Global Transition and Transformation Management,…. A balance between Change and Stability

1. Global Transition and Transformation Management,….A balance between Change and Stability Peter van Tintelen MSc. Global Program Director, Atos International Mobile: +31613498896 E-mail: peter.vantintelen@atos.net

2. Agenda Introduction, Atos, who are we Vision T&T Methodology Critical success factors Re-Transition Use Cases

3. Introduction, Atos, who are we

4. Introducing Atos Atos is an international information technology services company, delivering hi-tech transactional services, consulting, systems integration and managed services. Atos is focused on business technology that powers progress and helps organizations to create their firm of the future. It is the Worldwide Information Technology Partner for the Olympic Games and is quoted on the Paris Eurolist Market. Atos operates under the brands Atos, Atos Consulting & Technology Services, Atos Worldline and Atos Worldgrid. Annual revenues of € 8,5 billion (proforma 2011) Almost 74,000 business technologists worldwide in more than 48 countries Worldwide headquarters in Bezons / Paris, France

5. From local offices to global powerhouse 1.700 North & South West Europe Denmark Finland Greece Italy Sweden Switzerland 8.300 4.800 Benelux Belgium Luxembourg Netherlands Central & Eastern Europe Europe Austria Bulgaria Croatia Czech Republic Poland Romania Russia Serbia Slovakia Turkey 3.800 9.700 10.000 3.800 North America Canada USA UK/Ireland Germany 14.850 Asia Pacific 5.550 France Iberia Andorra Portugal Spain 8.600 2.900 India, Middle East and Africa Egypt India Morocco South Africa United Arab Emirates Latin America Argentina Brazil Chile Colombia Mexico

6. From business line to excellence Consulting & Technology Services Systems Integration Transforming business through innovation leveraging Information Technologies Delivering seamless business systems Advancing business strategy through innovative processing solutions Transforming IT infrastructure and business operationsrevenues Transactional Services Managed Services

7. The new ATOSOur global Managed Services Portfolio A combined, innovative and market oriented set of offerings.

8. Business drivers and expectations • Many companies outsource their IT services: • focusing on core businesses • obtaining maximum value from IT • reducing costs • increasing the agility and flexibility to grow or divest • The results must be achieved on time and with minimum disruption to the business.

9. Benefits for clients ? Our approach to Outsourcing Transition Management ensures a predictable, controlled, efficient and effective implementation of all contract elements while ensuring business continuity throughout the process: • Results and costs are clear at the start of the program meaning no surprises! • Delivery is within time and budget • Companies are guided through the transition: An Atos Program Manager leads the process A clear and transparent customer contribution supports the program • Implementation of a sustainable change

10. Vision on Outsourcing

11. Vision • Balancing across all dimensions Delivering a mature, credible and sustainable transformation: • A balanced change approach across all dimensions • Step-by-step implementation leading to an agile and robust service organization • Value infusion from the very beginning

12. Mission, Vision and RealizationApproach for GxM The Approach for the realization of GxM: • Creation of a comprehensive and cohesive product portfolio of toolkits, references, best practices and training materials (starting from existing materials and experiences) • Mobilization of the Atos’ sourcing community via a virtual team covering countries (champions), solutions (product managers), operations (factory), sales and a core team • Continuous improvement loops for the product portfolio and for the success parameters of deals (more wins, more profit) GxMVision: • The Atos’ sourcing community is strengthened in its effectiveness and efficiency via a comprehensive and cohesive set of sourcing products and associated training (GxM) harvesting on the field experience and increasing the quality of transition and operation • GxM addresses the full span of the relation Life Cycle (Marketing, Bid, Transformation, Operation, Exit) • GxMintegrates the related domains (Transformation, Costing, Solution, Project management) • GxM links the Atos’ entities like Global Factory, Countries, Sales, ..

