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WWW Company

WWW LLC- Business PlanAlan Ray, March , 2011

1. Executive Summary

WWW LLC was founded in 2010 to provide a dedicated focus on growing wind OEM and aftermarket products and services separated from the parent company.

In 2003 the parent company began designing OEM hydraulic, lubrication, cooling and ancillary systems for a Wind Turbine Company. First prototypes were delivered in late 2004 and installed on the first prototype turbine in Wyoming in early 2005.The first production systems were delivered in early 2006 and full scale production commenced in late 2006. By fiscal year ending 2010, WWW had supplied over 650 systems.

Over the past 7 years, quality and component failures have affected several systems. These problems forced WWW into making process changes to improve the quality management systems, engineering & design, component selection, testing and the implementation of production and inspection process improvements. It also opened up opportunities to service systems at turbine sites and gain valuable experience in wind turbine field service and an understanding of the many issues wind farm owners and O&M personnel experience.

With a growing knowledge base, the future WWW business will need to create growth opportunities in new ventures outside of the current OEM business with a focus on turbine drive train product enhancements, replacement parts, oil changes, up-tower inspections, training and maintenance.

The challenge is to create business opportunities unique to WWW that differentiate our services from other providers.

Wind Industry in the United StatesOver the past 5 years, there has been rapid growth in wind turbine installations in the U.S. that should continue in the future as shown in the graph below.

With the growth in wind, there have been numerous challenges for wind farm owners to keep their assets running in peak condition. Gear box problems have been prevalent with all manufacturers. Premature gear damage, micro-pitting and bearing failures are common.

WWW: Improving the efficiency of wind turbines

WWW Company

Improvements in gear oil and gear manufacturing have improved the operating performance of gear boxes, but the 20-30 year predicted life manufacturers had initially forecast has not been achieved.

With literally thousands of wind turbines coming off of warranty, numerous wind specific service companies have formed over the past several years. WWW is in a unique position to capitalize in this newer market by providing services and products that other companies can’t that address and fix the root cause of failures and maintenance issues. GE Wind, which has the largest installed base in the United States, will be one of Winddrives main targets for business growth. The service side of WWW is discussed later in this business proposal.

2. Wind Turbine Company- Business Retention and growth

The current business with the wind turbine company generated revenue of $XX million in 2010. WWW supplies 129 unique system kits as generated through our engineering group and over 600 parts in total including replacement parts. With numerous components, challenges to produce 100% accurate and quality systems are very real.

In order to retain the current business and grow with new opportunities with this company, WWW must first improve processes in quality control, production, purchasing, Inventory management, engineering and on-time delivery.

The wind turbine company measures their vendor’s performance via a score card that is issued monthly. The score card is viewed by all key management personnel within the company and top level managers at their parent company.Grading is based solely on the number of NCM, Non Conformance parts, Corrective Actions and deviations. In mid 2011 on-time delivery will also be measured with a deviation of +-5 days. In 2010, WWW ended the year with a score of 82 out of a possible 100. This score is the result of multiple NCM’s, CAPA’s and several deviation requests. Furthermore, the on-time delivery measured was 88%, although there were discrepancies based upon our promise dates.

As of February 17, 2011, the WWW score was 86. The goal is to reach a score of 92 by June 1, 2011 and a score of at least 96 by year end 2011.

2.1 Achieving success and score card improvement.

2.1.1 Quality System Improvements WWW will, in the short term, utilize our parent company’s Quality Value Improvement Manager to help develop, assist and implement quality process improvements from the point of manufacturing to delivery. A quality engineer will be hired within the next several months reporting to the Quality Director. The addition of this person will facilitate better quality control on the plant floor and free up the Director’s time to focus on management duties. The Director of WWW the Quality group in creating and validating process improvements and in training of the new quality engineer in the quality program to see that it is executed from the start of a job through to the point of QIL (Quality Inspection Lot) issuance to the wind turbine company to shipment from WWW.

A reduction in NCM”s is paramount to our success and so key metrics will be measured and shared with the Quality and production teams. Personnel must be held accountable for multiple quality infractions.

