Farshad: Good evening everyone If you’re West Coast, maybe early or late afternoon. And of course in our part of the world is past evening and dinner time. And I’m glad that you were able to join us for this virtual alumni and friends gathering, College of Engineering at Wayne State Before we start the program, I would like for those of you that joined us through Zoom if you can go ahead and introduce yourself with your name and current title in the chat box I hope you can find the chat box. If you move your cursor in the middle of the screen You will see that on the bottom next to the participant there is a chat button, but if you can press that and you can go ahead and type in your name and title as we go forward Some of you are coming with aliases and so on, so it’s good to get to know your name I appreciate it for that Another part of housekeeping here, everyone’s mic is being muted throughout the presentation We will go ahead and unmute your mic during a question and answer session By raising your hand when you want to ask a question and from myself or from our speaker tonight and again under the participant if you look at to the right-hand side on the participant there is an option of raising hand and we will see that you raise your hand and we can then unmute your mic so you can ask the question If you want, you can also type in your question through the chat box and we can read that to everyone and then try to answer that to best of our ability Also, those of you want to be able to see everybody at the given point in time We encourage you to transition to a gallery view to see all participants and speakers More importantly, of course me, and of course our keynote speaker here Again, I want to thank you for being here I wish we could be together For those of you, we had a plan to be in Southern California and our host Dr. Nanda Kumar, president of Eaton Aerospace, was hosting us. We had an evening together and shake hands and chat a little bit, but unfortunately with the current situation we could not do it, and as you’re getting familiar with using virtual means to communicate, and we can even bump elbows if need to be virtually The purpose of today’s evening would be to give you a little bit of an update about what’s going on at the College of Engineering at Wayne State in general, the College of Engineering specifically, and then we have a presentation by one of our alums, Mr. Nanda Kumar, who is president of the aerospace group of Eaton. I will introduce him a little bit later He will be talking about leadership at a challenging time that we were facing currently and after the presentation by Mr. Kumar, then we will open it to question and answer, myself or Mr. Kumar in this case With that in mind, let me start by saying a few things about what is going on around the university and the College of Engineering in particular As you know, engineers are problem solvers and this COVID-19 crisis is one of the biggest problems that any of us have ever faced in our lifetime Very, very uncertain time The College of Engineering’s response to this worldwide health threat is one which we should be all proud of, whether it’s making PPE (which I will go over that with you in a minute) for frontline medical personnel, or expanding our virtual learning opportunities. Within the span of one week, we had to move from classroom face-to-face to virtual presentation, and finishing the semester with that model, and to building also our knowledge base about this virus All efforts, again not only by our students and faculty but also our alumni and friends, large and small should be celebrated Every week the college puts out a list of activities by our faculty, students and alumni We call it “Shout Outs and Good News.” We broadcast that, we talk about our students, the work that they are doing in the community as well The university as a whole was also very fast in responding to COVID-19, not only getting us ready to move our materials online and offer our courses and degree programs online during this short window of time,

but recently, for example, they offered a free general education course to qualified students during the spring/summer semester, which we call the Kickstart College Program. So if you’re interested to come to Wayne State, you can take a free course in the summer to get you ready for college in the fall semester For the fall semester, we are currently telling our department chairs and faculty across the campus and in engineering to be prepared to do things virtually, and it’s very important for us to consider doing that because we have students who are in state, or out of state, or international who may not want to come back to campus because of the situation that we are facing, uncertainty about dormitories, residential halls, when they’re going to be opening, how safely we can protect individuals, so being able to offer both online and face-to-face if needed, we are getting ready because we have time now to get ready for that time window Also, Ford Motor Company and Wayne State University and Wayne State Physicians Group and ACCESS launched a new initiative that will improve access to COVID-19 testing for symptomatic first responders, health care workers and correctional officers in Michigan Ford has provided us with vehicles, drivers and equipment to help create the first mobile testing service in Michigan These are examples of what the university has done in mobile testing facilities At the college, we learned from some of our students that they have 3D printing at home and they’re manufacturing face shields We encouraged them to maybe take advantage of our existing 3D printers within the College of Engineering, which we have in two labs One in our basic engineering material lab. The other one is in the mechanical engineering lab They are part of 20 3D printers of different kinds to use those 3D printers and print face shields in much larger quantity Since the university is shut down and the buildings are closed, we were able to get special permission for them to go into the facility and be able to not only do face shields, that you can see on the top left and middle picture of top, and be able to take these face shields, which is about a thousand of them, to various hospitals You can see some pictures of our students delivering these to first responders and nursing homes, Public Safety on campus as well as our Campus Health Center And we have also now, because these face shields, the materials are strong enough, we are now providing our first responders with additional shields so they can replace the existing shields with the new ones when they are done with the shields, maybe on a daily basis We have used laser cutters to cut some of these shields, some of them by hand because we had some issues with obtaining materials, but it was very, very efficient If you look at the top left corner picture beside the face shield, the frame for the face shield, you will see also face masks We are now currently putting together some face masks For the filters, we are using air conditioning filter materials The face mask could be washed and reused, and filters could be replaced on a daily basis We are working with our partners at Ford to see if we can manufacture these shields in much bigger quantities, not only for first responders but for ourselves, for our students and for our faculty When we open up the campus, we need to be able to cover our faces and these shields are much more convenient and much more efficient than paper or cloth-type face shields Also, we have learned that these shields, when you put them on your face they really bother your ears, especially if you have to wear them for a long time So we put together some strips that go behind your head and the shields could be connected to those so it would not irritate your ears for a long time Working with our partners at Eaton we learned that they were making touchless door openers and we were able to get the design from them and do some small modifications to it and printing these touchless door openers Those are much easier to print, much faster to print,

