Contact Information:

Bill HinschCEO

x•tant learning

Office: 419 862-7581Cell: 419 819.-8338

Skype Name: williamhinschBill@xtantlearning.com.

LearningExplanationsInteractive EducationStrategy Communication

your

employees understood

whatyou do?

What if ...• Employees understood the Big Picture of the competitive marketplace and the need for change at an accelerated pace?

• Employees understood the business through your Customers’ Eyes and took steps to improve the customer experience?

• Employees understood the Pro�t Drivers of your business and the actions they could take to improve the financial health of the company?

• Employees had a Shared Mental Model of the business and were able to communicate using a common language?

•Employees had a clear vision of the Strategic Direction of your company and used their energy to pursue it rather than question it?

•Employees had access to the “Right” Knowledge within the company and were able to streamline operations?

•Employees not only understood why change is required of them, but they were able to Self-Determine what changes must occur?

What if?

Bene�ts• High Quality Learning. Learning Visuals are uniquely e�ective at helping people understand and internalize information. The collaborative and experiential process guide participants to form conclusions that reshape their view of the business and what behaviors and actions they should be taking.• Consistent Learning Outcomes. The design and method of use of Learning visuals ensures that each and every group achieves the desired learning outcomes. This ensures that the company’s strategies and initiatives are acted upon properly.• Accelerated Learning. A Learning visual experience typically lasts one hour and a series of maps takes less than a day to complete. Traditional forms of training would take days to approach the learning results that can be achieved with Learning Visuals.• Shortened Time to Impact. Companies have implemented maps with tens of thousands of employees in a matter of two months. The “plug and play” nature of the maps allow companies to accelerate the rate at which a global organization can transform their thinking and see operational results. Their fact-based nature enables Learning Visuals to present participants with information in a noncontroversial fashion. In addition, the dialogue-driven nature of the Learning

process engages each participant in collaborative learning that all participants bene�t from, leveraging each person’s unique work experience.

•Autonomous Implementation Process. The early stages of the Learning Visual development process involve the input of leaders and subject matter experts but Learning Visual implementation is functionally independent from these people. H.

Ease of Implementation. Learning Visual sessions do not require expert facilitators or content experts. All of the critical content and the learning process are built into each Learning Visual.

• People Become Energized. People typically reject being told what to think. By o�ering people a fun and engaging process for exploring those issues

that a�ect them in their work place, they become highly energized to learn and take action.

• Learning Visuals are Inclusive. Maps have been e�ective where other training and communication tools have failed. For example, maps have been very e�ective in companies with illiteracy rates of 20%. In addition, companies that are comprised of highly diverse people and cultures value the map visual and group dialogue process.

• Leadership Alignment. Often times, senior leaders do not necessarily share the

same view of an operational issue or strategic imperative. Our development process is conducted in a visually collaborative and iterative manner that tactfully leads senior leaders to common conclu-sions. F. Functional and Business Unit Silos are

Broken Down.

Of employees “getting it”

A learning session typicallyhas 5 to 8 people around a large visual

with a facilitator guiding a conversation using data, analytics, games,

and interaction with each other. It utilizes the 4 main learning styles, along with social persuasion

in a positive reinforcement of the company’s message and strategic intent.

Engagement

Knowledge Map tools

The world’s top-performing organizations understand that

employee engagement is a force that drives business

outcomes. Research shows that engaged employees are more

productive employees. They are more pro�table,

more customer-focused, safer, and more likely to withstand

temptations to leave the organization. In the best

organizations, employee engagement transcends a human

resources initiative — it is the way they do business.

Employee engagement is a strategic approach supported by

tactics for driving improvement and organizational

change. The best performing companies know that developing an

employee engagement strategy and linking it to

the achievement of corporate goals will help them win in the

marketplace.

X•tant Engagement Ratio*

is a macro-level indicator of an

organization’s health

that allows executives to track the

proportion of engaged to actively disengaged employees. The

average working population ratio of engaged to

actively disengaged employees is near 2:1.

Actively disengaged employees erode an

organization’s bottom line, while breaking the

spirits of colleagues in the process. Within the

Indian workforce, we estimate this cost to the

bottom line to be more than $300 billion in lost

productivity alone. In stark contrast, world-class

organizations that have

built a sustainable model using Gallup’s approach

have an engagement ratio of more than 9:1. As

organizations move toward this benchmark, they

greatly reduce the negative e�ect of actively

disengaged employees while unleashing the

organization’s potential for rapid growth.