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Employees must be committed to continuous improvement via their skills, manufacturing techniques and inspection of completed products. A reward structure will be created for assemblers that show improvements and an ongoing effort in becoming high performers, suggesting process improvements that are implemented, catching vendor and product mistakes prior to escapes to the customer and a commitment to participate in training programs that benefit the success of our business.The actual reward structure will be created by production, sales, engineering and the WWW Director. This will be completed and implemented by 5/1/11.

2.1.1.1 Hose Kitting- Shadow Board SystemWe have evaluated this technique and have found that this process change is not the best solution. Instead, a hybrid version of process changes on incoming and outgoing inventory and photos of the hose kits, as built will help assemblers’ process kits accurately.

Quality issues and how they’ve been addressed. Defective parts. Some should have been caught up front, others would not have been as defects

were not visible. With the Hanel system, there should be better accuracy in parts inventory. Un-crimped hoses- This is less likely now due to the layout and process flow in the hose

department having one individual perform a certain task. Projectiles in hoses or tubes: This is a rare occurrence, but has been addressed via the puck

verification system and by having only authorized individuals performing the task on kits. Parts counts off: Addressed through process flow in hose department. Less congestion and one

person responsible for assembly of kits. A weighing confirmation system may be implemented. Incorrect part: Addressed through Hanel system and process flow through hose department.

2.1.2 Production Process ImprovementsWWW supplies over 129 unique production jobs to the wind turbine company. Challenges of producing products in a timely manner have been an issue for several years. There are steps that WWW will implement to simplify and improve the production processes.

Kan Ban

1. Reduce the number of job entries per turbine purchase order. Currently, there are multiple vendor releases and pick tickets for any given system we build. Reducing the number of vendor releases for products into only several releases will reduce the burden on production and supply chain coordinators. It will also replenish our inventory at higher levels in order to “build-to-inventory”. Furthermore, releasing pick tickets in several build cycles for Kan Ban will allow our assemblers to have access to as many parts as needed to build kits…not to the purchase order release, but to our build to inventory program.

This process change will improve performance in several areas.

o Labor from assemblers: instead of searching for parts, waiting for parts and not knowing until the last minute what job they may be working on, the assemblers will have, to some degree, an open book to build as many “kits” as can be completed in a given time frame. Overhead and the cost to build systems will be reduced, improving the bottom line.

o Inventory pull: Less time pulling parts by the shipping team will reduce labor and time to get parts.

o QIL Submittal: QIL’s will be submitted a minimum of one week in advance of the shipment schedule. This will allow time for the WWW quality engineer to validate and

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issue the QIL plus time for the Turbine Company QA engineer to acknowledge back the QIL. This process change may also reduce or eliminate the weekly call schedule and review of orders with the client can simply move up our out (within reason) the shipment schedule. This process will save everyone time, improving efficiency and quality by minimizing rush builds/QIL’s and increasing our value to the client.

o Truck shipments: by building to inventory, we may take advantage of shipping production plus non-production (Fleet) parts to fill trucks, lowering the overall shipping costs to the client.

o Emergency Shipments: With the ability to react quickly to customer release change requirements and emergency needs, build to inventory will allow WWW and the client to react quickly to delivery needs.

2. Supply Chain - Reduce the number of P.O releases from our vendors. Currently, there are multiple releases for jobs. By reducing the release schedule, we may be able to take advantage of lower costs from our vendors and a reduction in the overall shipping cost. The process change is relevant to the improvements noted above. Our supply chain director is aware and making process improvements.

3. Create Weekly Build Goal: Based upon the Production build plan, a chart will be available to the WWW assemblers showing the production system build schedule for the week. The assembler will have a voice with the ability to work on any particular job in order to meet the schedule by the end of the week. With the Kan Ban -Build to Inventory Process, this process change will improve productivity simply by giving the assembler access to multiple components for systems at all times. There will be no need to request parts, emergency pulls, etc. The goal is to keep our technicians working efficiently at all times.