and in addition to be able to open the door without touching the door handle, There’s a little notch on the edge of these door openers that we can use for the keypad if you go into a grocery store, you’re using an ATM machine, if you’re traveling by air, you go into a kiosk, in general you can use that instead of using your fingers to touch So again, we are trying to do as much possible with what we have from manufacturing materials in larger quantities and being able to share that with our first responders and others In addition to that, we have other activities A computer science student launched Detroit Help Hub to support local businesses during the COVID-19 crisis We have faculty looking at the chest x-ray to determine if someone has the COVID-19 virus or not We have a faculty member who used analytics and data mining from the informatics side of things identifying which drugs are more effective to treat COVID-19 patients So again, we are doing something with informatics because we cannot have access, our research labs are all shut down at the present time and being able to do things we can do remotely, accessing the data using AI and machine learning to do some activities around that area So this is again some of the things that we are doing around the College of Engineering to help the community, reach out to the community. And again, students who are working, some Ph.D. students, some undergraduate students, master’s students, are going to these labs These printers require maintenance and somebody needs to watch over them They are there until 9 p.m. at night boxing these shields and taking them to local hospitals and nursing homes in that regard As I mentioned about preparation for the fall, we are getting again asking the faculty to be ready to offer courses online, telling us what courses can be done fully online, what courses are going to be hybrid, what is going to be the capacity of each lab because we have to maintain social distancing, and also cleaning the facilities as a group goes and a group comes in So there are a lot of challenges and uncertainty happening We are gradually working toward how to reopen the campus to make sure that it is safe for all The other initiative that we took over at the college since last fall, as we closed our capital campaign for the College of Engineering and the university, during the last campaign we were able to close around $55-56 million raised funds for various activities, student scholarships, some infrastructures and so on My Board of Visitors is asking me what should we do getting ready for the next campaign? We took our existing strategic plan, which basically talked about improving the quality of life through education, innovation and research We enhanced it by creating a new theme called “Closing the Gap.” The whole idea here is that we need partnership with industry. That was my message Again, Eaton Aerospace is one of our corporate partners. We need industry to join forces with us to train the workforce of the future We can’t do it alone anymore For many reasons, we don’t have enough resources, with faculty resources, facility resources, and also sometimes in our curriculum. They’re very limited in what we can offer and we cannot offer so we are asking certain activities that we can do with our corporate partners, with our industry in Detroit and beyond, certain things which are very simple things to do, like when we have a Ph.D. dissertation committee Usually for every Ph.D. we form a committee mainly of faculty The college has about 300 Ph.D. students of various programs, various departments We are asking that each Ph.D. dissertation committee be encouraged to include a member of industry so they can learn about our research, learn about our faculty, our student, learning and helping us to maybe move an idea from laboratory to market. If it’s more theoretical, how we can commercialize that idea These are important learning things for all of us So the more we interact with industry, the better we get. We are in Detroit, we want to take advantage of that If you are seeing something missing from our curriculum, help us to teach those materials. First, let us know if you can offer yourself,

but if you cannot, if you don’t have resources, we would love to have you guys join our force and teach that to our students For example, we have someone from Fiat Chrysler currently teaching or, I’m sorry last semester, a course for us in data mining. We do teach data mining quite a bit in our college, data science, but they’re focus was on the automotive industry, how data mining applies to automotive industry, and that was very attractive to a lot of our students They loved it – get to know some industry leaders, get to know how to apply some of the theoretical work that we are teaching. And that person taught that course for us, not on our normal regular hours, but it depends on what their schedule permits By the way, we are not only looking at technical, we are looking at soft skills too If you think somebody can improve our student communication, presentational skills, preparing their LinkedIn page better, we can present those to our students. It can be done virtually, can be done face-to-face, depends on where you are Adopting your course, basically saying that if you wanted to come and guest lecture for us in some of our courses and work with our faculty to improve the content of the course, that would be an attractive thing If you have a problem that you want us to look at solving, we will definitely encourage you to join us and bring that problem to the campus, to our students, let them solve it for you Now in the past we used to consider that to be our senior capstone design project, but that is limiting us to only our undergraduate students There are also limits to a given discipline silo at the same time and it’s too late in the student cycle to do something like that to be attractive maybe for industry that wants to hire them So we are saying if you bring a project to us, you identify a team of students – could be graduate, could be undergraduate, could be domestic, could be international, of all different disciplines to put together to solve a problem for you. And by the way, you’re going to be teaching that course, so this is another thing that we wanted to do Helping us with distinguished lecture series and participating in the Industry Mentor Program. Some of you’ve already done that, I want to thank you for that Audrey Stephens will get back with you if you are interested Contact Audrey Stephens, she will get you involved mentoring our students through the Industry Mentor Program We do a lot of outreach in Detroit. Some examples I gave you here, but also K-12 and summer teaching, they want you to get involved. And lastly, but more importantly, helping us to create industrial centers of excellence around the things that we have hired faculty who have expertise, such as mobility, such as electrification and technology, such as software testing We’re talking about the factory of the future, so we can be partners to create these centers of excellence that does basic research, industry-funded projects, and also does a leadership program and educational program So this is what we call “Close the Gap” and Kris can send you some more information about these initiatives and how you can participate in that I think my time is up. I tried to speak as fast as I could, but they’re giving me signals to get off the mic and give the mic to Nanda Kumar, who is president of the aerospace group of Eaton He received his master’s degree from us in 1992 in mechanical engineering He received a bachelor’s in mechanical engineering from Bangalore University in India, and a master’s degree in business administration from the University of Michigan-Ann Arbor Prior to his current role, he was executive vice president of Eaton Business System Also, Kumar joined Eaton in 1990 and held positions of increasing responsibilities in automotive business intelligence, including plant manager for the facilities in Roxboro, North Carolina, and Massa, Italy, and general manager for the air induction and cylinder head system business in that regard He has served on many boards He’s on the YMCA of Greater Cleveland as well as member of the Inclusion and Diversity Council for the University of Michigan College of Engineering and he’s a member of our Hall of Fame and member of the College of Engineering Board of Visitors With that short introduction, Nanda, you have the mic Nanda: Alright, thanks Professor Farshad Appreciate the opportunity here to talk to this audience here and especially at a time like this, and you know, I wish I had the opportunity to see at least some of you I’m sure we’re planning to be at Irvine where we have planned an in-person event and it’s a beautiful day here in Irvine. It’s about 80 degrees and it would have been a

