Turbocharging – reflecting on our customers’ needsActivity Report 2013

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Editorial

The 2013 market was lined with challenge that affected new orders and service significantly. The markets for oil and gas and offshore did well in 2013 and areexpected to do so in 2014; but other segments fared less well. The marine, powergeneration and mining end-user markets were all slow, which caused many cus-tomers to cut spending and prolong service intervals. The rate of new orders wasmodest in these markets and the “cash squeeze” a constant issue.

Nevertheless, we were able to provide our customers with some 10,000 turbo -charging solutions in 2013, and our year ended on a stronger note than originallyanticipated. We were also able to bring the year to a clean, solid close despite the challenging market.

We deliberated on how we could give our customers even better options for meet-ing their needs and leveraging opportunity now and in the future. Our answer wasto differentiate our cost-benefit model and optimize it for different customer groups.We decided to focus on key topics of strategic interest to our customers: Fuel effi-ciency, reliability, and support where our customers need it.

Times are tough and they are going to stay tough, so making the right investmentsin our organization is key for ensuring our customers’ success. We are thereforeinvesting our resources judiciously, first and foremost in the right people and then in the right equipment so that we can diversify adaptively and fluidly with the marketand above all respond directly to customers’ needs. In 2013 that meant makingchanges to accommodate our reduced sales volume while devoting the same highlevel of resources to R&D as in previous years. We are taking this approach to createopportunity to fully leverage for our customers whatever the market may bring.

Our turbocharging upgrades in service were particularly well received in just theirfirst year on the market in 2013, in no small part because they pay themselves backrapidly and enable end users to save significant amounts of fuel annually, in somecases as much as 3 percent. In another first-year marketing success, we also soldover 250 of the A200-L, our latest generation of high-efficiency, high-pressure

Contents

Editorial 2

2013 highlights in products and services 4

Our work in 2013 5

Evolving Turbocharging 8

Key figures 2013 10

Perspectives on 2014 12

Our thoughts on the road ahead 16

Organization 18

The markets for oil and gas and offshore did well in 2013 and areexpected to do so in 2014; butother segmentsfared less well.

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turbochargers for two-stroke engines; and offered high-pressure tuning as a fuel-saving option for the A200-L. We launched the second generation of our two-stageturbocharging solution, Power2®, and made very substantial progress in the productdevelopment of our variable valve timing system, Valve Control Management (VCM®),whose market launch is quickly approaching. Finally, we received major orders forour waste-heat recovery system, another forward-looking technology that can playa great role in fully utilizing the latent energy otherwise lost in operation.

We also experienced an encouraging increase in the number of service agreementsfor optimizing maintenance spending both in the short and long terms. The marketresponse to our MMA offering increased considerably in 2013, and we won andextended several OPAC contracts for long-term arrangements. This response showsthat customers see the value added in our offering and that they are willing to makea long-term commitment to it.

Ultimately, our people and business partners worked together to carve out realopportunity in 2013. I am therefore as ever confident that ABB Turbocharging will be able to live its mission and vision in 2014 and beyond, and that is to improve our customers’ performance and so become their very first choice.

Oliver Riemenschneider

Times are toughand they are goingto stay tough, somaking the rightinvestments in ourorganization is key for ensuringour customers’success.

ABB Turbocharging’s extended Management Team in 2013.

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A100-M. A155-M, our biggest radial type turbocharger ever,delivered commercially. A200-L. Over 250 sold or specified bythe end of the year. HPT. High-pressure tuning added to MANDiesel & Turbo’s two-stroke engine-tuning options. OPAC. 25%increase in new Operation Performance Packages worldwide bythe end of 2013. Power2. Test-rig successfully commissionedfor second-generation Power2. VCM. Valve Control Manage-ment outperformed expectations during single-cylinder engine-testing. Upgrades. 3% fuel-savings move customers to foregotest and upgrade entire power plant. WHRS. 14 new containervessels specified with ABB’s waste-heat recovery system.

2013 highlights in products and services

Marine 2013 was a challenging year for themarket. The cash squeeze was a con-stant, acute issue. Low freight rates and high fuel prices forced end users towork as economically as possible and to delay spending. Ships were beingscrapped earlier than ever, which meantthat turbochargers were also taken outof commission prematurely. Erstwhilefierce competitors teamed up to com-pensate for the uncertain market situa-tion. A series of new mega containercarriers created additional capacity,thereby further increasing the pressureon freight rates.