13. DomainsThe GxM portfolio parts Domains included in the GxM family: • Global Solutions Methodology • As an underlying part of the overall processes the Global Solutions Methodology for IT outsourcing engagements gives a clear and detailed guidance and structure on the development of solution designs and proposals for all Major IT outsourcing deals within Managed Services. • Global Transformations Methodology • In combination with well known general project management approaches the Global Transformations Methodology leads to well defined and structured transformation projects within Managed Services. • Global Finance Model Environment • With our global standard calculation tool for service designs in bid phases we want to further improve and leverage our global capabilities and standard service delivery. • Global Project Management Environment • A global toolset for Transition and Transformation projects is in place in order to support project managers for delivering their project deliverables with high quality in time and in budget (Harvesting on the existing best practices in Atos).

14. Transition & Transformation Methodology(T&T)

15. T&T Methodology • Balancing Continuity & Change Due Diligence 2 phases in the outsourcing program: • Transition projects: transferring ownership into the Atos organization and preparing for transformation into the required new way of working • Transformation projects: implementing the Atos way of working and implementing agreed improvements 4 important steps in the service delivery organization: CMO: Atos is responsible for IT service delivery as-is PMO: Atos is in control, in this phase Atos will stabilize IT service delivery and prepare for transformation FMO service set-up: Implemented Atos way of working FMO: Implemented solution improvements

16. T&T Roadmap • Predefined work packages T&T Program Management / Communication / Change control / Risk & Issue Management P00 DD EM P01 Transition projects (T1) Transformation projects (T2) Preparation P04 P03 P02 P12 P11 Transition Program Start up (T1) • E2E • Test P15 • Service Transition / Hand Over • Program closure P17 • Pilot P19 Governance set-up • Staff • Contracts • Assets • Services • Projects Transformation Start up (T2) P20 • Design & Build, Test P16 Service Management Deployment Transfer Service mgt Set-up P05 • 0-measurement • Stabilization Service baseline P13 System mgt Set-up • Design & Build, Test Tower deployment & migration A Contract Exit Management Letter of Intent Due Diligence P06 P18 Quick Wins Tower deployment & migration B P07 Knowledge Transfer P14 Tower deployment & migration .. Final ITIL / Support Processes P08 Joint ITIL Processes P09 Data Management P10 Management of Change, Business Communication and Business Benefits Main Quality gates 1 2 3 5 4 Pilot approved Start ‘roll out’ Transformation Signed off Transition signed off Service Start Date ContractSigned LOISigned Atos involvement Atos Present mode of operation Atos Future mode of operation Client operation PMO PMO+ CMO FMO As-is Service level PMO+ Service level SLA

17. Critical SuccessFactor

18. Critical success factor 1 • Collaboration - Effective joint program set-up A joint start of the program ensures commitment from both parties Atos will lead this activity based on proven standards and experience As each outsourcing program is unique the program will need to be customized

19. Critical success factor 2 • Collaboration - Transition Governance Model Customer Strategic Demand Board Level Board Member Senior Executive Vice President Customer Atos CIO Executive Sponsor Customer Business Demand Global Managed Services Transition Steering Committee Program Director Customer Delivery Director Transition Program Board Customer Site demand Site Level Delivery Manager Transition Program Manager Transition Program Manager Operations Manager Transition Program Manager Incumbent Project Progject Project Project Project Manager(s) Project Manager(s) Transition Governance focus on 3 layers: • Program layer • Steering layer Including line management • Extended layer incl. business , suppliers and user groups Ensure efficient and effective decision making in the program, aligning continuity and change Points of contact will be clearly defined and known to all people affected by the program Clear ownership will be agreed: reporting lines, escalation paths and mandates

20. Critical success factor 3 • Managing Risks • We use a standardizedrisk management approach to manageany uncertain events influencing transition completion • The risk management process is explicit, visible and shared with the customer • Risk analysis will coverthe impact on goals, planning, finance and the acceptance of the change