wonderful occasion to be here, and on Cinco de Mayo in particular, but we’ll save that for the future here Professor Farshad asked me to focus on on leading in turbulent times here given that really at this point the industry is going through some major upheaval here in the last seven weeks or so So I will spend time talking about that. But before I do that, let me give you a brief introduction to what Eaton is all about As Farshad mentioned, I’ve been with the company about 30 years now and I’ve been leading the aerospace business of Eaton for about five years So I’m not sure if everyone can see the slide, it seems like it’s Farshad: Is it truncated? Nanda: Yeah, see it looks truncated to me. I don’t know if everybody has that same issue Cynthia: I can see it okay Farshad: Yeah, I can see it okay You may need to close a lot of your screens to make sure we get to see everything Nanda go ahead, please Nanda: Okay, so Eaton basically has two sectors – the electrical sector and the industrial sector So we report externally we are about $22 billion in size and they report externally through these six segments that I’ve shown here which would be the electrical products, electrical systems, aerospace hydraulics, vehicle and e-Mobility, and I lead the aerospace group here In 2012, when we acquired Cooper Industries, we inverted and became an Irish company based in Dublin, and our chairman and CEO Craig Arnold, he is based in Cleveland, Ohio That’s where our world headquarters is But all our board meetings are held in Dublin, Ireland Roughly 100,000 employees, 175 countries, So this is the overview of Eaton itself and you can see that we are about $2 billion in 2019 sales Actually, we made an acquisition at the end of 2019 that would have put us at about 2.7 billion in 2020 We made the acquisition of Souriau-Sunbank, which is an aircraft connector company that’s based in in France Roughly 10,000 employees, 35 global facilities, including a joint venture in China with Comac And Comac, as you know, is the upcoming aspiring aircraft manufacturer in China, building the C919 and the C929 I’m based in Irvine, California, which is where the headquarters of the Eaton aerospace business is, and then we run the business in three different divisions as you see there in the chart So we support the aerospace industry in virtually all the platforms that you can imagine I would say that if there’s an aircraft flying or a spaceship flying I would say that there’s a very high probability that there is at least one Eaton part in it And I’ll show you the breadth of our portfolio here. So we are in the commercial transports. We are in all the big aircraft, single aisle, twin aisle We are in the regional jets and the business jets. Gulfstream is a big customer of ours Boeing and Airbus make up about 40% of our business We have great content on the military fighters. The F-35 is a great platform for us, and so is some of the military aircraft like the C-17 or the KC-46, you see the tanker there

that’s shown there That’s refueling a fighter, you know, we make the the pump that pumps fuel from the tanker into the fighter. We’re in a lot of the helicopters like the CH-53-K We’re in several space vehicles. The ground fueling is, again, a large business for us Carter is a brand that we have significant content in and then, you know, aftermarket is a big segment for us About 40% of our business is the aftermarket business, about 35% of our business is military So when you look at our portfolio here, you see the kind of technology that we have We are the world leaders in hydraulic systems All of power generation, power distribution, storage A lot of the conveyance and the inside of the aircraft also comes from us, the fuel systems the same thing We are the world leaders in engine fuel systems So the engine fuel pumps, the airframe fuel distribution, inert engaging, ground fueling So when you talk about hydraulics and fuel systems in the aerospace industry there’s two players that come to mind. One is Eaton and the other Parker Hannifin And then the conveyance associated with all these hydraulics and fuel systems, associated with the engine solutions, the airframe pneumatics, and then we have some niche motion control products associated with utility actuation, things like the strap trim actuator on the aircraft, or the cargo door openers and things like that And then the electrical power, this is a relatively new business for us We got a small business on connectors when we made the Cooper acquisition and Eaton’s having a large electrical portfolio combined with the aerospace expertise We consider ourselves to be very well positioned for the more electric aircraft So as the aircraft emerges in the future, as you see the future generations of aircraft that will come out in the next 15 to 20 years they are all going to be more electric and more electric means the aircraft needs to generate and distribute more power inside the aircraft We are positioning ourselves to grow in that segment with the portfolio that we have So the the history of the business is very strong when you look at the business itself here in 2012. We were about $1.6 billion in business and that has grown to $2 billion in 2019 and 2020 would be $2.7 billion This is before the crisis hit, the pre-COVID. So a strong growth rate and and a strong performance Margin improvement, you can see that our margins are virtually doubled in that seven-year time frame Leveraging the Eaton business system has been the key reason for the growth and margins The focus that we brought into the after market, which is a very profitable segment for us, and then modernizing our factories using Industry 4.0, additive manufacturing that Farshad touched on, In the aerospace world, it’s really all about program execution It’s all about how well you deliver on the products that you make for your customers and all the new platforms that we are in We have expanded our low-cost footprint. We have expanded significantly in Mexico and in India, in China, in Indonesia and all of these countries They’ve expanded significantly and our footprint is now global We’ve also got the Eaton model of shared services. For instance, we have a group of 2,000 engineers in Pune that do a lot of our engineering work, support work, and about 400 out of those engineers work for the aerospace group and the rest of them work for the rest of the company