Unleashing the Potential for Growth

Engaged

Not Engaged

Actively Disengaged

33%

49%

18%

9.57 : 11.83 : 1

Engagement separates World Class companies from Average ones

THE BOTTOM LINE:

World ClassAverage

67%

26%

7%

Ratio of Engaged to Actively Disenaged

At X•tant -X•tant we develop that engages your employees

in an accelerated learning process to understand, support and act on your business strategies and organizational change initiatives.

training

it’s all about

What’s Your

EngagementRatio?

Employee Engagement as a Core Strategy

*Your engagement ratio is determined by a sophisticated survey Xtant can do for your companybuilt on the Gallup Q12 instrument, but customized to your speci�c company

Examples

4. Vision, Mission and OperationalStrategy of a leading �nancial services organization with $487billion and a leader in helping those in the academic, medical, cultural, governmental and research �elds plan for retirement.All employees worldwidelearned what the company stood for, its past, present, and future

FROM TOP:

2. Reorganizational Vision ofa multinational conglomeratein the Building & Construction - Materials & Supply.It is the largest supplier of building materials for home building, professional & contract builders in the world.The module educated employeesand managers in a new directionfor the company designed to guidea successful next generationinititaive for the companyin a growth period.

3. Fuel E�ciency primer foremployees highlighting thesustainability initiatives of a leading European airline.This module educated 2300front line service professionals

Increasing employee engagement directly correlates with a

positive effect on key business metrics. A partnership with X•tant-

X•tant enables your organization to design,

implement, and execute an employee engagement strategy, and

at the same time, your organization will have concrete evidence of

the e�ect of this strategy on the bottom line.

Our proof of ROI goes beyond the case study level. By

continually validating the e�ect of increasing employee engage-

ment through meta-analyses and business impact studies, we can

observe ROI trends across hundreds of clients. The observed net

gain in key business outcomes for business

units that grow employee engagement is a direct link to ROI.

Think about the cost to replace an employee, attract a new, loyal

customer, or pay workers’ compensation. Using quick and simple

math with the net gain values provided, your organization can

begin to model the ROI it is capable of attaining.

Typical Gains Realized at the Organizational Level

8%

7%

6%

5%

4%

3%

2%

1%

0%

LOWER

ABSENTEEISMLOWER

TURNOVER

EMPLOYEE

SAFETY PATIENT

SAFETY QUALITY

CUSTOMER

SATISFACTION

PRODUCTIVITY

PROFITABILITY

R.O.IExamples of typical Learning Visual Engagements

Proven Return On Investment

1. Delivering a Di�erentiated Customer Experience was done for a major retailer highlighting excellentstore operations, leadership of storemanagers and desired associate behaviors.

What if ...• Employees understood the Big Picture of the competitive marketplace and the need for change at an accelerated pace?

• Employees understood the business through your Customers’ Eyes and took steps to improve the customer experience?

• Employees understood the Pro�t Drivers of your business and the actions they could take to improve the financial health of the company?

• Employees had a Shared Mental Model of the business and were able to communicate using a common language?

•Employees had a clear vision of the Strategic Direction of your company and used their energy to pursue it rather than question it?

•Employees had access to the “Right” Knowledge within the company and were able to streamline operations?

•Employees not only understood why change is required of them, but they were able to Self-Determine what changes must occur?

Why are Learning Visuals™ more effective than

traditional methods of training or communicat-

ing with employees?

Unlike common presentations where

employees passively receive information via

presentations, our techniques challenge

employees to process marketplace informa-

tion. The information is presented in a

logical and engaging manner, which allows

employees to independently reach

conclusions that are aligned with company

objectives. Employees are asked to assume a

magnitude of challenges and change

initiatives, which require an internalizing process.

This process includes the opportunity for employees

to raise issues and determine common solutions. The

experience undergoes rigorous testing and a focus

group session to ensure that employees will

accomplish this internalization at a relatively quick

pace.

Will Learning Visuals™ reduce the time it takes

employees to understand our issue or initia-

tive?

Yes, customized Learning Visuals™ allow accelerated

learning to occur. Employees raise questions and �nd

answers for themselves in real-time conversations.

This process ensures that as each aspect of an issue is

raised, it is understood and accepted as well. Our

focus group testing process ensures that every group

within an organization will consistently achieve the

targeted learning outcomes. It also ensures that

topics that would otherwise confuse or derail a

conversation are eliminated or minimized. Using

traditional forms of training and communication, it

may take days to achieve the level of comprehension

and acceptance that Learning Visuals™ generate in a

matter of hours.