21. Case for Change Business Future Alignment State People Training and Development Readiness For Change Change Leadership Critical success factor 4 • Management of change and communication Culture Why do we need to change? How will we embed change? What does the future look like? How will we align with the business? How will we develop people? How prepared are we? How will we lead change? How will we engage people? Who will be impacted? Communications Stakeholder and Resistance Management Monitoring Change Knowledge Management Limit the resistance to change for sustainable change implementation We create clarity about where to go and how to get there at the start of the program We communicate on progress and change implementations We monitor the change deployment and take appropriate action when needed

22. PlanningTransition & Transformation

23. Solution on a Page (Example)Adaptive Workplace: User Support

24. Solution on a Page (Example)Adaptive Workplace: Active Directory

25. High Level GTM PlanningStandard approach, will be client specific

26. Clients T&T ProgramModernising client‘s ICT using Atos Managed Services Portfolio Service Desk & Processes Baseline, SDs and SLAs Joint ITIL Processes Detailed Desin PID Governance Model Business KPIs Detailed Design Detailed Design Server Baseline, SDs and SLAs AD Roll Out AD Design AD Forrest Design PID MSX Roll Out MSX D MSX Design Backup Restore Baseline, SDs and SLAs Security Design Security Policies PID D&R Design DR Policies/Rules B&R Design B&R Roll Out B&R Design Network Baseline, SDs and SLAs LAN Optmisation (On going) LAN Infrastructure Design PID WAN Optimisation WAN Infrastructure Design Client Baseline, SDs and SLAs Windows 7 Client Roll Out SCCM roll Out SCCM Design Acceptance Criteria SCCM Design Contract Signing T&A ZT Eval. User Profiling PID Client Design SD & SLA’s Application Packaging 2012 2013 2014 2014 Milestone./Deli. Atos Milestone./Deli. Cl

27. Prince 2 & ITIL V3used by Transition & Transformations

28. 10 views of Project Management • Different views and expectations

29. Prince 2 (2009) • Project in a controlled environment

30. Prince 2 (2009) • Project in a controlled environment • PRINCE2 Procesmodel • Starting up a project (SU). • Initiating a project (IP). • Directing a project (DP). • Controlling a stage (CS). • Managing product delivery (MP). • Managing a stage boundary (SB). • Closing a project (CP). • The 7 theme’s of Prince • Business Case • Organisation • Quality • Planning • Risk Management • Change Management • Progress

31. International Program Management • Standard PM Concepts, World Wide accepted, used by Atos

32. What is ITIL? • most widely accepted approach to IT Service Management in the world • set of best practice guidance drawn from public and private sectors across the world • not a norm but a guideline The current version (ITIL V3 2011 Edition) is a set of the following publications: • ITIL Core - 5 core books • ITIL Complementary Guidance and ITIL Web Support Services • ITIL is the acronym for Information Technology Infrastructure Library 32

33. The 5 ITIL service lifecycle phases • Service Strategy • definition of strategy, policies, portfolio, financial management • Service Design • design of effective and efficient service solutions • Service Transition • management of complex changes and risks • Service Operation • procedures for stable delivery and support of services • Continual Service Improvement • permanent quality check of service management according to 5 core books 33

34. Atos Service Management Model (ASMM)Our implementation of ITIL V3 in the Managed Service Organization Atos Service Management Model (ASMM) Client‘s value added • end-to-end governance of client services cross Atos’ delivery organisation combining onshore/offshore resourcing • demand supply alignment • immediate communication of major service disruptions (incidents) and major changes • involving client stakeholders in priority setting and resolution progress High customersatisfaction Standard Service Management ToolingAtos Technology Framework