So the shared services is a unique model that Eaton is able to use because of our diverse portfolio of of the different product lines that we have So we are positioned to sustain the profitable growth, as you look into the future here, I talked a little bit about inorganic growth through acquisitions and then organic, we’re in all the key platforms that are coming up here and growing the A320neo, the A350, the 787 and a lot of the military platforms we have good content on it and growing We continue to invest in the business, growing with disruptive technologies, especially in the more electric aircraft and then manufacturing excellence is the other area that we will be making a lot of investments in and so these are the four areas that we are investing in significantly to really take the business into the next couple of generations and give it further growth So switching gears onto what’s going on at this time Clearly it’s an unprecedented time for the industry in the last seven weeks and and the impact has been huge Eaton is considered an essential service in the industry because the parts that we produce are very critical for aircraft that are carrying a lot of medical supplies inside the country and across the world So our factories are virtually not shut down during this time. We have been running the entire time Now the absenteeism in the factories – I would say 90% of the factories that have got very good attendance. About 10% of the factories we are seeing some high absenteeism in areas that maybe some hot spots, but overall one of the reasons that our factories have had employees come to work and not feel unsafe is because we were one of the first ones to quickly deploy social distancing. So we have rearranged all our workstations, rearranged our factories to put a minimum of six feet between the employees We have temperature monitoring of everybody that’s coming into the factory. We have basically taken out all the employees that don’t need to be in the factory and ask them to work from home and only people that need to be in the factory are in the factory, and then everybody’s now required to wear masks as well And, knock on wood, we have not had any issues in any of our 400 factories across the company where somebody has been adversely impacted because of coming to work But the overall impact on this industry and our business basically due to the coronavirus for the short term is going to be huge and it all starts with confidence in air travel I was just reading a statistic here yesterday that two and a half million people went through the TSA checkpoints exactly a year ago on April, I believe it was on April 19th or 20th, one of those days, and then this year in April on that same date only 195,000 people went through the TSA checkpoints so that magnitude of change is breathtaking in the industry Today there’s a lot of aircraft that is parked. There’s about 15,000 aircraft that are parked And as you think about it we don’t believe that all that aircraft will come back anytime soon In fact, this may be the time when a lot of the aircraft will get retired. The aircraft that are older than 15 years are likely to get retired at this point in time The airline cash position is really the biggest issue right now and the whole viability of the airlines is a major issue So when people are not flying, obviously they can’t buy any new aircraft and then they are also clamping down on the supplies, MRO and things like that

Not that they take any risks with the aircraft, just that they don’t need to fly that much so they don’t need all the spare parts and things like that. And so that effects the aftermarket business significantly I was just reading today their Delta is now, I saw a letter from Delta that said that they’re going to have 50% of the business class at full at any point in time So they won’t be filling up more than 50% of the business class and 60% of the economy, And they’re going to leave the middle seats empty is what they said And so given all that, I think is going to be very difficult for the airlines to make money. I don’t think they can afford to raise prices in this environment. I don’t think that will go very far It’s a tough road for the next couple of years until the vaccine and a cure are in place I think at that point I believe that industry will come back because the fundamentals are still there in terms of people wanting to travel, people being connected, and so it will quickly come back after that. It’s until then that all the issues exist This is a significant issue in the wide-body segment The wide-body is the twin aisle segment That segment is literally shut down because there are no international flights All the borders have been shut down and so the need for a 787 and the A350 and all these wonderful new aircraft is nearly vaporized That segment will take a while to come back, and it will come back again eventually as a cure is found for the virus There is excess capacity in the industry as a result of this Everybody put in an order capacity to build a lot of single-aisle aircraft and twin-aisle aircraft, so there’s excess capacity that would need to be right-sized The air traffic growth is likely to be slower On an average we were seeing there was about five percent growth in air traffic which means five percent new people getting into an aircraft every year. This was all coming in the emerging countries. That’s where a lot of the air traffic growth was happening We see that slowing down. It won’t be down to zero or negative. And right now it is negative but I think over the long term that may slow down as well And then of course, associated it with all of this, with the recession now, with two quarters of negative GDP and the economic uncertainties is tremendous. So it’s really nothing like we have ever seen in our lifetimes in terms of what’s going on in the aviation industry So how are we dealing with this? I talked about, first of all, how we are as a company dealing with this in terms of protecting our own employees, keeping your distance washing hands thoroughly and frequently, and all the guidelines that we have in our cafeterias, avoiding people from congregating, no in-person meetings and so on and so forth. A lot of the standard practices which really have taken root in the industry in that in the last seven weeks or so it is working out well These are just some of the pictures in terms of how the social distancing is working here Between temperature screenings, restricting visitors, and how we have separated the work stations, and so on Just to give you a quick vision of how things are actually working So how will we weather the storm as a company? First and foremost, strong support to our customers So this is a time where customers are having a lot of difficulty in forecasting, predicting what they want, what they need, and I think we need to be there for our customers So working with them at this time becomes even more important,

