Western Europe Area Manager oversees P&L management, business planning, sales, marketing operations, and HR for Western Europe. Revenues have grown from €8 million in 2011 to over €16 million in 2014 through organizational changes, improving net profits, and establishing new subsidiaries. The main targets have been increasing market share in chemicals & healthcare and water & industry sectors against competitors like Saier and Idex. Future goals include identifying high potential customers, improving sales effectiveness, and adapting to changes in the competitive landscape.

1. Western Europe Area Manager
• P&L management
• Business planning
• Sales Director
(budgeting,forecasting,coaching,Key-
accountant and keyprojects leader)
• Mkting operations
• HR
1

2. Sales Revenues 2011/2014 (mlns €)
0
2
4
6
8
10
12
14
16
18
seko F
(only
sales
dept)
Seko
IB
Seko D Seko
UK (up
to
2013)
Seko
Scan
(new
HQ in
2014)
Seko
BNX
(est. In
2013)
2011
2012
2013
2014
2015 (*)
2

3. My main target accomplished (2ys ½)
2012/2014
• D (12 people):new org chart ;net profit improvement middle management
grow-up;svc team; local warehouse decreasing; new key-account
• IB (18 people): : sales team and support team new org chart,net profit
improvement; WT business improvement
• BeNeLux (3 people): : New sub opened in 2013 ; start-up activity
• Scan: HQ relocation closer to Copenaghen; new org chart; net profit
improvement;
• F: (55 people): sales director and QA manager hired (up to 2013)
• UK (10 people including manufacturing plant ): : new building acquisition
and sales team improvement (up to 2013)
3

4. Seko marketshare in 2014
Global (90 mlns €)
C&H
W&I
Petrochemic
al
4
Western Europe
( 40 mlns €)
C&H
W&I

5. Seko competitors
• C&H
Saier,Knight,brightwell,Dosim,EMEC,ETATRON,
• W&I
OBL (Idex) ,Prominent,LMI,Pulsafeeder,MiltonRoy;Dosapro,DOSEURO
• P&S
Iwaki,Peroni Pompe,Lutz-Jesco,Sabi pompe e impianti
5

6. Seko Target
C&H
• Chemicals producers and providers
• Warewash and dishwash manufacturer
• Distributors and spareparts dealers
W&I
• SWP market
• Chemicals producers and distributors
• WT market
• WT plants manufacturer
• Oil &Gas market: service companies managing WT operations
6

7. BtoB Company Challenges
• Identifying and qualifying high potential
prospects
• Equipping sales team to be more effective
(create a value beyond price)/coaching
• Creating a Company culture that better
supports sales efforts/Change executive
management
• Characterization /define business
development models
7

8. (1) 18% Permelec Electrode Ltd. – Japan
(2) 48,71% Indian Stock exchange + promoters
(3) 50% Mitsui & Co. Ltd. – Japan
(4) 70% Severn Trent Services Inc. –USA
(5) 50% Uhde GmbH – Germany
(6) 10% Università degli Studi di Ferrara
(7) 74,17% Equitas Nominees Pty Ltd + Others
ELETTRODI NETWORK
DE NORA Group in 2010
January 25, 2016 8
INDUSTRIE DE NORA S.p.A.
MILAN - ITALY
90% (6)
Verdenora S.r.l.
ITALY
100%
MedNora S.r.l
ITALY
15,83% (7)
Electrometals Technologies
AUSTRALIA
50% (3)
Permelec Electrode Ltd.
JAPAN
51,29% (2)
De Nora India Ltd.
INDIA
82% (1)
De Nora Elettrodi (Suzhou) Ltd.
P.R.C
Industrie De Nora S.p.A.
Singapore Branch
SINGAPORE
100%
De Nora Tech Inc.
USA
100%
De Nora Do Brasil Ltda
BRASIL
Industrie De Nora
ITALY
100%
De Nora Deutschland GmbH
GERMANY
ASIA
China,
India,
Singapore
AMS
U.S. & Brazil
E.ME.A
Europe,
Middle East,
Africa
50% (5)
UHDENORA S.p.A.
ITALY
UHDENORA S.p.A.
Suzhou
Representa tive Office
Joint Venture s & Start- up
De Nora companies
Branches
100%
Severn Trent De Nora S.r.l
ITALY
30% (4)
Severn Trent De Nora LLC
USA
Severn Trent De Nora
Singapore Branch
100%
Severn Trent De Nora TX LLC
USA

9. DE NORA Group Organization Chart 2010
January 25, 2016 9
INDUSTRIE DE NORA
Sales E.ME.A
Ita,Ger
Sales AMS
US,Bra
Sales ASIA
China, India,japan,SG
Marketing & Business
Development
Research & Development
Administration, Finance &
Control
Human Resources, ICT &
General Services
Production Technologies Strategic Purchasing
.