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2.2 Client Growth

2.2.1 2011 Client Sales Forecast:HOSE KITS     2011 forecast      

      162 turbines. 100% 1st quarter

     

Kit New Proposed

Price

GM% Quantity 2011 SALES 2011 MARGIN $

OA-GM%

$635.00 23.01% 100.00 $63,500.00 $14,611.72  

$1,145.00 21.25% 140.00 $160,300.00 $34,057.09  

$258.00 24.52% 100.00 $25,800.00 $6,327.00  

$1,335.00 26.60% 140.00 $186,900.00 $49,717.52  

$218.00 33.89% 100.00 $21,800.00 $7,388.43  

$820.00 25.44% 140.00 $114,800.00 $29,204.00  

Total Sales $            

Average GM $4,411.00 25.79% TOTAL SALES $573,100.00 $141,305.75 24.66%

GM Dollars            

PRODUCTION KITS            

DescriptionWWW New

Cost 2 Client Cos

2011

WWWRevisedmargin 2011 Forecast 2011 Sales 2011 Margin $

$2,075.00 2925 17.05% 100 $292,500.00 $49,871.25

$752.00 $980 23.27% 160 $156,800.00 $36,480.00

$696 $840 17.11% 0 $0.00 $0.00

$5,180.00 6700 22.69% 160 $1,072,000.00 $243,200.00

$1,173 $1,445 18.79% 160 $231,200.00 $43,452.80

$618 $876 29.40% 160 $140,160.00 $41,206.40

$58 $106 44.75% 160 $16,916.80 $7,569.60

$72 $108 32.96% 160 $17,200.00 $5,668.80

Custom Projects         $0.00 $0.00

$12,000 $16,000 25.00% 2 $32,000.00 $8,000.00

$12,600 $16,200 22.22% 1 $16,200.00 $3,600.00

$88 $120 26.67% 1000 $120,000.00 $32,000.00

Totals $9,180 $12,050 23.81%   $2,094,976.80 $471,048.85

Total Production Kits Sales + Hose kits $2,668,076.80

Total GM Dollars $612,354.60

GM % 22.95%

   Spare and replacement Parts @ 25% of total { turbines in operation} $667,019.20

GM $173,424.99

GM % 26.00%

Total Sales 2011 $3,335,096.00Total Profit $785,779.59Total Margin 23.56%

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2.2.2 2011-2013 Client Growth PlanAs our client’s growth continues, the company’s supply chain has been tasked to reduce costs and target dual sourcing for key components. We have seen evidence of dual sourcing on certain hose kits and other systems, such as our HPU are being targeted. Dual sourcing consists of a primary and secondary supplier. The primary supplier may get substantially more business opportunities then the secondary. It is imperative that the WWW score card improves in order to maintain primary status. It is also important that we continually investigate areas of improvement in production, pricing and component design. The better we can differentiate our products and services the more likely we will retain the current business and have opportunities for future growth.

In late 2011, our client will be implementing a new cooling platform for the their turbine. This new platform will consist of a fan-less radiator and a combined water glycol/ gear oil plate type heat exchanger for gear box and generator cooling. WWW was not awarded the design phase of this program in early 2011; however, we will have the opportunity to participate in the build proposal phase that should occur in August of 2011.

Growth through key differentiators may achieve success in this program. Human Centered Design will be incorporated to re-evaluate the client’s design prior to WWW’s proposal phase in manufacturing. No other vendor is offering this type of service to my knowledge.

As the client’s turbine design is reaching maturity, WWW opportunities within the current lubrication and hydraulics systems will be limited. Growth may continue as production increases, but there must be additional areas that we target including electrical equipment such as the PDP panel and TCU.

2.2.3 Customer Engagement and Human Centered DesignIn the coming months, WWW will evaluate the need for a dedicated sales engineer to call on the client on a regular basis. With the director’s focus on the overall operations of the company, this addition will free up his time to implement the growth strategies and build out the WWW business into different wind segments while providing a dedicated focus on additional growth within our current client..With our HCD knowledge asset, WWW can provide a unique tool to our client on an existing or future project. The logical first choice will be the new nacelle cooling system, but other areas included in the nacelle including the PDP and TCU will be investigated. Continued interaction with key decision makers at the client is important to build upon our past successes.

2.2.4 Kan-Ban at the clientAs WWW institutes our internal Kan-Ban /Build to Inventory program, we will engage our client on participating in an on-site Kan-Ban at their facility. The client can maintain additional inventory, owned by WWW to supplement their changing build requirements. Through a pull system, they we will be able to implement kits in our Kan Ban program on an as needed requirement.

A 7 day stock program at the client coupled with WWW stock will mitigate problematic inventory and supply chain issues. Our plan will be to include key production systems as well as parts within bins utilized by Fleet Services.