becoming close to our customers becomes even more important now The second area is that the good thing going for us is that the military market is very strong, and that is different from some of the previous downturns In some of the previous downturns, both the commercial market segment and the military segment both went down at the same time But in this downturn the military segment is a real plus and the government, the Department of Defense Is making a lot of steps They’re asking the aerospace manufacturers in terms of what they can pull forward, what they can do to give us more volumes so that we can sustain our factories and keep our factories running while the commercial markets are down and and take their time to recover So we are capitalizing on that military market strength and it’s not just pulling forward future sales but we are also taking some really innovative solutions into upgrading our military here with the products that we have So full-court press in that area in terms of what we can do to get more upside Cashflow – really, cash is king in this environment so really important that we are not forecasting earnings. They’re not forecasting growth at this point in time. We have suspended all those forecasts What we are doing now is just completely focused on cash flow. So it’s all about inventory liquidation, keeping our inventory under control, keeping our receivables, keeping our payables and keeping our capital expenses all under a very tight lid I think the companies that are going to do an exceptional job with cash flow are the ones that are going to survive this crisis because otherwise we can all get into big trouble, and this is where I think there’s a lot of assistance being given to the smaller suppliers in the aerospace industry where cash can become a major issue because they are small in size and they don’t have the resources and the ability to do it So the industry is very conscious about that and working with our smallest suppliers to make sure that they also continue to do well Strong operational performance – easier said than done when absenteeism is running high, when the governments are shutting us down in different countries, when people are afraid to come to work It’s a very difficult environment right now in terms of being able to service our customers but we are working together and we are doing our best in terms of continuing to provide our customers with product on time and making sure that there is no shortfall in terms of their needs They are also going to look at inorganic opportunities Of course, this is not the time to go buy any company, but as the industry settles down here in the coming months, you know, April was a difficult month. Things were down about 70 percent, but May is looking better. June will get even better And as we go through the year, things will get better and better and as the industry settles down I think we’ll also see that we could be the inorganic domain again and maybe make some acquisitions and grow The new acquisition that we made with this area Sun Bank, the integration of that business is really important You know, that adds about half a billion to our portfolio, so making sure that business is well integrated and putting that on a growth track is really important And then, last but not the least, managing our supply chain risk We have over 1,800 suppliers that are supplying this portfolio of the aerospace business and making sure that all the suppliers remain viable, and especially our key suppliers stay in business and can continue to do well and also keep their employees safe I think that’s really important So that’s really how we see ourselves in terms of how we are going to deal with it. We are active in our communities, you know, We have an Eaton charitable fund that is matching donations from the employees, two to one, and so we are very active with the United Way and the hospitals and

several other organizations in terms of playing a key role in our communities So it’s not just about our factories It’s also about making a difference and being there for our communities with our employees This is the work that we are doing with our additive manufacturing and Farshad already talked about this in terms of the 3D-printed hands-free door openers and very similar things that you saw there that the Wayne State team is doing in terms of face shields and things like that that we are printing and supplying to various communities and hospitals and all of our employees as well So at the end of the day it is a difficult time for the aerospace industry, for the aviation world. No doubt But the fundamentals of the industry are very strong. If you think about it, between the United States and western Europe, we have the best product in the world in terms of the aircraft There’s nobody and nothing that can come close in terms of that differentiated product that we have in all our segments, whether it is commercial jets, whether it is business jets, whether it’s military aircraft You name it, we have the best product in the world So while the world is going to go through some turmoil here, at the end of the day I think we will come back as an industry. We are going to be strong again and our future is bright I feel very good about this industry and the future of this industry. No doubt in my mind Thank you Farshad: Thank you Nanda. I love the way that you ended your presentation that our future is bright There’s a lot of uncertainty out there, but hope is there that we will survive and you talked about your industry doing this turmoil, how you’re thinking about sustaining relationships with your customers, best practices, service to the customers In higher education, in academia, we have the same struggles We have challenges of how to deliver best services to our students during this time window Again, virtual – we all overnight really learned how to do virtual things, but can we do everything virtually or not? How do we adopt? And also we are not sure if the students are going to be coming back in the fall or not Some universities are opening their doors. They’re already making comments that they’re gonna be opening business as usual So I’m a little more careful about doing that So there are task forces around Wayne State, for example, many different task forces looking at different aspects of opening up the university and I think it’s the bigger challenge we’re facing during this time. It’s very similar to what you said, cash flow and so on, is that universities are gonna get double whammies. One is enrollment may drop or international enrollment is certainly going to be impacted because a lot of the students who are international students who used to come to our engineering programs are not gonna be able to get visas and travel so we have to somehow figure out how to deal with that And then also domestic students may not want to come back to campus because of the safety issues the parents have, or they may want to be closer to home Wayne State might benefit from that because we are more known as a commuter school, people coming and going, and then state funding, which is 20 percent of our budget, may be draining, because of the state investing a lot in emergency funds for COVID-19 We don’t know what they’re going to be able to support or not and higher education would be one of the easiest places to cut budget and not allocate the funding that they have So we have a lot of challenges ahead of us in higher education but there are some similarities with what you are doing in your world and what we are doing With that, again thank you very much Nanda. It was great to hear about what Eaton is doing Eaton Aerospace, and I know we have partnered with your team in Southfield in your additive manufacturing and helped develop some of the things that we have talked about earlier here tonight and hopefully we can continue working together in that domain With that in mind, I guess we are at the portion of the presentation that we are having an audience Participants, if they have any questions by either raising hand, typing in chat or whatever so we can get you a mic So we are all ears to hear your questions, thoughts, for Nanda or myself If you have a private jet, you want to sell it or you want to know the value of it