Against this backdrop, we continued to promote the A200-L, which has anincreased volume flow of 30 percentand a higher pressure ratio of up to 5 bar, enabling greater savings on firstcost, fuel and service. The A200-L hasbeen successfully tested on severalengines, and its compact design trans-lates into less installation space and a 25 percent savings on spare parts.The A200-L resonated so well with ourcustomers that they purchased over250 new units in just one year. Orderswere booked for almost all frame sizes.

The new engine tuning for part and lowloads, high-pressure tuning (HPT),which is enabled by our high-efficiencyturbochargers, i. e. the A100-L andA200-L, was added to MAN Diesel &Turbo’s two-stroke engine tuningoptions. HPT is designed to fully lever-age pressure ratio and turbocharger efficiency, two critical factors in a turbo -charger that are often not used to their

full potential. Engines equipped withHPT reduce fuel by 5 g /kWh comparedto an engine with standard tuning, andthey are fuel-efficient across the entireoutput range for low and part loads. In2013, HPT was successfully implementedon five projects and specified for more.

Contracts for our turbochargers werealso awarded for newbuildings, such asin Japan, where TPL 65-As were selectedfor eight new ships in the JapaneseCoast Guard. We also received our firstorder for marine upgrades in Japan, toupgrade research vessel Chikyū, whichis designed for ultradeep sea drilling upto 7 km beneath the ocean floor.

We also won two orders to provide awaste heat recovery system powered bya power turbine generator for fourteennew 8,800 TEU (twenty-foot equivalentunit) container vessels. In marine propul-sion plants, around 50 percent or moreof the energy from fuel is lost to heatwhen converted to mechanical work by the main engine. By supplementing a ship’s main propulsion plant with a waste heat recovery solution, up to 4 percent of the lost fuel energy can berecovered and converted into electricity.This order constitutes the largest powerturbine stand-alone project ever securedutilizing ABB’s main engine turbochargerhigh efficiencies.

The increasing demand for natural gasand the shale gas boom, particularly inNorth America, generated a growingmarket for LNG carriers in 2013 andanother highlight for Turbocharging aswell, namely a major order for almost 90 TPL 71-C turbochargers on multipleLNGs. In the United States, we reachedan agreement with a major cruise linefor the exchange of all rotors, thusensuring safe and reliable operation nowand in the future.

OffshoreEmissions control and the ever-risingdemand for energy have transformedthe offshore oil and gas industry into a major growth area that performed wellin 2013. About 18 percent of the world’stotal energy demand is supplied via offshore oil and gas, and demand isexpected to rise continually in the com-ing years. However, the offshore oil andgas industry is technically one of themost challenging in the energy sector.Deep and ultradeep water, gas and subsea production is becoming moreprevalent, necessitating more than evertechnology that ensures fast, reliableoperation in harsh, remote conditions.Market complexity is growing, amongother things because of rapidly depletingonshore reserves, ever-stricter environ-mental and safety regulations and differ-ent standards worldwide.

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Our work in 2013Turbocharging solutions for the marine, offshore, power generation and rail markets were our focus in 2013.

Our products and services fared well,offering many highlights despite the challenging 2013 market.

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Our work in 2013 responded directly tothese needs. One of our business part-ners, a world-class power systems man-ufacturer had an extremely strong yearwith respect to its offshore systems in2013; we were fortunate to have beenawarded all of the turbocharger orders forthem. We also delivered our first A155-Mscommercially for dual-fuel engine proj-ects. Our largest radial turbo charger ever,the A155-M will thus be part of the for-ward-looking market for engine technol-ogy that facilitates fuel flexibility, reducedemissions, and cost savings.

Power generation In the power industry, applications fordual-fuel rather than heavy-fuel oil arequickly becoming the new standard. Wecommercially delivered and built a test-rig for the very first Power2 800-Ms, thesecond generation of our two-stage

turbocharging solution, Power2. Wealso stepped up our development andglobal marketing effort of VCM, theenabling technology that makes extremeMiller timing possible, enabling us toverify further potential for the VCM onsingle-cylinder engines and to success-fully commission the VCM on a full-sizelab engine. Negotiations are already inprocess with more interested customersabout this option.

