New York, October 4, 2010 Mobility in the next Decade: Ensuring you have the right programs to meet future talent challenges Presenters: Morgan Crosby of AIRINC Karen H. Doherty of IBM

Agenda Introduction from Morgan Crosby IBM Company & Mobility Program A Global Process Compliance is a must IBM’s Global Mobility Framework Policy Review & Benchmarking Finally, the Tooling... Delivery Optimization

Realigning Mobility Facilitates Increased Numbers of Expats Mobility Outlook In 2010: 83% of Companies Expect their Expat Populations to Stay the Same or Increase 44% are looking to adopt Lower Cost Alternative Packages 23% are expecting an increase in the number of developmental assignments Realigning Mobility Facilitates Increased Numbers of Expats

Balancing Needs and Offering Flexibility Employee Company Business

Policy Spectrum

Assignment Value vs. Cost

The Right Package – Decision Tree

IBM Company & Mobility Program IBM has approx 400,000 employees worldwide and $95.8B in revenue in 2009 Over 10,000 assignees and localizations Mixture of internal and client facing, short term and long term Includes entry level to top execs, covers growth and major markets Program is delivered by six regional delivery centers and a large global HR team 9

A Global Process IBM’s Global Mobility transformation started in 2007 with a global process re-engineering effort As-is processes were regional or even country based Became the foundation for future work to come and exposed many root issues in tooling and organization Included a renewed focus on compliance and business controls Was a key ingredient in creating a more globally cohesive team 10

Compliance is a must Mobility programs have always had a strong tax and immigration compliance obligation It must be the foundation of any solid program Technology has driven new solutions and new opportunities Plan on always having compliance projects and resources set aside for that purpose Tax and Immigration compliance are very unique and must be approached differently 11

IBM’s Global Mobility Framework Implemented in January 2009 with assistance from Deloitte Shifts assignment plan focus from duration to purpose Driven by business demands and the need to be able to fund more short-term developmental assignments Became the foundation for the Policy Benchmarking project Flexible model continues to grow and flex with business need Current work includes incorporating localizations as well as assignments into the framework Has become part of the planning/budgeting process 12

The Global Mobility Framework cont. 13

Policy Review & Benchmarking Six month effort included reviewing all policy plan provisions Initial pass with high level input from Deloitte/AIRInc helped to focus areas for deeper analysis Goal was to get rid of custom formulas, methodologies etc. and move to a maintainable, defensible set of provisions Also provided an opportunity to further differentiate the plans in the new framework For those items “shortlisted”, detailed financial modeling was done to determine impact to assignees and cost/savings to the organization Rightsizing allowances provided hard savings to fund other mobility initiatives – although goal was not simply to save money Implementation of changes to coincide with the launch of our new mobility system later this year Grandfathering decisions were important – took the approach not to change existing terms and conditions 14

Finally, the Tooling… People always want to begin with systems; it’s best to do this last Get the process, policies and organization stable and funding secure before embarking on systems work Mobility systems are still an immature market – and company policies and processes are often very customized It will always take longer and cost more – build in buffer you don’t plan to use It’s very important to be honest as to how complex your program is – are you amenable to change or not? There’s no right answer, it’s about “fit” Good project management is key – for both the vendor and the company Good partnership is needed between technology vendor, data vendor, tax provider and your internal organizations 15

Delivery Optimization Delivery is the face to the “client” but is often outsourced There is no one right answer – need to consider cost, complexity, service level, timezones; again, it’s about “fit” IBM has a mix of entry level to senior professionals delivering the mobility process all around the world Where possible use technology and self service forms/information to lower costs and increase satisfaction Technology can also increase control and assist with compliance Consider a global case tracking tool that the HR organization has access to and gets feedback on SLAs and case load/details An annual survey of all assignees can help the organization gauge how they’re doing It’s useful to have resources dedicated to process improvement and client satisfaction – mobility is a very dynamic area of HR 16