Nanda can give you the cost associated with that If you want to buy an airplane, a used one, one of the Delta planes, you let us know We will help you with that With that in mind, go ahead Anne: Dean Fotouhi, I’ll step in for a second. So good evening everybody. My name is Anne and myself and my colleague, Haley, are out there We’re with the Alumni Association. We’re alumni relations officers with the university So we’re going to help kind of monitor the the Q&A here and help direct questions to Dean Fotouhi and Nanda, so please feel free, like was just mentioned, you can use the raise hand feature or you can type the questions into the chat box And Haley, and I will either call on you and then you can unmute yourself So stay muted, if you don’t mind, for right now until we call on you or just physically type a question into the chat box if you have one and we can kind of shoot those your way, Dean and Nanda, as those come through Farshad: I have a question and a comment to make for Nanda, one of our alums who is participating who doesn’t like to fly much, who’s here from California, from Irvine, Oliver I’m talking about you, that he prefers to ride his motorcycles everywhere So you have to ask a question about airlines But I have a question for Nanda. You mentioned there is going to be a good number of airlines that are going to be probably retiring some of their airplanes So the question about retiring an airplane, of course from an engineering point of view, we are looking at sustainability and reusability, the lifecycle of an airplane Besides saying that I can sell that to some other countries, those airplanes, but the ones that cannot be sold, are there ways to recycle these and re-manufacture them, and so on and so forth Nanda: Yeah. Yeah, absolutely. So, you know, the aircraft, in the old days, they used to fly aircraft 25 to 30 years before they would even think of retiring the aircraft But today it’s not uncommon that after about 15 years they do because I think the technology has evolved so much because, you know you got all these new more and more and more fuel-efficient engines that have come in, you know I think, for instance, it’s likely that by the end of this downturn, you may never see another four-engine aircraft The A380s, they’ve stopped building those and the probability of them being able to fill up 500 or 600 people in an A380 is remote to nil for the foreseeable future So a lot of the four-engine aircraft are going to be parked, maybe forever So that way you’re saying that the aircraft interiors have significantly developed a technology and so on. So the replacement cycles are shortened in the aircraft from 30 years. Now it’s more than like 15-20 years people are willing to replace aircraft But what happens with this aircraft is that when they come out of service is that there is a segment that’s called the surplus segment. So that’s used they are called the used and serviceable material, USM And so the aircraft gets parted out and so those parts that can be used you know, that have capability to live another 15 years come back into the industry in the aftermarket In fact, I heard that since the airlines have taken money from the government here through the $2 trillion package that the government put out, you know, they cannot layoff anybody until that thing I believe it’s October, November this year. So what they’re having their technicians basically do is, one possibility is that – I’m not saying all of them are doing it – but one possibility is that you have them part out all aircraft and you start stocking your shelves with spare parts So that’s a big impact on cash outlay as you go forward and you’re making good use of your skilled labor. They’re all not sitting around doing nothing Farshad: Thank you

Oliver, if you want your motorcycle to be faster you can use some of these aircraft parts He’s a Harley-Davidson man Nanda: I see a question there What effect will all this have on bringing the MAX back to service or the Dreamliner from Boeing? I think the MAX, you know, fortunately for Boeing I think the focus has turned away from the MAX. I think they couldn’t drop a nut or bolt inside a MAX without being reported by the media before the crisis here, but now I think that’s off and Boeing is able to actually focus with the FAA and get the aircraft certified. My confidence is high that the aircraft will get certified sometime in the third quarter and you know, but they have 800 aircraft sitting on the ground, right, so they have 400 new aircraft that they have built since the aircraft was grounded in March of last year And then there’s 400 aircraft that had already been purchased that have also been grounded So all that, the first 400 aircraft that have been grounded, there is some rewiring that they need to do on that and get them certified and back in the air But then they got the other 400 aircraft that have never flown that also have to get back in the air. The constraint there is the availability of training, the simulators for training, so they’re in short supply on that because the assumption was that if someone could fly a 737NG, you don’t need to be trained on the 737 MAX So they only built 36 of those simulators, and that was a big issue and there’s 177 of the 737NG simulators, so now they’re retooling all of that and I think what I heard, American Airlines for instance has got 7,000 pilots to train on the MAX, so that’s the real constraint in terms of now bringing the aircraft back in service, and also the number of aircraft that a specific airline can bring online in a given month is maybe two to three, and I know there’s a lot of different airlines involved. So it’s going to be a while before they get that 800 aircraft all flying again Meanwhile, I think what Boeing is saying right now is that they are going to be building very few 737 MAXs this year, and then they’ll start a low build rate next year and then ramp up from 2022 onwards, by which time hopefully they have all the issues behind them. The Dreamliner, the 787, is you know, that’s a fantastic aircraft. It’s got great demand They’re building at about 14 now that they’ve reduced it now to about 10 a month and I think there’s a structural issue in the twin aisle. I think the final segment is going to take a while to recover from the downturn So there’s just not the need for all these A350s and 787s and then you have the 777x, the new one that’s coming out with folded wings technology that Boeing is expecting to get certified next year Some really fantastic aircraft, just no doubt about it but I think it’s going to be a while before they see a lot of demand for those big twin aisle aircraft Farshad: Thank you Haley: I see a question. Nabil, you have something you’d like to ask? Nabil? Nabil: Yeah Haley: Go ahead Nabil: Well, it’s really good to see you Nanda. I really enjoyed your presentation and your positive outlook to the economy and how excited about having the industry going back