On their own, our Power2 two-stage turbocharging solution and VCM variablevalve timing system each offer customersnew options that are more fuel-efficient.Together, they have the ability to fullydeploy the entire potential of the engineby managing the air actively and respon-sively and by ensuring more power as a whole. Combined as a single unit,Power2 and the VCM shift the NOx-fuel

curve downward, adding great valuewith respect to saving money on fueland producing fewer emissions thanever before.

We also received multiple major ordersfor turbocharging upgrades in a series ofpower plants with Wärtsilä in Brazil andmany other countries. Going beyond anexchange of one like product for another,an upgrade improves engine performanceby matching newer turbocharger tech-nology with an engine in an iterativeprocess that ensures an ideal fit. Signifi-cantly, an upgrade also makes an enginemore fuel-efficient, saving up to 3 percentin fuel annually. An upgrade pays itselfback in savings quickly – in less than twoyears given the right conditions andtechnical specifications – and also trans-lates into immediate and long-term lowermaintenance costs.

Japanese ultradeep sea drilling rig Chikyū is our first marine upgrade. Photo courtesy of JAMSTEC.

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Rail The recent interim low in the global mar-ket for diesel rail is clearly in the past.Despite the recent economic crisis,many countries have stepped up theirinvestments in rolling stock and infra-structure kilometers. Services and rollingstock account for approximately 70% ofthe total market volume. Performance in 2013 in established markets in NorthAmerica, Asia and the CIS was solid.Many cooperative and joint ventures areanticipated or already emerging in countries to better serve local markets.Expansion in the raw materials market

has grown the diesel rail market, andnew orders were placed throughout 2013in Africa and the Middle East, SouthAmerica and Australia.

Turbocharging conducted major busi-ness in China and India in 2013. Ourwork consisted of new orders, serviceand spare parts. In India, in addition tomeeting current demand in the diesellocomotive market, we continued towork with major manufacturers to signifi -cantly increase the power density onIndian locomotives while reducing oper-ational costs.

In China, we successfully qualified ourTPR 56 turbocharger with variable tur-bine geometry (VTG). Already in use withturbochargers on over 1,000 engines,e.g. in power generation applications,VTG decreases operating costs andincreases operational flexibility in railapplications, even when a train travelsthrough ambient temperatures rangingfrom – 40 to 50 °C or from sea level to2500 meters. We were awarded a batchorder to equip this technology on thefirst production series of what will soonbe China’s most modern locomotives.This order, the culmination of extensiveperformance, reliability and field tests inChina, has opened new doors for railturbocharging.

In China, we successfully qualified our TPR 56 with VTG for rail applications.

In China, we successfully qualified ourTPR 56 turbocharger with variable turbinegeometry for rail applications.

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Evolving TurbochargingWe deliberated carefully in 2013 about what we could do as an organization to meet customers’ needs even better. Thatmeant articulating our vision and mission, adapting our servicenetwork, and investing in our productivity and supply.

Shaping our future by shaping who we areOur formula for success is groundedfirst and foremost in one thing: Our people. Our clear driver for meaningfulchange at Turbocharging, no matterwhat may be happening in the market,is our desire to shape who we areproactively by finding the right peopleand then giving them the right opportu-nities to grow. We monitor our collectivecapabilities as an organization with akeen eye, and when we see an opportu-nity to better serve our customers, weseek it out and embrace whateverchange it may bring.

In 2013, we lived that ideal by stating inclear terms exactly what we aspire toand why. Our mission is to create solu-tions that really matter, i. e. that make apositive, tangible difference to people’slives. Our measure for knowing whetheror not we have succeeded is whether ornot our customers make us their veryfirst choice.

Improving our productivityIn 2013, we focused on reorganizing ourproduction setup in Switzerland by inte-grating our Deitingen plant into Klingnauand Baden through to the end of theyear. The final integration of the remain-ing casting portfolio into Baden will con-tinue through the first half of 2014. Wealso adjusted global capacity to react tothe new market environment, especiallyin marine, and worldwide, for example in our Japanese joint venture with IHIJapan, Turbo Systems United Co., Ltd.

We also invested in all of our productionlocations by installing cutting-edgetechnologies that will further increaseour competitiveness in line with the tar-gets from our productivity program.With these investments, we were able to considerably reduce machining andsetup times.