How much time does it take to go through a

Learning Visual™?

Target completion time for most Learning Visuals™ is

sixty minutes. Most clients run a series of 3 to 5 maps

back-to-back. The series of Learning Visuals™ are

designed with client time speci�cations and learning

objectives in mind. How many Learning Visuals™

would we need? The number of maps needed is

directly related to the complexity and magnitude of

change that you want your employees to understand,

accept and support.

How quickly can I get all of my employees

through a series of Learning Visuals™?

Our Learning Visuals™ provide clients with the

�exibility to reach all employees as quickly as they

deem appropriate for their organization. Since the

maps do not require a subject matter expert to be

present, companies can concurrently run as many

Learning Visual™ sessions as they choose.

How quickly can you develop Learning Visuals™

for my company?

The time to design and test a series of Learning

Visuals™ is typically 2 to 4 months. The complexity of

the organizational issues and that of the organization

determine the development time. In some cases, the

development can be accelerated to meet organiza-

tional needs.

Once the development process has begun,

how do I create support and buy-in for the use

and implementation of Learning Visuals™?

Leveraging our experience in working with dozens

of other complex organizations, we are able to

address and resolve most if not all internal

questions and concerns. Once a project has begun,

we help build support within an organization by

collaborating with key leaders and line-managers in

your company throughout the development

process. Their participation in the development

process provides them with an opportunity

to �ag their needs and gain con�dence in the

project outcomes. In highly complex organizations we

will either customize the Learning Visuals™ to take into

account an operating division's unique needs or

develop complimentary maps to set the right

subsidiary context.

Can you help us if we have identified the key

business issues at the corporate level, but don't

clearly know the specific needs of each business

unit within our company?

The nature of our development process and the design

of our Learning Visuals™ allow us the �exibility to work

with some or all of your business units to further

customize the series of "corporate" Learning Visuals™

to meet their speci�c needs. Business unit or functional

area speci�c maps can be integrated with the

corporate series of Learning Visuals™.

Are Learning Visuals™ best used to target

specific strategic issues?

Learning Visuals™ have been used to address a wide

range of strategic and operational topics. What

industries do you serve? We have worked with clients

from almost all industries including automotive,

consumer products, energy & utilities, �nancial services

& insurance, food & beverage, health care & pharma-

ceuticals, retail, technology, telecommunications and

transportation.

F.A.Q. Frequently Asked Questions on Learning Visuals™ and strategic engagement

• High Quality Learning. Learning Visuals are uniquely e�ective at helping people understand and internalize information. The collaborative and experiential process guide participants to form conclusions that reshape their view of the business and what behaviors and actions they should be taking.• Consistent Learning Outcomes. The design and method of use of Learning visuals ensures that each and every group achieves the desired learning outcomes. This ensures that the company’s strategies and initiatives are acted upon properly.• Accelerated Learning. A Learning visual experience typically lasts one hour and a series of maps takes less than a day to complete. Traditional forms of training would take days to approach the learning results that can be achieved with Learning Visuals.• Shortened Time to Impact. Companies have implemented maps with tens of thousands of employees in a matter of two months. The “plug and play” nature of the maps allow companies to accelerate the rate at which a global organization can transform their thinking and see operational results. Their fact-based nature enables Learning Visuals to present participants with information in a noncontroversial fashion. In addition, the dialogue-driven nature of the Learning

process engages each participant in collaborative learning that all participants bene�t from, leveraging each person’s unique work experience.

•Autonomous Implementation Process. The early stages of the Learning Visual development process involve the input of leaders and subject matter experts but Learning Visual implementation is functionally independent from these people. H.

Ease of Implementation. Learning Visual sessions do not require expert facilitators or content experts. All of the critical content and the learning process are built into each Learning Visual.

• People Become Energized. People typically reject being told what to think. By o�ering people a fun and engaging process for exploring those issues

that a�ect them in their work place, they become highly energized to learn and take action.

• Learning Visuals are Inclusive. Maps have been e�ective where other training and communication tools have failed. For example, maps have been very e�ective in companies with illiteracy rates of 20%. In addition, companies that are comprised of highly diverse people and cultures value the map visual and group dialogue process.