10. DE NORA World-Wide locations
January 25, 2016 101000 Employees World-Wide

11. January 25, 2016 11
Suzhou (China)
Area:
13,000 m2 covered surface
43,000 m2 open area
Production capacity:
80,000 m2 year
Fujisawa City (Japan)
Production capacity:
170,000 m2 year
Rodenbach (Germany)
Area:
16,000 m2 covered surface
16,000 m2 open area
Production capacity:
Ca. 100,000 m2 year
Goa (India)
Area:
7,600 m2 covered surface
18,400 m2 open area
Production capacity:
11,000 m2 yearSorocaba (Brazil)
Area:
5,200 m2 covered surface
44,800 m2 open area
Production capacity:
35,000 m2 year
Milano (Italy)
Area:
3,500 m2 covered surface
1,000 m2 open area
Production capacity:
50,000 m2 year
Chardon OH (USA)
Area:
11,000 m2 covered surface
51,000 m2 open area
Production capacity:
150,000 m2 year
Production Facilities

12. Oxygen and Specialties 35%
DE NORA 2009 Turnover Segmentation
(600 mlns €)
January 25, 2016 12
Chlor-Alkali 65%

13. DE NORA Markets
January 25, 2016 13
Electronics
WATER Treatment Automotive &
Plating Industries
General Construction
Chlor-Alkali &
Petrochemical
Industries
Non ferrous metal
extraction

14. De Nora main customers
• Xxxxxxxxxx
• Xxxxxx
• Xxxxxxxxx
• Xxxxxxxxx
• xxxxxxxx
14

15. De Nora main competitiors
• Ccccccc
• Dddddddd
• Sssssssss
• Ddddddd
• Ffffffff
• ffff
15

16. DE NORA
Chlor-Alkali
January 25, 2016 16
Developing the New
Hydrochloric Acid electrolysis
3 plants already supplied
Gas Diffusion Electrodes for IEM
IP and know how resulting from decades
of R&D activities
CO2 Sequestration
Technology partner of Calera, pioneer of
an innovative route to CO2 abatement
IEM technology: Work for the future
Advanced DSA and NRG cathodic
Coatings lowering power consumption
ZG packages for the retrofit of all IEM
Technologies
Manufacturing and reconditioning services
of membrane electrolyser and cell parts

17. January 25, 2016 17
DE NORA
Chlor-Alkali
CHLORATE/PERCHLORATE - Serve the industry
High performance DSA® Anodes for the production of sodium
and potassium chlorate
Manufacturing of electrode packages
Maintenance and recoating service , special anodes
for perchlorate electro-chemical production
MERCURY – Keep the technology alive
Complete mercury cell room support
Cell components and spare parts
Energy saving program for mercury cells
 SLM™ new advanced high performing anode for
mercury cells
 Runner® anodes for mercury cells
DIAPHRAGM – Reduce environmental impact
Energy saving DSA® anodes for diaphragm cells
Recoating, maintenance, and upgrading existing anodes
Complete cell room components
SM-2 and PMX® Plus (non asbestos) replacement