On the supply side, we increased oursourcing in best-value countries in allcategories and realize the necessary costreductions. In all of our global manufac-turing locations and assembly centers,we worked on improving material flowand reducing non-value-added activitiesand throughput time with a positiveimpact on net-working capital. Optimiz-ing our value chain in this way will allowus to respond to customer requirementsmore flexibly and quickly in the future.

Our mission is to create solutions thatreally matter, that is that make a positive,tangible difference to people’s lives.

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Adapting our Service NetworkWe also did several things in 2013 tomake sure that our customers know thatthey can depend on us to be there forthem wherever they are and wheneverthey may need us. We opened two full-size ABB Turbocharging Service Sta-tions in Barranquilla, Columbia; Dhaka,Bangladesh; and seven Service SupportPoints in Walvis Bay, Namibia; Mombasa,Kenya; Mauritius; and Batam, Indonesia.We also opened a Service Support Pointon-site inside the Dubai Dry Docks and intwo Chinese shipyards, Zhoushan XinyaShipyard Co., Ltd. and Yiu Lian Dock-yards (Shekou) Limited. In order to utilizesynergies between local business units,we also consolidated some ServiceStations into a single, interregional busi-ness unit.

Adapted to serve customers even better in 2013, our Service Network has over 100 Service Stations in over 50 countries worldwide.

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Our overall results for Turbocharging asa whole achieved generally came inbelow the target originally budgeted for2013 and revenue and order levelsremained low. Optimization initiatives insupply, production and order handlinghelped to offset part of the negativeimpacts. Fixed-cost coverage was alsonegatively affected by the low number of new orders and inventory reductionefforts. We also had transitional costs asa result of our service network adapta-tion and production investments andadjustments. The strong Swiss franccontinued to affect our competitiveness.The weakening yen made the situationeven more challenging.

New Business New Business was dotted with flurries ofactivity that strengthened and stabilizedour revenue and order intake in 2013. Wehad particularly good activity in waste-heat recovery, the A200-L and turbo -charging solutions for LNGs. Perform-ance in Medium Speed and oil and gasapplications was solid, and initial suc-cesses in rail strengthened our results.Thus after a slow start at the beginningof the year, the rate of new orders pickedup. The year ended with stabilized intake in all of the individual New Businesssegments, i. e. Low, Medium and HighSpeed, but with high market volatilityand no true market recovery in 2014.

Our response in this mixed market wasto step up our promotion of VCM, par-ticularly in combination with Power2, asa way to fully leverage resources andshift down the NOx-fuel tradeoff. Wealso continued to promote the A200-L,which offers savings on first cost, ser-vice costs, and fuel consumption withno compromise on reliability. We alsotook a next step in refining this newgeneration by discovering its potentialwith HPT, which we also marketed in2013 and which vastly improves fuelefficiency at part and low load. Finally,we sought new opportunities in China,for example in our medium-speed dieselportfolio.

Key figures in 20132013 ended on a stronger note than originally expected; however, the economic environment in 2013 ultimately yieldedbelow-target results.

Marine applications with ABB turbochargers harbored in Hamburg.

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ServiceOverall 2013 was a mixed journey for uswith results that fluctuated greatly everymonth and a year-end that was slightlyabove our results from 2012. The marinemarket has not seen a recovery. Over-capacity, low freight rates and persist-ently high fuel prices are squeezing thefinances of operators and non-operatingowners. The cash situation of the marineowners left little room for investments.Scrapping has picked up and ships arebeing beached sooner and sooner.

We successfully launched various turbo -charging upgrades for the power market.Upgrades considerably improve the fuelefficiency of an installation and can bepaid back quickly. The response in 2013was extremely positive. We see greatpotential for upgrades in the marinemarket and will work to implement themthere as we did for, and in addition to,the power generation market.

Supply and productionBy the end of 2013, we increased ourcost competitiveness via best-value-country sourcing share in supply man-agement. Realizing such substantialsavings meant investing in the transferand quality assurance of over 500 com-ponents into best-value-countries. Weused our considerable network world-wide to double the volume of our factory-to-factory business compared to 2011.We also implemented a zero-defects initiative to meet our customers’ ever-increasing requirements in on-time deliv-ery and product quality.

A South American power plant with turbocharging upgrades.

Upgrades considerably improve the efficiency of an installation and can bepaid back quickly.