• Leadership Alignment. Often times, senior leaders do not necessarily share the

same view of an operational issue or strategic imperative. Our development process is conducted in a visually collaborative and iterative manner that tactfully leads senior leaders to common conclu-sions. F. Functional and Business Unit Silos are

Broken Down.

?!

?

The world’s top-performing organizations understand that

employee engagement is a force that drives business

outcomes. Research shows that engaged employees are more

productive employees. They are more pro�table,

more customer-focused, safer, and more likely to withstand

temptations to leave the organization. In the best

organizations, employee engagement transcends a human

resources initiative — it is the way they do business.

Employee engagement is a strategic approach supported by

tactics for driving improvement and organizational

change. The best performing companies know that developing an

employee engagement strategy and linking it to

the achievement of corporate goals will help them win in the

marketplace.

X•tant Engagement Ratio*

is a macro-level indicator of an

organization’s health

that allows executives to track the

proportion of engaged to actively disengaged employees. The

average working population ratio of engaged to

actively disengaged employees is near 2:1.

Actively disengaged employees erode an

organization’s bottom line, while breaking the

spirits of colleagues in the process. Within the

Indian workforce, we estimate this cost to the

bottom line to be more than $300 billion in lost

productivity alone. In stark contrast, world-class

organizations that have

built a sustainable model using Gallup’s approach

have an engagement ratio of more than 9:1. As

organizations move toward this benchmark, they

greatly reduce the negative e�ect of actively

disengaged employees while unleashing the

organization’s potential for rapid growth.

Project TeamBilling

Payments

Sanji wants his new strategyto be successful. But it’s kindof hard to explain to employees.Sanji turns to X•tantfor help.

The X•tant -X•tant Learning Process

?? ?

?!

??

Proposal

RFP

X•tantDevelopment Specialist

INITIATE PROJECTAn X•tant Learning Specialist discusses the project with Sanji to clarify scope and project requirements, then creates a proposal. Sanji accepts it and sends 33% deposit to start project.

GATHER INFORMATIONAn X•tant learning project team works with Sanji to filter out jargon, simplify the message and break down the story that into key components that can be easily understood.

BRAINSTORMThe team then works to find a metaphor, visual architecture and narrative that will make Sanji’s message clear, compelling, and understandable.

2

3

4

NAPKIN SKETCH In a week to 10 days the

project team leader returns to Sanji a

hand-drawn napkin sketch of the proposed solution. Sanji

provides his and his team’s feedback

and the team makes revisions.

5

BLUEPRINT SKETCHNext, the team creates a detailed black and white rendition of the next iteration of the map. This is a hand drawn sketch with computer

text applied on top. The team writes a draft narrative and conceives of

learning activities, and data displays that will “tell the story” analytically.,

6

REVISIONS Sanji reviews the sketch and feeds back changes for iteration 2. The feedback is incorporated by artist, and sends one more final blueprint for approval.Sanji gives thumbs up.

7

CONSTRUCTIONUpon Sanji’s approval of the blueprint sketch, computer rendering begins. The Learning Visual finally comes to life in full color with all text, data displays worked out. Work on cards and other peripheral documents attendant to the learning system are created by the team.

8DIGITAL DRAFTThe team emails Sanji a lower resolution version of the final job, including dialogue, cards, and other peripherals. An invoice is generated and sent to Sanji’s company. Sanji sends 33% progress payment.

9

10

FINAL PRODUCTION & DELIVERYFinal production and printing is done by X•tant and delivered in kits to Sanji’s locations. Implementation plans are co-developed and sessions are run.Facilitator training is done with the compa-nys designated trainers.

11

1 THE PROBLEM

TEAM COLLABORATION

SKET

CH T

O S

ANJII

FEED

BACK

TO

ART

IST

FEEDBACK TO TEAM

NAPKIN SKETCH TO PROJECT LEAD

NAPKIN SKETCH & NARRATIVE TO SAN

JI

SKETCH 2

ACTUALDATA

SKETCH 1

Text

TESTa focus group of about 5 to 10 employees of Sanji’s are

tested with the materials. Changes from test are then

undertaken to better ensure learning objectives are

100% achieved.

We create vivid, engaging visual depictions of strategy, value propositions, unique selling propositions, and process orientations that help employees or customers

understand rapidly. Our Visual Learning Products can be utilized in small group situations, on screen in electronic or networked environments, or both. Here’s a brief primer on how they’re created:

KIT

NARRATIVE

Our Clients

Increasing employee engagement directly correlates with a

positive effect on key business metrics. A partnership with X•tant-

X•tant enables your organization to design,

implement, and execute an employee engagement strategy, and

at the same time, your organization will have concrete evidence of

the e�ect of this strategy on the bottom line.