The Kan Ban system will be targeted for complete integration by 3rd quarter 2011. Possible on-site maintenance will be investigated concurrently to determine if there is additional value to the customer and financial growth for WWW.

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3. WWW Services

As we build out our OEM business with our current client, it will be important to expand WWW’s services into the wind turbine O&M market. Innovative products and services that address key drive train issues will be investigated and implemented when determined that there is an acceptable ROI.

In the near term, there are four areas that we will target:

1. Active Flow System and other turbine enhancing products.2. Gear Lube Exchanges- Trailers3. Repairs and parts replacements4. Condition Monitoring5. Up-tower nacelle services

3.1 DryAir BlanketThe Active Flow System is a unique product that addresses water and humidity issues associated with wind turbine gear boxes. The initial steps of marketing and manufacturing this product have begun with advertizing in the North American Windpower Magazine and the ordering of parts to build many systems.

The market for this product will not be limited to wind turbines. In fact, a large segment of industry that we will target is in-plant hydraulic systems. The AFS will function as a stand-alone permanently installed system or utilized on problematic systems that contain high levels of water contamination from other sources.

Customers

There are thousands of potential customers based upon the number of operating wind turbines off warranty and in plant industrial hydraulic systems that exhibit water contatmination.

Competition: HyPro Filtration, UlitDry- Porous Media, CC-Jensen, Donaldson

Currently, a small number of wind farm owners are buying Ultipur membrane systems in limited numbers. A large number of OEM’s supply CC Jensen filtration and water removal systems on their wind turbines used on the offline filtering line. These systems have proven ineffective over the long term.HyPo: Unknown market. Do not seem to target water removal in turbines…only filtration.Porous Media- Advertise on their website water removal for turbines. Very private company ..ie: do not share much information on the system. Have not heard of their systems installed on many turbines.CC-Jensen: Offline filtration and water removal used as OEM product by many wind turbine manufacturers. Very low flow and filters store water in the element. CC has not been viewed favorably by Clipper as they are only effective for the life of the filter element.

Price point and other economics Based upon other similar to vacuum dehydrators or the membrane systems such as Ultipur, $4000- $4500 appears to be the price point. However, these prices are for base systems that do not include sensors or PLC control. They are always on and there is a much higher cost for installation.

Manufacturing: WWW has manufactured a total of 5 units to date and 15 more will be completed by late April 2011. Manufacturing costs will be re-evaluated once we are satisfied that this product is actually marketable and selling. There is no point investing further resources until that time.

Differentiators: AFS- Proven technology and performance based upon Donaldson test results. The

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concept has been known for many years. Easy to install and does not disrupt hydraulic lines or current filter systems on turbines. Can be installed permanently or used to “fix” problematic turbines when required. Small size can be used on systems up to 1000 gallons.Long life: 3-5 years run time or longer, based upon manufacturers’ data. Marketing: Magazine advertizing: North American Windpower: Current 2 run add in Feb and March Issues. Researching Renew Grid advertising. Wind Systems Magazine- on-line advertising completed in late Feb 2011. Advertizing on the WWW website will be completed by May 2011 with interactive PDF. WWW will advertize on the back cover of Hydraulics and Pneumatics magazine for the April issue targeting industrial applications.

Additional marketing points will be evaluated through 2011. Mass mailing to wind farm owners in Wisconsin, MN and Iowa will likely be conducted within the next several months. Since we already have contact information from our travel reports from last year, this should be a cost effective method of getting our name and product out into the field of O&M.

No Charge Trial Testing:I believe that we can win business with some customers by offering a no charge trial run of the system for 1 week. If the system does not perform as intended, then they can return it, no questions asked. If they are satisfied then they pay for the unit.

Sales Potential 2011: The sales potential for this product is being evaluated. At this time, a guess is all that can be accomplished as there simply is not enough information from the wind industry field to determine whether this product is wanted or needed by wind farm owners. In 2011 sales expectations are 20 systems @ $ 4,700 net each = $94,000 in sales.

3.2 Gear Lube ExchangesThe current gear lube trailer has performed well on over 50 turbines on the west coast of the U.S. We have learned a great deal about the processes and functionality of the systems based upon input from the wind farm maintenance team and the lead technician at WWW.

