ITU Resolution 1216 NCOG Update on Consultancy Work May 2005 © 2004 Capgemini - All rights reserved

ITU Resolution 1216 Expected final closing of work : mid July WS I : To be closed mid July WS II : Closed April, 18th WS III : To be closed June, 26th © 2004 Capgemini - All rights reserved

Workstream I RBB © 2004 Capgemini - All rights reserved

Walk through project approach for phase 1 The go live of intermediate solutions for Result-based Budgeting and Time Tracking were at the very core of phase 1 Focus interviews with stakeholders performed (over 60 interviews) Solution-related master data (activities, outputs) and data ownership defined and harmonized High level design concepts for Time Tracking, Result-Based Budgeting, Service Level Agreement/Service Delivery Reporting and Cost Allocation delivered Software evaluation for intermediate Time Tracking solution realized Selected TTS application configured with many accompanying key and end user trainings and supporting change management actions RBB Prototype configured in a stepwise iterative approach according both to business requirements and constraints from the ongoing budgeting process with accompanying key user trainings Go live of RBB prototype in January Go live of TTS solution in mid January

Walk through project approach for phase 2 The design and configuration of the final application solutions for Time Tracking, Management Accounting, Budgeting and Reporting is highlighted in phase 2 RBB prototype supplemented by functionalities for strategic budget allocation (level of ITU objectives) and simulation (also to be integrated into final solution) Business blueprints for Result-based Budgeting (SAP SEM-BPS), Cost Allocation (SAP CO) and Management Reporting/Analysis (SAP BW) delivered Software evaluation for final Time Tracking solution realized with SAP CATS as preferred software application Recommendations regarding future HR application strategy & scenarios delivered Implementation of final application solutions in process according to project planning (SAP CO, SAP CATS, SAP HR (´mini HR´), SAP BW and SAP SEM-BPS) Further improvement opportunities identified and documented (see WS III) Stepwise and consequent knowledge transfer towards ITU by diverse trainings and a very close collaboration in project work Business blueprints delivered and implementa-tion in time according to project planning

Solution Architecture Phase 1 Solution Architecture Phase 2 Phase 2 activities lead to a more sophisticated solution architecture and a dominant use of SAP as strategic application plattform of ITU Evolution of Application Architecture Solution Architecture Phase 1 Solution Architecture Phase 2 Microsoft Excel SAP BEx SEM-BPS SAP BW SAP CO SAP FM SAP CO SAP FM Dovico SAP FI CATS SAP FI SAP HR MetaDirectory HR Access HR Access SAP application Non SAP application

Workstream II ICT Strategy © 2004 Capgemini - All rights reserved

Work within Workstream II has been formally closed with closing session held on April 18th Deliverables provided within this Workstream Project Management Tool-box, User Guide & Basic Training Current State Analysis IS ICT Strategy Recommendation Future Logical Architecture Future IS Organisation & Governance Model Transformation & Implementation Plan for selected initiatives (Service Catalogue & IS Controlling)

Workstream III BPR © 2004 Capgemini - All rights reserved

Walk through project approach for phase 1 Opportunities have been identified and then selected through a well experienced process Focus interviews with key stakeholders performed (over 100 interviews) High level process maps built Process selection done Process mapping carried out for 9 processes during 32 workshops (5 to 10 persons) 101 red issues identified Efficiency improvements proposed Findings consolidated in 56 opportunities Opportunities validated in teams and with Subject Matter Experts Prioritization workshop organized with decision makers 40 critical opportunities selected for Phase 2 Capgemini support requested for 22 of them

Walk through project approach for phase 2 One implementation plan has been prepared for each project, and all initiatives have been consolidated in a global transformation map 18 owners and 22 associates appointed, 12 subject matter experts involved Opportunities regrouped in projects, solutions fine-tuned, costs and benefits refined 8 implementation plans related to workstream 3 prepared by ITU 18 implementation plans related to workstream 3 prepared by Capgemini, as well as 3 related to workstream 1 and 2 related to workstream 2 Over 20 information / validation sessions performed All findings consolidated in a global transformation map 31 implementation plans prepared 1 global transformation map available

Estimated Investment to Transform ITU: Line & Project Resources Initiative Days ROI (years) Initiative Days ROI (years) Line Project Line Project Improve “Management” Processes Improve “Sales” Processes Budget Execution 120 285 1 Shipping 7 5 .35 Operat. Forecast & Indicators 153 144 2 E-Bookshop 44 346 1.5 Strategic KPI Control 100 215 No ROI SBS 12 41 3 Operational KPI Control 80 155 No ROI Website 330 440 9 KPI Planning 70 175 No ROI IS Controlling 119 125 No ROI Grants Management 70 99 1 Budget Preparation 60 74 1.3 Total 772 1272 Total 393 832 Improve “Core Business” Processes Improve “Administrative” Processes Collaborative Work 235 152 .75 Travel Management 60 175 .75 Document Quality Control 523 473 1 Service Procurement 48 56 1 Delegate Registration 40 120 1 SSA Procurement 62 72 1 Project Mgmt (c-Project) 100 205 1.25 BDT Procurement 24 49 1 Conferences as Projects 94 15 1.25 IT Services Catalog 10 60 1 Conferences Industrialization 155 17 2 Config DB / IT Inventory 114 .9 Translation 330 100 2 SAP HR Org. 30 47 No ROI Portfolio Mgmt (X-RPM) 100 175 .5 SAP HR Staff Admin. 61 245 No ROI Dictionary 100 250 .5 Project Initiation 18 .2 Change Request 30 .25 Total 1677 1555 SAP HR Personal Dev. 148 455 No ROI SAP HR Pay 309 1025 No ROI Mini-HR and Post position not quoted Total 752 2298

Estimated Investment to Transform ITU: Split of ITU / 3rd Proj Estimated Investment to Transform ITU: Split of ITU / 3rd Proj. Resources Initiative Days ROI (years) Initiative Days ROI (years) Line ITU 3rd Line ITU 3rd Improve “Management” Processes Improve “Sales” Processes Budget Execution 120 43 242 1 Shipping 7 5 .35 Operat. Forec. & Ind. 153 29 115 2 E-bookshop 44 35 311 1.5 Strategic KPI Control 100 32 183 No ROI SBS 12 33 8 3 Operational KPI Cont. 80 23 132 No ROI Web site 330 66 374 9 KPI Planning 70 26 149 No ROI IS Controlling 119 19 106 No ROI Grants Management 70 10 89 1 Budget Preparation 60 7 67 1.3 Total 772 189 1083 Total 393 139 693 Improve “Core Business” Processes Improve “Administrative” Processes Collaborative Work 235 15 137 .75 Travel Management 60 17 158 .75 Document Q. Cont. 523 344 118 355 1 Service Procurement 48 11 45 1 Delegate Registration 40 96 24 1 SSA Procurement 62 14 58 1 Project Mgt (c-Proj.) 100 21 184 1.25 BDT Procurement 24 10 39 1 Confer. as Projects 94 9 6 1.25 IT Services Catalog 10 60 1 Conferences Industr. 155 118 17 2 Conf. DB / IT invent. 114 .9 Translation 330 17 100 2 SAP HR Org 30 47 No ROI Portf. Mgmt (X-RPM) 100 17 158 .5 SAP HR Staff Admin 61 25 220 No ROI Dictionary 100 200 50 .5 Project Initiation 18 .2 Change Request 30 .25 Total 1677 641 914 SAP HR Pers. Dev. 148 68 387 No ROI SAP HR Pay 309 154 871 No ROI Mini-HR and PP not quoted Total 752 473 1825