35. Re-Transition

36. Re-transition Model • Building blocks & Roadmap Re-transition Program Management Completion Handover Preparation Setup Project Organization • Inventory • Employees • Knowledge • Third Party Contracts • Running Projects • IT Service Environment Infrastructure run-down Draw up PID Infrastructure Revision Release Support Retransition request Detail plan Detail plan Detail plan Communication Plan Removal confidential information Risk Analysis Knowledge Transfer Discharge 1 2 4 3 Information complete acceptance Request receive Discharge PID Involvement new Service Provider Atos Service Delivery Delivery new Service Provider Client Operation

37. Re-transition Organization Steering Group Contract Manager Contract Manager Contract Owner Re-transition Management Team Re-transition Manager Transition Manager Project Manager Re-transition Team Transition Team Delivery specialists Re-transition TeamDelivery specialists Delivery specialists Atos Customer New Service Provider

38. Used Cases

39. NXP Data center outsourcing NXP Semiconductors N.V. (Nasdaq: NXPI) provides High Performance Mixed Signal and Standard Product solutions that leverage its leading RF, Analog, Power Management, Interface, Security and Digital Processing expertise. These innovations are used in a wide range of automotive, identification, wireless infrastructure, lighting, industrial, mobile, consumer and computing applications. Headquartered in Europe, the company has approximately 28,000 employees working in more than 25 countries and posted sales of USD 3.8 billion in 2009 Business Challenge Solution Benefit NXP wanted to reduce costs, consolidate and standardize their global Datacenter Infra-management, based on approx 3.300 servers for Manufacturing and Engineering systems in Asia, Europe and US Five year contract: Implementation of our global standard tools and transformation programs to standardize, harmonize and consolidate Server management, Storage man., DC Lan, DB management to realize flexibility and cost reduction. Transfer of approx 100+ FTE’s Target Cost reduction program of 30% in progress (to 2011) Transformation Program to be completed in 15 months reducing to 50% in data centers (from 32 to 16 DC’s) . More flexibility and professional IT Infra Management Implemented Quality Assurance System

40. NXP / Data center outsourcing Transition Approach Success factors • Transfer • Global and standard 12-step approach to HR transfer • Phased handover of operational responsibility in-line with HR transfer • Transformation: • Set-up foundational infrastructure in regional data center • standard approach on each site based on run book approach and global technical standards • Move critical business applications to central location • Participation of global business owners in governance of program • Interaction with local HR organizations • Transfer of staff in countries with no legal ATOS entity to partner • Assignment of local operations managers and gradually move from local governance to a global operational governance model and handover from program to operations in parallel • Buy-in of local site management was key • Business continuity was key • Implementing global technical standards and governance was key • Management of change as part of the run book approach • Exception management on global level to ensure standards are maintained Future Mode of Operation (FMO) Present Mode of Operation (PMO) Transformation • Compliancy to global standards • Global resolver groups (including Offshore) • Implement global service desk 1. Manufacturing • Global SPOC • Global competence center • Generic servers consolidated • Critical systems compliant to global standards 1. Manufacturing • Critical systems on each site • Local support and data centers • Local solutions • Build the centralized foundational infrastructure in global data centers • Move to new grid on a project-by-project basis 2. Engineering • Global high performance server grid based on leading edge technology • Global standards and centralized storage 2. Engineering • Each project is self provisioning • Different toolsets hindering leveraging solutions to other sites

41. NXP Workplace outsourcing NXP Semiconductors N.V. (Nasdaq: NXPI) provides High Performance Mixed Signal and Standard Product solutions that leverage its leading RF, Analog, Power Management, Interface, Security and Digital Processing expertise. These innovations are used in a wide range of automotive, identification, wireless infrastructure, lighting, industrial, mobile, consumer and computing applications. Headquartered in Europe, the company has approximately 28,000 employees working in more than 25 countries and posted sales of USD 3.8 billion in 2009 Business Challenge Solution Benefit Transform the local operations to a single global delivery model to support the company strategy 14 months transition period keeping current operations secured NXP demands minimal user impact during migration as highest priority, re-use of existing PC HW -migration of PCs (mgt tooling, AD, policies) Servers / Desktops / Break fix in more than 50 locations (20 large and many small sites) in all regions. Global Service Desk with 3 locations sharing common infrastructure and processes, covering 6 supported languages (English, French, German, Chinese/Mandarin, Korean, Japanese) 13,000 desktops (standard and non standard), >400 applications Ca. 100 employees transferred (together with data enter contract) Significant cost reduction on TCO along with introduction of service portal Solution scalability for market Flexible management of onsite support in a few countries An almost zero-touch model for standard workplace including HW supplier next business day delivery model for all geographical location