What works-what doesn’t?:The basic concept of hydraulic energy used to drive the machine is great and works as originally intended; however, there are too many components and fixtures on the trailer that have driven the cost to a point where we won’t make money in leasing arrangements.

Changes required:1. Drip pans- Way to complicated, big and expensive, A simple drip pan covering the main totes is

all that is required. Cost savings: $ 10,0002. Diesel engine stand/ cabinet: Overbuilt with a lot of wasted space underneath that is not utilized.

Can be replaced with open stand and cover for ½ the price. Cost savings: $20003. Better planning on layout of components: The current arrangement has filters on either side of

the trailer. It would be practical to have these items side by side along with some of the other hydraulic components to clean up space.

4. Storage locker on front of trailer. Not needed. A smaller version that can hold filters is all that is needed.

5. Trailer size: Too big…can be replaced with 18 foot unit with changes outlined above.6. Operation of exchange processes: The processes need to be changed to a push-button control

or touch screen operation. The ball valve set up is too complicated and mistakes will happen.7. Telemetric system: Need to install system along with automatic operation to simplify system.

Estimated total cost for changes: $6,000.008. Review trailer mounted system or dedicated, used truck with PT to drive system. Both have

advantages/disadvantages.

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3.2.1 CustomersThere are hundreds of customers and thousands of wind turbines coming off of warranty in the Midwest, with the largest turbine segment located in western Iowa. Illinois and southern Minnesota also have many turbines just coming off of warranty. There are approximately 200 Client turbines that are coming off of warranty in western Iowa and southern MN that will be targeted for 2011.

3.2.2 Marketing of new trailersMarketing will begin by listing WWW on major wind energy sites through services available such as Wind Systems, which was completed in late Feb 2011. A mailing to wind farm owners will begin in April 2011. We need to have a brochure available at that time as early summer will be the beginning of the year for fluid changes in the Midwest.

We will target the local wind farms in several counties as well as northern Illinois and Iowa. A visit to several Wisconsin farms in that area needs to be completed by late March 2011 to evaluate opportunities.

3.2.3 Manufacturing

A decision will be made on building a trailer or truck mounted exchange trailer in March 2011. There are benefits to both. A used truck mounted system will only be slightly more expensive than a trailer, but has the benefit of having less parts on the bed due to the diesel engine of the truck being used to drive the systems. Additionally, a larger rotary compressor can be utilized so that a pneumatic driven pump can be used up tower during cold weather applications.

A trailer mounted system will be more mobile than a truck and easier to store. Our current system is overbuilt as described in the “changes required” noted above.

Telemetrics will need to be investigated and a plan to implement by late 2011. WWW will open an R&D folder in the S: drive to begin the process. Ideally, we would like to have the current trailer fully automated and with telemetrics available by June 2011. This is a very short time and may not be possible if the trailer is leased by then.

3.2.4 Sales 2011

Unknown? Aggressive sales marketing will be needed. If we can lock up at least one large wind farm, at least one trailer could be utilized for several months.At $340.00 per turbine + $50.00 telemetric data, I would estimate $40,000-$60,000 in lease fees. Lease pricing will need to be evaluated.

3.3 Repairs & Turbine Replacement PartsThere is a large market for replacement and repairs of components on wind turbines. Determining all of these parts and where wind farm owners are buying them is the challenge. We know that competitors have visibility on some parts and we know of key replacement components such as filters but we don’t know other components that are routinely replaced and this is an area that we need to explore very soon.

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Within the next 2 months WWW will be contacting the following companies in reference to Rebuilds, assembly drawings purchasing repair parts and the potential of becoming authorized repair centers through POS. Yaw and rotor brake systems are similar to hydraulic cylinders and utilize the same types of seals. Pad replacement is available from all of the manufacturers.

Yaw drive rebuilds would fit well within current POS services as there is already experience in rebuilding Lantec Gear boxes. Yaw drives are smaller, but have greater gear reductions. Fluid and breather upgrades could be incorporated.

3.3.1 Supply Agreements with Wind farmsWWW will engage windfarm owners and secure supply agreements for repairs, upgrades and new components. Some of the components we will target are listed below.

3.3.2 Brake Manufacturers:SIME- Unknown market shareCarlisle- Clipper supplierSvendborg- Clipper supplier, Vestas and others.