It’s, we understand, this bad cloud and it will pass and the sun will shine again What are your thoughts on dealing with back-to-back crisis with the talk of a second wave of coronavirus and its impact on industry and the overall economy? Nanda: First of all, great to see you online here, Professor Chalhoub For the rest of the team here on this call, he’s one of my professors from the time I was at Wayne State I have great respect for him and it’s a real pleasure to see him online here Great question, professor To me they’re all running together in terms of the impact of the coronavirus It doesn’t matter, wave one, wave two, it can’t get worse than what it is right now for the aerospace industry and what it will mean if there’s a wave two is that the recovery will go to a deep, deep U-shaped curve, or it should be an L-shaped curve with maybe a little lift at the end So the recovery will get extended out as long as they can’t get people back to flying again, and I think it’s all going to come down to when a vaccine and a medicine are available That’s the only time people are going to be comfortable flying again And you know, when you think about our own workforce here, to minimize the risk here with all our office and factory employees, what we are doing is, first of all anybody that can work from home, that can do their job effectively from home, we want them to work from home, right? So just to minimize the risk here until the government has defined three phases here in terms of how we get back to work and and the first phase here is to just bring back one third of the employees that really need to be at work, but still keeping the majority of the workforce out But one of the key things in that phase one is also to continue the travel restriction So we’ve basically put a ban on all travel in the company and so people are using, you know, Zoom was unknown seven weeks ago, so people are using Zoom and all the available technologies here So we will only allow essential travel here for our employees until we get to phase three Phase three is when we feel that there is a vaccine and a cure that’s effective and doesn’t put our employees at risk The other group of employees that is in consideration here is the vulnerable group So that group, we are telling them – don’t come to work at all, you know, even if you’re needed, if your work cannot be done at home, you take one of the government programs and stay at home because we don’t want you to get exposed coming to work Same thing with caregivers If people need to stay at home for family reasons or for other caregiving obligations where they may have somebody else that’s of high risk in their home, and we’re asking those employees as well to stay at home So it’s going to be a challenge in terms of how you manage the workforce Now I will say that 80 percent of the workforce doesn’t fall into this category so when you think about it, 80 to 85 percent of our workforce will be just fine coming back to work and working on a daily basis, and it will be about 15 to 20 percent of the workforce that will be affected by their inability to go work in a workplace, in a regular workplace, and may need some accommodation here and support from the community, from the government, from the companies until things recover So economically I think the whole aviation and travel industry will continue to struggle and that will have a big ripple effect on the economy, I believe until we can get a vaccine and a cure in place Nabil: Thank you Nanda: I believe there was another question that just came

Question is what are your thoughts on Warren Buffett’s comments and actions about the future of the airline industry? Of course he sold all his airline stock and I think he sold it at a loss of a billion dollars, I believe that he sold it and you know, it doesn’t surprise us that there’s a loss of confidence in the whole airline industry at this point It’s not the aerospace industries, the airlines that are in trouble because of all the excess capacity that they have in place and with all their idle aircraft that’s sitting on the ground and everything that’s going on with that industry You know, there’s even some doubt that yesterday, I believe it was the American Airlines chairman, and he has said this in the past, that the airlines need to be viewed like the utility companies You cannot do without them. People need them because people have to travel from place to place and not everybody can ride a motorcycle from California to Detroit, right? So the airlines are going to be needed and they’re gonna need to run them like a utility company going forward if that’s what it takes, which means worst case, the government may need to take them and run them for a while until the industry stabilizes and then hand them back over to the private sector at some point in time But that’s a real a possible scenario. I think that could happen Not surprising that people want to bail on the airlines at this point Anne: Dean Fotouhi, it looks like we had a question come in for you in the chat too Robert asks, what is your best guess regarding the status of campus in the fall? Farshad: The campus is going to be still there. The brick and mortars are going to be there, that’s a promise We’re not going to destroy any campus buildings In terms of people going into the facilities, research is planning on opening up, research facilities to plan on opening up sooner than the classroom activity, so our vice president for research and group of faculty members are discussing about how best to start opening our research labs Again, following the social distancing, facemasks, cleansing the area, washing hands and so on So we’ll be doing that, and that would be a good dry run for us because the volume of the students coming to campus and a number of students for that purpose mainly would be research faculty and research students And then for the fall, we are probably going to see some limited number of students we allow to campus, maybe in different groups different shifts coming and going, but it’s not going to be open business as usual fully as we had before. We will not have probably football games – you can have a virtual tailgate We will have different activities around the university and alumni are all going to be mainly done virtually so 2021 is my best guess that we going to be back to normal January, winter 2021, when the campus is back to normal But until then we have to take it very slow because there are many people that we put at risk If you’re not worried about your own health, you have to worry about those employees or students who are coming who may be dealing with elder parents, dealing with a child at home. We have to be very careful with what we are doing in that regard Anne: And also for you Dean Fotouhi, Carl in the chat has a couple questions He says this meeting is great Do you plan to have more like this in the future? And he also says “I was the first WSU co-op student to work at Dow Chemical It was a great experience for me at Dow. Does the school still offer a co-op program for students?” Farshad: Number one, great to hear from you, Carl, that you worked at Dow Chemical We have a good number of alumni who are currently there or retired from Dow, and we have a strong partnership also with BASF in Detroit, downriver, and a lot of our students, chemical engineering in particular, are recruited by them

Currently we have on the line, we have the chair of chemical engineering also Dr. Jeff Potoff is there But regarding the co-op. First of all, we brought in as high impact practices career services within the College of Engineering So within engineering we have our own career services that they do bring in employees to recruit our students We have provided students with co-op, summer internships, full-time opportunities through this exercise, and we have also created a Corporate Partner Program Again, Eaton is a member of our Corporate Partner Program As part of that corporate partner partnership with our industry, we are able to provide students with internship and co-op opportunities for those specific corporate partners, who are coming together once a quarter to talk about our curriculum, our program across the entire engineering That all said, the new chair of civil and environmental engineering, Dr. Bill Shuster, who joined us last fall from EPA, started working with our career service office to establish a formal co-op program with industry in Detroit So again, the formal co-op would be a semester on, semester off, year on, year off, and he started implementing that within civil and environmental engineering department and if that leads to a better outcome, then we will continue expanding that to other parts of the college Anne: Looks like that might be it from the chat So, I’ll turn it back over you Dean Fotouhi Farshad: Thank you. Thank you. It was great And also Carl asked if this was a great opportunity to do virtual, now that we can do it, we will be doing it, and we will do Zoom and others and I think you might be able to, even if the travel becomes normal and everything else, being able to jump week in, week out to different locations. So Zoom will be a great way to do it, bring people together, even if you physically were at a given location, we can Zoom that meeting, live-streaming it to other locations, people can participate. Bringing people like Nanda to talk to you about their industry, the future of the industry, how they impact industry and so on So we can identify the speakers like Nanda to come and talk So we will do that, Carl. I promise you we will do that But before we get off there, and I said my departing message, we talked about airplanes and airlines I have a surprise for all of you. Can I share a screen here? Can you give me the control so I can share a screen? I have my surprise for you guys Haley: Yes, you should be able to share now, Dean Fotouhi So we talk about, again, airline and airplanes and I want to share with you that there is one among you who are attending this event who doesn’t like airplanes, crashes airplanes for fun, for science, and this is the picture of that someone loading a plane with passengers to crash it. Can you believe this? Who is that person? Can you raise your hand and say why did you do that? Cynthia: I think I’m unmuted, right? Farshad: Ah yes, you are the guilty person Cynthia: So this is one of the uses for a plane when you retire it. I was just thinking that when Nanda was presenting Farshad: Cindy, can you please introduce yourself to everyone? Cynthia: I’m Cynthia Bir. I’m the new chair of biomedical engineering at Wayne State So I’ve been there for, I came in the fall, like Bill did, but I’d been there prior. So I have several years in at Wayne State, just not consecutive But this was a project that was brought to me by a production company. They wanted to look at the having, we wanted to fill the whole plane full of crash-test dummies and we ended up only really being able to afford to put about three of them in and this is a 727 plane. It was on autopilot and they actually remote-controlled it with another plane, a chase plane, and we ended up doing a crash into a dry lakebed