18. Mission, Objectives & Development
Strategy
January 25, 2016 18
Field Competitive landscape Objectives Development strategies
Predominant leadership in the chlor-alkali
market through direct 1st supply of electrolysers
to Uhde and Uhdenora, direct supply (or via
Permelec Electrode) to Chlorine Engineer and
Asahi Kasei.
De Nora is very active in the after sales market
with direct offer of maintenance and plant
upgrade services to every Chloring licensees,
thanks to its presence with fully functional
facilities in all the geographical areas where
Chlorine is produced
• Maintain the undisputed leadership
position and De Nora reputation of
technological supplier increasing
presence in areas with the highest
potential of development like China
• Continuous focus on advanced
technological products and solutions to
enhance performances of customers
plants through a reduction of energy
consumptions
• Strong R&D activity focusing on
energy saving and cost reduction
• Development of maintenance
business
• Exploitation of green
technologies like PMX – NAD
separator to extend the life of
diaphragm technology
De Nora is dominating, thanks to continuous
improvement the water chlorination (both
industrial and leisure- pool). Continuous effort
to improve the sales of Oxygen Evolving
Anodes for electrometallurgy, galvanic
production of electronics printed circuits, metals
production; De Nora controls since its infantry
every new possible application of
electrochemical technologies
• Develop new processes and
technologies for water treatment
business line
• Increase the worldwide awareness of De
Nora Brand also for Oxygen Evolving
Anodes
• Develop new systems
• Significant R&D activity and
development of new
technologies and applications
• Enlarge the commercial network
• Provide technical assistance to
the customers
• Building strategic alliances and
dedicated new JVs
De Nora and its established industrial JVs are
steadily increasing their business volumes,
improving the related turnover year by year.
In order to tap “wholesome growth” deploying
its strong competitive advantage, De Nora is
launching few independent start up, agile to
achieve significant breakthrough moving to the
market the results of continuous research and
development processes.
• Research of new applications of De Nora
Brands and Patents
• Find new synergic businesses
• Exploit the exceptional know-how which
characterizes De Nora Brands
• Strong R&D activity
• Start-up companies and strategic
Joint Venture as spin off of R&D
activities
• M&A strategy focused to find
synergies and access to new
markets with very different
business models
Chlor-Alkali
Oxygen &
specialities
Systems

19. MBD Org Chart
19
Marketing &
Business Development
Corporate Manager
& VP
CABU Dept Oxygen/Specialties
Industrial & Civil
Water Treatment
Dept
Mkting &Media
Comunication

20. MBD activities and interdept connections
-Market analysis
-Competitive intelligence
-Budgeting
-BD guidelines and investments
-Due diligence new acquisitions
-Opinion leaders and KA
-patent analysis (legal and technologic)
20
MBD
3 Sales Region
AMS-EU-
ASIA
Product
Technology
R&D
Intellectual
Property

21. Business Development Manager role
21
Overall Responsabilities
• Product portfolio and actual business consolidation
• Market analysis,Competitive intelligence,
• Identify and develop business opportunities by defying market needs and trends
• Provide direction,guidance ,leadership to other Dept s to ensure allignment with Company’s
strategies
Account management
• Support Corporate management in developing the annual sales budget and the strategic
business plan
• Lead as facilitator both internal than external projects
Business Development
P
• Develop multi-tier relationships
• Create and implement business model

22. 22
Water treatment Marketshare

23. Strategic plan flow chart
v
Background
Knowhow
Goal
Business
Analysis
Optional
Scenario
Business
Plan
Mission &
Vision
Rules
Business
Imperatives
Available
tools
Quantitative
aspects
Pros/Cons
Market
Trend
Strategic
options
Int - Ext Analysis
Strategic
keydrivers
Strategic
plan
Actions
Plan
Key
Deliverables
Follow UP

24. Country Manager
(Ita,Fra,Malta)
Admin/Finance
Sales&Service
Team Manager
(Ita,Malta)
Service Engs
Team Coordinator
10 svc engs + 2 svc
Agents
(Sicily/Sardinia)
8 Direct Sales
reps
3 backoffice
assistants
(1 service+ 2 sales)
Support Team
Manager
4 Support
Specialists
MKTING
TEAM
24
Dionex Italia SpA Organization Chart 2009

25. 25
Dionex Italia srl Organization
Chart 2005
Country
Manager
(Italy/Malta)
Admin/Finance
Sales
Manager
2 backoffice
sales assistants
4 Sales reps +
2 Agents
Support Team
Manager
2 Support
Specialist
Service
Manager
6 Svc Eng