42. NXP / Workplace outsourcing Transition Approach Success factors • Transfer • Ca. 100 people transferred (together with data center contract), of which 26 people for workplaces in 6 countries • Transformation: • Phased approach: Central set-up (AWS back-end), pilots (US, UK), roll-out (regions in parallel, sites in sequence), aftercare per site • Central tracks: service desk, workplace standardization (AWS), Onsite Support, processes & governance model, communications • Regional implementations: US, UK, DACH, APAC, FR, NL • Joint program organization with the customer: • Global program management; mirrored teams on customer location • Involvement and participation of high management • Kick-off meeting with all project participants • Global meetings at crucial moments of transition • Lean management layer within program • Good professional relationship on program level • Focus on change and communication • One centrally developed roll-out approach • Resulting in a respectful, open and understanding working relation with the customer Future Mode of Operation (FMO) Present Mode of Operation (PMO) Transformation • Install global service desk • Planning of pilots and roll-outs • One team per region, working in parallel 1. Service Desk • 11 Local Service Desks • Numerous suppliers (internal / external) • 21 Local languages • Little user self service 1. Service Desk • Global Service Desk, 3 locations • One supplier (AO) • 6 languages • User self service globally available • Implement Atos Workplace Service (AWS) • Easy standardization 2. Managed Client Device • Local flavors of images/applications • Local policies 2. Managed Client Device • One central packaging street • One centrally maintained image • Communication to sites about onsite support • Implementation of remote support 3. Onsite Support • Limited to non-remote activities and non-standard services/changes 3. Onsite Support • Extensive OSS organizations on large sites • Implement one way of working according to Atos standards • Implement cooperation with global Demand organization 4. Processes & governance • Local process implementation different per region • Local IT demand & supply organizations 4. Processes & governance • One global process model • Global demand & supply organizations

43. Eureko/Achmea Mainframe Services Outsourcing Eureko/Achmea is a leading financial services provider and present in 10 European countries. In The Netherlands Achmea offers businesses, institutions and consumers a broad range of insurance, banking and mortgage products. Business Challenge Solution Benefit Reduce costs while increasing quality of service and providing better continuity Make costs variable on business changes and keep them in line with market conformity standards Avoid necessary investments in hard- and software and accommodating facilities Preparation of Business Case Implementing a Twin Datacenter concept in terms of connectivity, SAN, Storage and Backup solutions Consolidation from 9 to 2 Datacenters Standardization of IT infrastructure through reduction or upgrade of hardware components and Technology refresh Significant cost savings and reduction of TCO Continuity and stability of processes and procedures Improved maintainability and recovery in case of calamities Redundant Datacenters created extra office space