Our proof of ROI goes beyond the case study level. By

continually validating the e�ect of increasing employee engage-

ment through meta-analyses and business impact studies, we can

observe ROI trends across hundreds of clients. The observed net

gain in key business outcomes for business

units that grow employee engagement is a direct link to ROI.

Think about the cost to replace an employee, attract a new, loyal

customer, or pay workers’ compensation. Using quick and simple

math with the net gain values provided, your organization can

begin to model the ROI it is capable of attaining.

Assured

Our clients span Fortune 500 to governments to small high value startups. We’ve implemented complex strategy communications programs to thousands of employ-

ees and executed value proposition visualization for speci�c purposes such as convincing �nanciers to invest in a worthy startup with a complex product needing

explanation. We are comfortable in the boardroom and the shop �oor.

Below is a small sampling of our favorite customers over a 20 year period

Once the development process has begun,

how do I create support and buy-in for the use

and implementation of Learning Visuals™?

Leveraging our experience in working with dozens

of other complex organizations, we are able to

address and resolve most if not all internal

questions and concerns. Once a project has begun,

we help build support within an organization by

collaborating with key leaders and line-managers in

your company throughout the development

process. Their participation in the development

process provides them with an opportunity

to �ag their needs and gain con�dence in the

project outcomes. In highly complex organizations we

will either customize the Learning Visuals™ to take into

account an operating division's unique needs or

develop complimentary maps to set the right

subsidiary context.

Can you help us if we have identified the key

business issues at the corporate level, but don't

clearly know the specific needs of each business

unit within our company?

The nature of our development process and the design

of our Learning Visuals™ allow us the �exibility to work

with some or all of your business units to further

customize the series of "corporate" Learning Visuals™

to meet their speci�c needs. Business unit or functional

area speci�c maps can be integrated with the

corporate series of Learning Visuals™.

Are Learning Visuals™ best used to target

specific strategic issues?

Learning Visuals™ have been used to address a wide

range of strategic and operational topics. What

industries do you serve? We have worked with clients

from almost all industries including automotive,

consumer products, energy & utilities, �nancial services

& insurance, food & beverage, health care & pharma-

ceuticals, retail, technology, telecommunications and

transportation.

Your Q12 Custom Survey

We utilize the Gallup Q12, a survey designed to measure employee

engagement. Taking results from your industrie’s sampling from the Q12, we then survey

your employee base with our 8 additional questions, and correlate those with the Q12

industry speci�c results to triangulate your company within your larger industry view.

The instrument was the result of hundreds of focus groups and interviews.

Researchers found that there were 12 key expectations, that when satis�ed, form

the foundation of strong feelings of engagement.

Comparisons of engagement scores reveal that those companies with high Q12 scores

exhibit lower turnover, higher sales growth, better productivity, better customer

loyalty and other manifestations of superior performance.

The Gallup organization also uses the Q12 as a semi-annual employee

engagement Index – a random sampling of employee across the country.

The engagement index slots people into one of three categories.

• Engaged employees work with passion and feel a profound connection to

their company. They drive innovation and move the organization forward.

• Not-Engaged employees are essentially “checked out.” They are

sleepwalking through their workday. They are putting in time, but not

enough energy or passion into their work.

• Actively Disengaged employees aren’t just unhappy at work; they’re

busy acting out their unhappiness. Every day, these workers undermine

what their engaged co-workers accomplish.

The results of the latest engagement index:

“Engaged Employees”

“NotEngaged”

Employees

“ActivelyDisengaged”

Employees

0

10

20

30

40

50

60

From a sampling of 1.5 million employees in 87,000 work units

“71% of the workforceis either under- performing or actively undermining their work.”

For a nominal fee we will perform a survey of your employee

base, up to 250 people, utilizing our Q19 tool which takes the

Gallup Q12, and drills down speci�cally into the engagment

levels of your organization.

We will then provide back to you an executive report,

capturing our �ndings.

This is a time sensitive o�er, good for the next 30 days.

if interested, call Bill Hinsch

Cell: 419-819-8338

O�ce: 419-862-7581

or send email to

bill@xtantlearning.com

Our special offer to you

Executive Report

Q19Your

Corporation

EngagementRatiosin