26. 26
Slides da aggungere alla presentazione per Dionex as sales director
Finance issues managed
Sales plan and sales areas sharing (logistic,markets,value)
Forecast activities
Mkting budgets and annual planning activities
Italian price list according to the TP/Company suggested price,market approach/competitors
Discount steps and deadline
Products Incentive plan and fix/variable fee rate
Additional sales areas by splitting according to the results and longterm forecast and investiments/cost-profit breackeven point
Sales Area project
Actual sales rep and agents status
Market evaluation /forecast shared by area
Define sales area priorities
Northerneast
Lombardia+Emilia
(Emilia –Romagna and Verona/Trento high way+Marche )
Northern west+ Romagna
Toscana,Umbria,Marche
Lazio/Abbruzzo (Sardegna)
South (Campania/Puglia)
Sicily + Calabria (Sardegna)
Agents swap-up project
Sales trends in the last 3 FY shared by product
Technical (product knowledge)/commercial(sales attitude)/professional( cooperation ability) skills
Sales areas value shared by product
Prospects and forecast mid and long term
Real possibilities to find a valuable sales rep (for all the products or only for someones)
Service/support
Service engs skill and attitudes (HR evaluation)
Customer satisfaction goal through the problem solving approach
Team cooperation activities with sales and support
Service contract price and solutions,failure escalation management
Support specialist activity (in pre and post sales)and marketing activities
Sales development project
Agent and sales reps evaluation
Improve technical commercial skills
Support activities in coolaboration with the sales
Marketing activities
Demo program (demo unit,howtodemo,who to demo to)
Local workshop
Comarketing activities
Seminares andExhibitions plan
Actual marketshare according to the product line
New market to approach and how

27. 27
Dionex Marketshare 2009
(13 mlns €)

28. 28
Some Dionex Key-Customers
Client City Market
Syndial Ferrara Chemical /Env
Arpat Firenze Gov/Env
AQP SpA Bari WWTPlants and pipelines
ENI Novara Petrochemical/Env
Univ Padova Research /Bioscience
Novartis Siena Pharma Ind./Reserch and QC
Progetto Natura Prato Private lab (Env)
ACEA Roma Water management/control
Enia Bologna Water management/control

29. 29
Dionex Sales Performances
0
2
4
6
8
10
12
FY05 FY06 FY07 FY08 FY09
Sales bookings
(Mln €)
Service bookings
(Mln €)

30. 30
Dionex Performances
(* Tender won in Sicily 0.9 mlns €)
(** 50 single contracts collected in 15 global (By Region or per Company)
In charge as Service team manager since 2008
FY Sales
(mlns €)
Service
(mlns €)
HPLC systems
(units sold)
Service
Contracts
05 7.5 1.2 15 70
06 8.2 1.7 21 80
07 9.9 1.8 23 120
08 11 (*) 2.3 28 140
09 10.1 2.2 31 130 (**)

31. 31
Dionex Results FY2008
Sales
Area
Geographic Area Bookings
(€)
% VS
FY
2007
% VS
BDGT
2008
BDGT
2009
mlns €
1 Piemonte,Liguria 1,3 mln 1,5
2 Lombardia 1,6 mln 1,8
3 Veneto,Friuli/V.G,Trentino/A.A. 1,4 mln 1,5
4 Emilia-Romagna,Marche 1,3 mln 1,5
5 Toscana,Umbria 1,3 mln 1,4
6 Lazio,Sardegna 1,6 mln 1,8
7 Campania,Puglia,others 1,6 mln 1,7
8 Sicilia,Calabria 0.9mln+1
mln(tender
won /Arpa
Sicilia)
1,0
Tot Italy+Malta 11.6 mlns 12.8
Service 2.2 mlns 2,5
Italy 13,7mlns 15.3

32. 32
Additional goals
0
20
40
60
80
100
120
140
FY05 FY06 FY07 FY08 FY09
HPLC Units sold
Svc Contracts

33. 33

34. 34
Projects accomplished• Sales team reorganization (FY05/09)
1. Sales performances improvements
• 2007 Best European Sales Director 10 mlns € 115% of the goal
• Every Fiscal year at least 1 sales rep has been capable to achieve the award as one of the
best 7 in Europe(>50)
2. 4 New Area Sales Reps hired (team growth:from 4 to 8) : start-up training according to
local market requirements and their skills
3. Key-accountant (ARPA,ENEL)
• Service team reorganization (FY07/08)
1. Service profit improvements (price list,failure management,repairing costs)
2. Improved Customer satisfaction and problem solving team addressed
3. 3 New svc eng hired;Identified the Service team field coordinator between the internal
resouces;Service team from 6 to 10+1
4. Service contracts and warranties (price and terms)
5. Beated Global Service competition: Novartis/ARPA Toscana
• Sales/Marketing goals
1. HPLC units sold vs key competitors (agilent,Waters,Shimadzu)
2. New markets sales approach (Life Science,Clinical Labs)
3. Opinion leaders project (Life science market to increase HPLC sales)
4. Comarketing activities (Workshops/seminares with millipore,ABI,Bruker)
5. Improved inter-staff cooperation (Sales/Service/Support)
6. Arpa Sicilia 2008: 1.000.000 € tender won (36 units+ 3years Svc and consumeables
contract)
7. ARPA Liguria instruments replacement plan(leasing + service)