and collecting data on the crash test dummies to see what the effect would be during a crash So we had one in a crash position. We had one upright We had one in the front of the plane, one in the back of the plane So yeah, this was probably the coolest thing I’ve ever done in my life besides chairing the department and being involved with Wayne State but this is one of the coolest things I was ever able to be involved in Farshad: So you can see, Nanda, this is the reusability of the products you want to get rid of Cynthia: Exactly! Nanda: Wow, wow. Yeah Cynthia: And I heard a rumor that you can actually go and pay, I think a peso. We did this down in Mexico to walk through this plane that was crashed So they had it set up on the side of the road, and people actually go and walk through this plane that we crashed in the middle of the desert Yep. It was a great experience Farshad: Cindy is a graduate of our college and worked at USC for a while, and then we brought her back to chair our biomedical engineering department We are so excited having her here on our campus and working with us We have some articles coming up about some of the work she’s doing for some TV show currently Do you want to say a few words about that, Cindy? Cynthia: Yeah, sure. We just finished filming, well I wasn’t involved in all of it, but the beginning part of the Titan Games, the show that Dwayne Johnson is currently doing, The Rock, he has a competition show where they put two people up against each other with different challenges So I had a team of people that went in and evaluated all the contestants and determined did a combine and ranked them and so we actually were part of that “who got to be on the show” type of thing But it was a really fun experience as well Jeff, I don’t know where the safest place to sit on a plane is. It depends on how it crashes We went nose first and the entire first class was wiped out But you saw planes, I think it was up in San Francisco, and hit tail first and the people in first walked away So it all depends Farshad: Great. So there is no way to escape but you have to make sure you have your face mask on Cynthia: Exactly! Farshad: Thank you, Cindy, thank you We have, again, some of our chairs here. Of course, Nabil Chalhoub, chair of mechanical, I have Loren Schwiebert, chair of computer science also joined us here, and Jeff Potoff, as mentioned, chair of chemical engineering is here. Bill Shuster, chair of civil and environmental engineering, and Leslie Monplaisir, chair of the, I say the former chair, of the industrial and systems engineering of the college Simon Ng, associate dean for graduate, Weisong Shi, associate dean for research also joined us tonight Of course alumni affair teams and several alumni were on the call Again, I wanted to thank you. This was great to hear from Nanda and during this time window that the university was shot down, we were not quiet, not only helping the community but taught our courses, finished the semester and brought into spring/summer Also we were doing remote and distance learning type technologies Also, importantly, you will read about it shortly, we came up with four new degree programs in the college which we feel like there are going to be very timely degree programs Master of science in robotics, in several different departments, they’re going to be offering different angles of robotics, from manufacturing to smart cities and so on, and control and surgical robotics We have done a master’s degree in environmental and sustainable engineering from the Department of Civil and Environmental Engineering We have a bachelor of science in welding and metallurgical engineering We partner with community colleges. They do the welding, we do the metallurgical engineering program We have also a bachelor of science in information technology That has also been approved and we will be able to offer that program in the fall That said, we are also working with the Department of Biomedical Engineering and computer science to look into offering two master degrees online In computer science, the master’s degree within computer science, focuses on autonomous driving and technology, and in biomedical engineering, with the master of science in biomedical engineering,

focusing on engineered biomechanics, like crash testings and so on that you saw, the impact Of course, they look at all aspects of engineered biomechanics from traumatic brain injuries to blasts and things like crashes that you see or even in sport contacts So with that in mind, I want to thank you all for participating tonight, asking questions, and I look forward to interacting with you Kris Theisen will be, if you have any questions more about it, you want to learn about some of the things we discussed on how to help the college in various angles, please don’t hesitate to reach out to Kris and she will be sharing that information with you And I want to again thank you, Nanda. I’m very jealous in 80 degree temperature and blue sky in Southern California, and of course you can see Dr. Cindy Bir is here in Detroit and suffering I’m not gonna tell them where you are That’s the beauty of the the whole Zoom situation. I had a Zoom problem the other day There was one guy in Alaska, one in China one in Portland, Oregon, and I was in Detroit Just an amazing way of doing conversation nowadays. But again, and it was good for manufacturing, I guess they used to do this, corporate America, but in higher education we didn’t used to do that. Now we are faced to do that as well, too Well with that in mind, thank you again and have a great evening, everyone and thank you for participating Thank you Nanda: Thank you, bye bye. I appreciate the opportunity. Thank you Farshad: Bye