3.3.3 Yaw Drive Manufacturers – In order of market share.BonfiglioliComerNGC (Chinese) Supplying to GEBrevini- WWW has repaired several.RiduttariSipco

Until evaluations can be completed on ROI of rebuilding these components no sales figures will be available for 2011.

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3.3.4 OtherTurbine Products Enerpac, , SPC, Powerteam, Acrotech Tools and Tensioning. Possible rental? Filter Carts..ie: portable hydraulic cart currently mfg and used by our client. Can be used

on hydraulic and gear oil. Eaton-Cutler Hammer Hawe Hydraulic valves Hose Assemblies, adapters, fittings, manifolds Level, temp, heaters, Engineering and design

3.3.5 Replacement and upgrade Parts-2011At this time we have the following components available that Winddrives will market. This list will grow throughout 2011 as more products are added.

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2011 SalesIte

m #2011 Sales

GE `1.5MW Extended Life Filters Unit price Total Sales Total Profit

1 5 $500.00 $2,500.00  500.00

2 50 $500.00 $20,000.00 $5,000.00 

3 10 $300.00  $3,000.00 $750.00 

4 100 $300.00  $30,000.00 $7,500.00 

5 10 $23.10  $231.00 $57.00 

6 25 $155  $3,875.00 $977.00 

7 25 $220.00  $4,840.00  $1,375.00

Item #

Quantity Vestas V82 Parts

1 5  $46.60  $233.00 $46.95 

2  5 $106.00  $530.00 $132.50 

     Totals 65209  16,388.45

Item #

Quantity Other Products

   20 $500  $10,000.00   $3,500.00

   5  $1,000.00 $5,000  $1250.00 

         

3.4 Condition Monitoring R&DThere are several key condition monitoring companies with a solid base in the wind industry. There are also new companies beginning to enter the market including turbine manufacturers like GE and Moventus.

Monitoring key areas on a gear box including main shaft bearings and vibration analysis of the generator system are important in determining the health of the turbine. How can WWW build out a system that provides information that the wind farm owners want? Do they want columns of data with charts and frequency ratings or do they want a simple graph that clearly shows the health of the turbine?

WWW will begin research and development into a condition monitoring platform that addresses the needs of windfarm owners and the information they are most interested in. A job is opened in the WWW Engineering Folder in the “S:” drive to capture all engineering costs and data.

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WWW will be using XX components for vibration along with Filter particle counters. The biggest hurdle in development of the complete package is vibration data from existing, new gear boxes and bearings and what it means. We believe we need to find access to this information in order to build a data base and software program that interprets the data and produces usable, meaningful information to the clients.

Key drivers- Data Gathering:XX gear Boxes- get vibration data > Bruce Bearings- Brian … where is this information is available from Timken?Cost: What is the price point? How can we achieve it?MFG: Custom PLC board with M12 connectors? Look at Moventas package…very clean. Contact Tom at XX for information on custom board, software, engineering, packaging, etc.Development & Software: custom or standard PLC.Contact Wind farm owners currently using X X or others for feedback.

Price Engineering Data Acquisition System: Potential for leasing or sales?

3.5 Up-tower Services

3.5.1 Competitors: Upwind. Rev1Wind Second Wind Bilfinger, Belger Many others…

3.5.1.1 What will set WWW apart from current businesses in the service industry?

o Hydraulic expertso Lubrication experts? Not yet, but could be through tribology courses.

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o Filtration expertso IN-house Mechanical design and 3D modeling o Prototyping…i.e.: manifolds, HPU’s, proportional and servo systems.o Upgrades to filtration and hydraulicso Authorized repair of certain manufacturers.o Wide resources for parts at lower cost due to affiliation with parento Testing capabilitieso Electrical Upgrades and assessments.o Condition Monitoring Package: No one else is offering this.o GB rebuilds and installations---in the future.o Ability to address failure causes and provide solutions instead of just fixing the failure.

3.5.2 Wind Turbine Inspections

Inspections should be done periodically but it is more important to get them done at the beginning and end of the manufacture warranty. WWW’s experienced personnel are trained to perform inspections on a variety of wind turbine components.