35. 35
Agents Swop-up project
• Analyze sales trend in the last 3 FY shared by
product
• Qualify skills: technical (products
knowledge),commercial(approach to the
customer),professional (cooperation attitude)
• Sales area opportunities shared by product
(through marketshare analisys and competitive
intelligence )
• Actual business consolidation (customer and
prospects)
• Real possibility to find a valuable Sales rep as
subsistute (for all or part of the instruments)

36. 36
Sales performances growth plan
• Qualify Agent or sales rep skills to improve weaknesses
• Past 3 FY sales trend analysis
• Forecast and opportunities according to the local and actual
market shared by product
• Competitive intelligence and marketshare
• Startegic analysis Check customers satisfaction,old systems
replacement opportunities,propsects value,find Key Opinion
Leader;
• Marketing activities
1. Support team activities on the field
2. Demo on-site plan (demo unit,how to demo,prospects)
3. Local workshops addressed to qualified customers
(ARPA,Pharma Ind,WT market operators)
4. Co-marketing activities (seminares/mailing/phone interviews)
5. Seminares,workshops

37. 37
Sales Areas Project
• Define Sales areas ranking in terms of value
past 3 FY sales performances,forecast
• Valuete agent /sales rep and the other HR
(managing sales area) skills
• Fix short-long term goals for every area
• Workout in the area with the activities planned
and HR valueted
• Italy sales Area Scenario : at least 6/7 up to 9/10

38. 38
Commercial and marketing tasks managed
• Sales plan and forecast shared by product
(number of instruments sold) and volume in €
• Pricelist (arised form the TP)/discount
approach(Corp input:market expectation/needs)
• Annual Marketing budget planning to attend
workshops/conferences , local seminares or
demo activities for advertisement campaign
• Define Incentive plan vs fix/variable rate
• New sales reps hiring procedure according to
the budget/market needs/profit foreseen

39. 39
HPLC sales target project
(How has been managed and completed)
• Technical informations (trainings )
• Actual customer satisfaction rate and service approach (market
valuetion)
• Informations about Competitors and their clients (potentials)
(training and field activity)
• Defined specific Market segment to approach according to new
input from HQ regarding applications and new tools
• Strategies
1. Visit as many prospects as possible in a defined time frame
(or put a goal of visit) : field market analysis
1. Marketing activities (demo,seminares ,discount promotions) on
defined market segments
2. List prices and discount
3. Tenders
4. Old systems replacement campaign to avoid tender and/or
promote new systems

40. 40
Service/support approach
• Valuete Svc Engs skills and attitudes(improve
their weaknesses)
• Customer satisfaction input through problem
solving approach
• Interstaff cooperation activities
• Define clearly the Support specialist role in pre
(with the sales) and post sales (with the service
Eng)
• Service contracts/service process/backoffice role
and behaviour

41. 41
Main responsabilities as Product
Manager in Yara Industrial
• Achieve the target keyaccount
• Through sales agents network evaluete new business
oppotunities
• Connection activity between production plants, support
staff, commercial management and the real market
opportunities generated
• Technical approach plan manager ;demo on site in
cooperation with the Support team based in Oslo
• Commercial proposal/negotiation activities with the
supervison of the Coporate B.U. manager based in Paris
• Logistics issues,installation and service in cooperation
with the production plants and service staff