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Marine The marine market in 2014 is expectedto remain flat, but interspersed withpockets of activity such as in LNGs andoperating efficiency requirements forULCVs. 2014 holds the prospect of sta-bilization at lower levels or even modestgrowth. Current projections for the num-ber of new buildings have increasedmodestly, driven by a marginally greaterpositive long-term outlook on demandas well as the cumulative impact ofincreased demolition and new technol-

ogy. Tonnage demand is projected toincrease slightly. Nevertheless, shipoperators and owners will continue tostruggle. Low freight rates as a result ofovercapacity, fuel prices, and the lowrate of orders will keep growth modestat best through the medium term.

Our strategy in 2014 is first and fore-most to provide solutions that responddirectly to the challenges that our cus-tomers face now while at the same timeallowing them to invest in their applica-

tions in preparation for the market oftomorrow. Major concerns for our cus-tomers include fuel consumption, emis-sions, efficiency, reliability, service andsupport. For example, the combinationof second-generation Power2 and VCMenable customers to further reduceemissions and save even more on fuel.Alone, the A200-L will help customerssave significantly on service costs andspare parts; and together with high-pressure tuning (HPT), this turbochargerfurther increases their fuel savings. Inservice, we will expand our upgradesportfolio and increase market awarenessof our MMAs to accommodate cus-tomers who take a proactive stance inthe maintenance of their investment andwho need to make every service dollarthat they have go a long way. We willcontinue our venture into the Chinesemarine market.

Perspectives on 2014Our philosophy on strategy is to do good and make sure peopleknow about it. Doing good in 2014 will mean in particularimproving performance tangibly, both for our customers and theend user, and communicating opportunities as a result.

Our strategy in 2014 is first and foremostto provide turbocharging solutions thatrespond directly to the challenges that ourcustomers face.

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ABB turbochargers also help to power commuter ferries, such as this one in Estonia.

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A power plant in Denmark equipped with TPLs.

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OffshoreNew developments in the market aregenerating more and more opportunitiesvia gas engines and compression andshale yields gas. Our value propositionto customers in 2014 will be to provideturbocharging solutions that are alwaysavailable and accessible. Our offeringwill therefore include technologies andservices that ensure high performanceand a long life in order to maximize pro-ductivity and prevent off-hire periods,resistance and downtime, such as ourOPAC service packages. Safety andsustainable development are also majorconsiderations for these applications, as is flexibility, which is where technolo-gies such as VCM will become relevant.We have in hand a broad range of products for the entire value chain inthis growing industry, including for survey and research, drilling, logistics,and support, such as from our TPL and A100-H ranges.

Power generation Although the global power generationmarket is projected for growth andalthough the market is clearly calling formore power, the general lack of financ-ing is putting restrictions on demand.Our response will be to provide an offer-

ing that improves performance whilesaving our customers money. For exam-ple, our upgrades are increasinglybecoming a substantial supplement toour traditional service business, in partbecause they give our customers newopportunities for investment such asgreatly increased fuel savings. We willensure that sufficient resources areavailable to respond flexibly and effec-tively in response to this clear need andto meet our customers’ needs in power.

Rail The global rail industry is expected tocontinue growing for the foreseeablefuture, among other things due toincreasing freight volumes, expandingurbanization, the increasing scarcity and price of fossil fuels and the need toinvest in environmentally friendly tech-nologies. Demand for passenger rail isstable against economic trends andfreight is generally expected to growsteadily. Public and government supportfor railways in many countries will furtherstabilize demand, e.g. through long-term contracts and funding for invest-ment in infrastructure, services androlling stock. Countries are expected toincreasingly invest in electrifying theirrailway lines in urban areas. Diesel loco-

motives, which carry most transport, willcontinue to play an important role in keycountries such as China, India, Russiaand the United States and in marketswith steeper growth curves.

Within this greater context, our efforts inTurbocharging will be concentrated inthose parts of the world where rail fleetsand infrastructure are being extendedand modernized. We will facilitateopportunity for our customers in thesemarkets in a number of ways. For exam-ple, we will work to get our technologiesofficially qualified in countries where our products can make a material differ-ence to the end user’s performance,reliability, fuel consumption, durabilityand emissions. Our 2014 offering alsoincludes technologies and services thatgive customers flexibility to traverseeasily and rapidly between vastly differ-ent ambient conditions and altitudes.

Our value proposition to customers in 2014 will be to provideturbocharging solutions that make the most of innovation to beaccessible, reliable, efficient and sustainable. Our measure forknowing whether or not we have succeeded will be whether ornot our customers make us their very first choice.