Bore scope inspections of bearings and gears Brake pad checks Crack inspections of coupler and blades ? Analysis of oils, hydraulic fluid and grease Slip rings & brushes, cables & cable connections, fuses, voltage levels and batteries Service lift, climb assist, ladder and fall arrest cable, hoist or crane

o Hydraulic Blade Pitch Control

Wind turbine rotor blades need to be able to turn smoothly in response to varying wind speeds. Our technicians can troubleshoot the electronic controllers that check the power output. We also inspect and repair the blade pitch mechanisms that turn the rotor blades out of excessive wind to insure safety and extend the life of the turbine. Proportional Valves and Bonfiglioli, Brevini pitch Drive systems and encoders can be repaired and /or replaced on-site.

3.5.3 Retrofitting & Upgrading Turbines

Our professional technicians can restore and enhance performance with retrofits and upgrades.

Gearboxes SOON! Yaw Drives Generators Gears- SOON! Hydraulic Systems Lubrication Systems Electrical Components

o Bolt Tensioning & Torque Checks

Using advanced tools and equipment, WWW technicians perform routine torque and tension checks of all interior and exterior bolts. Every application should be evaluated on its own to determine the optimum torque value for each application.

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Major bolt suppliers should have tension indicating equipment necessary to determine the appropriate tightening values for their specific applications. A properly tightened bolt is one that is stretched such that it acts like a very ridged spring pulling mating surfaces together. Periodically checking the torque is necessary to ensure that stretching does not occur.

3.6 Achieving Success

Study other Service providers. What are they doing right, wrong? Define areas of expertise:

1. Hydraulics inspection and repair2. Lubrication inspection, repair, replacement, upgrades, particle counts3. Design engineering- certain areas.4. Gear inspection-after training5. Bearing inspection – after training6. Gear replacement.7. Generator inspection and repair. Local companies- WWW with qualified repair guy8. O&M- Only after hiring the right person who can lead this effort and help to hire qualified

personnel to run an O&M site. (This appears to be a difficult task…Upwind currently has 3 sites in the U.S….However, WWW has an advantage with buying power and distribution of some key components.

9. Turbine commissioning?10. Lube services- upgrades

3.6.1 Staffing to Launch Service Business

o Based upon the suggested service employee requirements below, A minimum of 4-5 personnel are required. This is in addition to the current employees we have.

o Utilization of parent services to minimize service tech requirements until such time as demand can justify additional hiring and a return on investment can be realized.

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o Do we know how other businesses such as Upwind and others have performed financially?

3.6.1.1 Target BusinessThis will be a challenge as the company currently has few assets in equipment and personnel.

o Techs only trained on Clipper units with minimal interaction with GE on lube exchangeso No techs trained on bearing, generator, brushes, etc. (how do we get this completed?) Local

companies like XYZ?o Gear inspection: Hire Ed to conduct training to prospective techs.o TCU and electrical inspections: Kyle is the only tech currently capable…would need training on

GE and others.Estimates of employee resources needed: Potential to hire some of our client’s personnel.

o $100k(1) O&M person with minimum of 3 years…GE turbines preferred. o $240K(3) (80K each)Tech’s with 3 years experience…preferably steal from Upwind or GE-wind.o $90K(1) Lead Electrical tech or engineer experienced with GE and other turbines- ie brushes,

generators, etc. o $80K(1) Lead Mechanical tech or engineer.o $100K(1) Construction manager who is familiar with all aspects from start to finish in turbine

installation. o Blade Tech ? Would then require group expert in fiberglass lamination….otherwise form

agreement with BS Rotor Technic –Germany.

3.6.2 Define Channel Partners: How do we use XYZ or ABC under the WWW Blanket?

Capital and personnel investment Field-UpTower Services:

ITEM Capital and personnel and Other Quantity Cost Cost

A Personnel: Techs, specialists, O&M 4 77,000 $310,000

B Service trucks 3 $30,000 $90,000

C Maint and inspection equipment 1 15000 15000

D Lap tops and other computer related equip 4 5000 5000

E Truck based lube exchange system with PTO 1 80000 80000

F Marketing: advertise nationally, agressively 4 $3200 12,800

Total Investment $512,800

3.7 ROIThe costs above assume employee’s 100% dedicated to WWW. A more realistic cost analysis would utilize our parent company’s technicians until an established work schedule has been achieved with various wind farms. It would be at this point that additional WWW specific technicians would be hired.

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WWW Company

NOTES

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