44. Achmea / Data center outsourcing Program Approach Success factors Standards & procedures • Program was executed conform the PRINCEII standards Main activities and deliverables: • Design of the Achmea Twin Datacenter concept • Application rationalization and optimization in order to reduce hardware components • Server Virtualization , Storage classification and migration • Standardization of Backup solution (crossed backup solution) • Upgrade two Datacenters and implement connectivity via DWDM • Relocation and migration to ATDC (physical and/or logical) • Involvement of internal Achmea and Atosspecialists • Program was fully supported by senior management • Use and implementation of new but proven technology • Concise planning and preparation of the several migration weekends • Part of the migrations were allowed to be performed during week-days and not limited to formal change windows • Involvement of third parties (vendors) • Level of standardization seemed to be helpful during the outsourcing process • Involvement of the business owners Future Mode of Operation (FMO) Present Mode of Operation (PMO) Transformation • Select two of the best out of 9 Datacenters • Upgrade these two Datacenters to be able to host all the FMO hardware • Build the FMO solution (SAN, Backup, DWDM & Server capacity 1. Datacenter Management • Diverse Datacenters to be managed • Security not fully implemented in all DC’s 1. Datacenter Management • Consolidated Datacenters with dedicated DC management • Enforced security in PMO Datacenters and ISO27799 compliancy after relocation to Atos Datacenters • Design of the new Achmea Twin Datacenter Concept • Migration to newer hardware types and operating systems (incl. virtualization to virtual machines) • Storage classification and storage migration • Standardization of backup solution 2. Concept • Centralized storage / crosslink backup solution • Failover possibilities for disaster recovery • Technology refresh where required/possible 2. Concept • No standard solutions implemented • All types of hardware in use • Storage and backup divided over several locations 3. Prepared for outsourcing • Many configuration items to be managed (incl. obsolete items) • No standardization and complex environment • Insufficient configuration management implemented (CMDB) 3. Outsourcing • Distinct outsourcing scope • Lower cost of ownership due to standardization and simplification of the total environment • Performance improvement • Decommission obsolete hardware based on application, server and storage/backup optimization • Close down 7 obsolete Datacenters • Update/upgrade CMDB

45. ING Rationalization program ING Group is a global financial services company of Dutch origin, providing a wide array of banking, insurance and asset management services in over 50 countries Business Challenge Solution Benefit Complex cost structure due to decentralized governance model –IT decisions largely taken by the Wholesale business Nature of Wholesale business requires an agile IT service delivery model adapted infrastructure (shared platform etc.) Need for steering on IT infrastructure costs and demand for a 20% overall reduction in costs Execution of a workplace backend integration and infrastructure rationalization plan Simplification of product portfolio and services portfolio Reviewing and standardizing cost charging structure Reassessing the construction of FTE’s Standardization of data storage (SAN) and platform clustering Delivery of long-distance high availability (=15 minute disaster recovery) Decommissioning old infrastructure legacy Cross border co-operation model At delivery date cost reduction of at least 20% established Successful governance model for cost structure established (steering on IT infra-costs possible and significantly more efficient FTE cost calculation model) 218 Applications migrated Nearly 1250 Wintel servers decommissioned on former NL and BE data center site

46. ING / Rationalization program Transition Approach Success factors Transfer • Phased handover of operational responsibility in-line with HR transfer part of the earlier 350 FTE outsourcing Transformation • Set-up foundational infrastructure in long-distance twin data centers • standard approach on each site based on run book approach and global technical standards • Move critical applications to twin site • Participation of business owners in governance of program • Business continuity was key • Buy-in of local site management was key • Implementing global technical standards and governance was key • Executive focus on exception management to ensure management of change Future Mode of Operation (FMO) Present Mode of Operation (PMO) Transformation • Compliancy to global standards • Global resolver groups (including Offshore) 1. Manufacturing • Central competence center • Generic servers consolidated • Critical systems compliant to global HA and BC/DR standards • Centralized back-up 1. Manufacturing • Critical systems on each site, some with and many without HA/DR • Local support and data centers • Local solutions • Build the centralized foundational infrastructure in twin data centers • Move to new grid on a project-by-project basis 2. Engineering • Each project is self provisioning • Different toolsets hindering leveraging solutions to other sites 2. Engineering • Global high performance server grid based on leading edge technology • Global standards and centralized storage

47. Thank you Peter van Tintelen MSc. Global Program Director, Atos International Mobile: +31613498896 E-mail: peter.vantintelen@atos.net

48. Backup Slides

49. GTM Primary processes explained – P00 - P04

50. GTM Primary processes explained - P05 - P09