42. 42
Nutriox™ project
• Calcium Nitrate based solution
• Dosing sites along the sewage and inside the treatment plants
managed by a Nutriox Septicity Control software (according to
T,pH,BOD/COD,volume/h,RT),
• Main Goal:Avoid septicity by eliminating H2S (Redox reaction in
anoxic environment)
• Improve treatment performances (denitrifying bacteria
activation,filamentous Sulfur-bacteria disactivation) and reducing the
organic matters (COD,BOD)
• Decrease health risks for workers and residential population
(recomended ≤3 ppm)
• Eliminate bad (rottenegg like) odours due to H2S emissions from
satured waters
• Reduce mantainance costs of concrete and metal constructions
avoiding corrosions process (manholes,pumping stations,plant
infrastructures and technological devices such as pumps ,electornic
panels and so on)
• Competitors: FeCl3,,oxydising systems,enzymes,etc

43. 43
Some Key-Customers Yara Industrial
Client City Market
Cartiera Cà di david Verona Paper Mill
AQP SpA (Acq. Pugliese) Bari W.W.T.Plants and pipelines
Consorzio ValdArno Pistoia Tanneries outlet/pipalines/plants
Birra Peroni Roma Breweris
MUnicipality Napoli W.W.T.Plants and pipelines
Municipalityof Lorett del
Mar
Barcelona W.W.T.Plants and pipelines
Veolia France W.W.T.Plants and pipelines
ACEA Roma W.W.and potable water T.Plants and
pipelines
Industrial Harbour Genova Ballast Water treatment

44. Sales results vs target FY’s 1996-2001 ( K€)
Sales Area: Central Italy
(Toscana,Sardegna,Abbruzzi,Umbria,Marche)
0
200
400
600
800
1000
1200
1400
1600
target
Achieved

45. 45
Trainings
• Milano Mag 2003 Team Management Profile (Team Management
System ®)
• Oslo Feb 2004 Proactive Sales/Business start-up (Cultivator®)
• Milano Dic 2004 Addestramento alle vendite a valore aggiunto (Mercuri
International)
• Milano Gen 2006 Il Manager delle Vendite (Il Sole 24ORE)
• Milano Apr 2007 Leadership Effectiveness Analysis™ (Management
Research Group ®)
• Parigi Mar 2008 Myers-Briggs Type Indicator ™ (MBTI) (Dionex Corp.
HR Team)
• London inetlligence school- Competitive intelligence training

46. 46
Experimental thesys
• Elettrochemical detector coupled with HPLC
gradient pump
• Main purpose: Evaluation of various
IonSelectiveElectrodes ( ion-exchange
quaternary ammonium salts solved in polymeric
membranes):properties and applications
• Chromatographyc separation through RP-
columns and electrochemical detection of biliaric
salts in pharmaceuticals products used to
restabilize a balanced biliaric activity and avoid
kidny stones production

47. 47
Project Management steps
What to
do?
HR
Who does
what?
Expenses?
Auxiliaries tools? How to do?
When to do
what ?
project
Goal/HR
Matrix
storming
performing
Budget
Team

48. 4848
Project goal
Efficiency (reach the goal)
output value have to be greater than used HR value.
Effectiveness (be aware of cost,time,quality)
Produce according to the market needs
Performance
As the result of Efficiency+ Effectiveness
Effectiveness project monitoring
evaluete delay or criticism vs plan
evaluete issues
how to change and drive through the right way
remodulate according to the approved solutions

49. 49
StepI
Concept
StepII
Define
Step III
Organize
Step IV
Develope
Step V
Follow-up
> goali
> market
> General plan
Techincal details
> availability
> expection
> Action plan
> budget
> Time limit
> HR
> Additional tools
> Resouces assignament
> define
responsabilities
>team
organization
> start-up
> manage
>monitoring
> remodulate
Problem
solving
> feedback
> results
> review
> redifine
Resources
activities
Project lifetime

50. 50
EARNED VALUE
EARNED VALUE (EV)
(earmarket founds in budget of the activities planned and realized)
A sum of the planned cost already done plus preventivated costs multiplied
for their effective stateoftheart (as % of the activity done)
COST PERFORM INDEX = C / EV
(dabalance-sheet value/ earned value)
If > 1 costs higher than planned
SCHEDULE PERFORM INDEX = EV / P
(earned value / dabalance-sheet value)
If < 1 less activity than planned
(in late relating to the timeplan)

51. 51
Project follow-up
• Have a clear feedback to monitor or improve other projects .
• Define a workflow monitoring system to achieve,logged,update and use infos from
projects managed.
• To learn from the project get informations as client feedback/return/profit/claims
• Valuete project results and experiences usable for future activities.