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Our thoughts on the road ahead

The rules in our customers’ markets arechanging radically, posing as-yet unseenchallenges. Our job is to identify wherewe can help them with those challenges,in the best case so that they evenbecome real opportunities.

Oliver Riemenschneider, Group Senior Vice-President, Head of ABB Turbocharging

Innovation throughout the entire valuechain and lifecycle remains our mainfocus so that our products and serviceswill add true value to, and indeed reallyimprove, our customers’ business.

Urs Gribi, Managing Director ABB Turbo Systems Ltd

Our customers’ needs should be ourguiding light in this challenging time. Wemust devote all our creativity, dedicationand effort toward finding ways to makea tangible and positive difference toengine builders and end users alike.

Axel Kettmann, Senior Vice President, Head of Sales, Marketing and Service

Access to financing remains a challengefor newbuilding projects. With ourexpanded offerings for upgrades, ourcustomers benefit from rapid paybackwith comparatively low investment.

Darko Fux, Vice President, Head of Finance and Controlling

In addition to successfully improving ourproductivity by the end of 2016, ourfocus now has to be on ensuring ourcompetitiveness into the next decade.

Maurizio Boschetti, Vice President, Head of Supply and Production Network

For us, R&D goes way beyond “just”developing the perfect turbocharger. We scrutinize and then optimize everyaspect of our operations right fromwhen we start scouting for new technol-ogy to when we service an old applica-tion.

Christian Roduner, Vice President, Head of Technology and Engineering

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We know that customers need market-specific solutions for the entire life cycleto improve their business, which is whyour focus for China is to provide solutionsthat will meet customers’ needs now andprovide for their long-term future.

Roland Schwarz, Head of ABB LBU Turbocharging China

Investment for us means investing in ourpeople, so that they can share and learnfrom one another. This is what keepsour know-how, expertise and talent atthe cutting edge and allows us to growour future.

Hendrik Schauermann, Vice President, Head of Human Resources

Our customers are really struggling, sothey need our help – now. For us thathas meant, and will continue to mean,expanding our portfolio’s capabilities ina way that optimizes performance whilesaving our customers money.

Christoph Rofka, Senior General Manager Head of New Business

On the service side, we do our best tohelp our customers to optimize theirmaintenance planning and their applica-tions’ performance.

Rolf Schweizer, Senior General Manager,Head of Service

We anticipate increasing market dynam-ics as China continues to fuel growth inits green energy sectors and modernizeits infrastructure. We are also optimizingour local presence and offerings to getcloser to both our local and global cus-tomers and to meet their evolvingneeds.

Allan-QingZhou Wang, President of ABB Jiangjin Turbo Systems Co., Ltd, China

Our two main targets for meeting ourcustomers’ – very legitimate – expecta-tions include strengthening our costcompetitiveness by sourcing in best-value countries and ensuring superiordelivery performance in today’s highlyvolatile market.

Markus Mühlethaler, Senior General Manager,Head of Supply Management

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Organizationas of December 31, 2013

Management Team

Oliver Riemenschneider Head of Business Unit Turbocharging

Urs Gribi Head of ABB Turbo Systems Ltd

Axel Kettmann Head of Sales, Marketing and Service

Darko Fux Head of Finance and Controlling

Christian Roduner Head of Technology and Engineering

Maurizio Boschetti Head of Supply and Production

Hendrik Schauermann Head of Human Resources

Roland Schwarz Head of ABB Turbocharging China

Allan Wang Head of ABB Jiangjin Turbo Systems Co., Ltd, China (starting January 1, 2014)

Contact

ABB Turbo Systems LtdBruggerstrasse 71 aCH-5401 Baden/SwitzerlandPhone: +41 58 585 7777Fax: +41 58 585 5144E-mail: turbocharging@ch.abb.com

www.abb.com/turbocharging

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ndNoteWe reserve the right to make technical changes ormodify the contents of this document without priornotice. With regard to purchase orders, the agreedparticulars shall prevail. ABB does not accept anyresponsibility whatsoever for potential errors or possible lack of information in this document.

We reserve all rights in this document and in thesubject matter and illustrations contained therein.Any reproduction, disclosure to third parties or utilization of its contents – in whole or in parts – isforbidden without prior written consent of ABB.

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