Academy portal was created to:</p> <ul> <li>Provide information about training activities and the news/achievements of the Academy</li> <li>Facilitate access to learning through convenient mechanisms: from applying for a course to submitting e-forms</li> <li>Provide regular employees with information about their personal learning program while giving managers information about the training programs being taken by their subordinates.</li> <li>Provides the tools to conduct an annual performance and competency evaluation.</li> </ul>

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<p>Automation of basic processes carried out by Department for Employee Development that:</p> <ul> <li>Reviews and optimizes internal processes</li> <li>Records training information for the company </li> <li>Consolidates a database to store all training and development activities information produced from the inception of the company to present.</li> </ul>

<p>Established an annual performance assessment.</p>

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<p>Began producing educational materials in-house.</p>

<p><b>5.2. </b><b>Cost Efficiency</b></p> <ul> <li>Electronic distance learning requires no other cost apart from staff expenses (e-learning department staff).</li> <li>Requests for training in time management or Microsoft Office products are easily satisfied through e-learning courses.</li> <li> Employee Development managers save time that was previously spent on reports and routine work</li> </ul>

<p><b>5.3. </b><b>Most Significant Results </b></p> <ul> <li>The DTEK Portal Academy became an exceedingly useful and interesting, internal information resource. </li> <li>Distance learning seamlessly complements existing staff development programs present in the company.</li> <li>Our high-quality interior design courses were designated as "winners" in a WebSoft sponsored contest.</li> </ul>

<p><b>5.4. </b><b>Employee reaction to system implementation</b></p>

<p>The DTEK Portal Academy and the introduction of Distance Learning were viewed positively. Even though distance learning courses are optional, virtually all employees have included one or more courses in their individual development plans.</p>

<p><b>5.5. </b><b>Feedback from company managers following system implementation</b></p>

<p>The project received positive feedback from management.</p>