1. TASIM Trans Eurasian Super Information Highway Summary Presentation October 2010

2. 1 The TASIM initiative was launched in 2008 by the government of Azerbaijan to bridge the Eurasian digital divide  TASIM: Trans Eurasian Super Information Highway –Project launched in 2008 by Government of Azerbaijan –Objective: Bridge the digital divide in Eurasia –Approach: Construct a regional Internet backbone  Significant support at Bakutel 2008 and from the UN General Assembly in 2009  Status Quo: Preparing implementation and approaching potential network operators to seek partner agreements Eurasian Digital Divide and TASIM Country Scope - Broadband Penetration 2009, Subscribers % - TASIM Overview Prepare TASIM Launch Partner with Network Operators Develop TASIM Business Model Generate International Buy-In Frame TASIM Idea 200820102012 Phase 1Phase 5 Today Phase 2Phase 3Phase 4 Sources: ITU, Booz & Company analysis MalaysiaS.KoreaKazakh.BulgariaU.KSweden 9% Uzbek.RussiaGeorgiaKyrgyz. 34% 0% 4% 41% 6% 11% 30% 9% Digital Divide in Eurasia

3. 2 TASIM can act as a broker mediating between operators, provide IP transport services or position itself as a service exchange TASIM Business Models  Provide peering with other operators on a service layer, i.e. TASIM acts as a “converter” or exchange of services  Signaling (VAS) as additional service on top of a transport network  Services not offered to end users  Provide IP-based transport services to other operators  One or more transport links to international IXPs  Based on all means of transport (dark fiber, capacity rents, IP VPN, etc.)  Services not offered to end users  Facilitate deals between operators through smart negotiations, i.e. joint deals enabled which would not be possible otherwise  Money earned on a commission basis  No assets or technical infrastructure owned  Services not offered to end users Broker Unified IP Transport Unified IP Transport Service Exchange 3 2 1 Details BUSINESS MODELS ARE COMPLEMENTARY Asset Heavy Asset Light Transport LayerService Layer Network Layers Scope Broker 1 Service Exchange Unified IP Transport 2 3 Business Model Framework Underlying Transport Network Total Asset Intensity 1 1)For the Service Exchange Business Model including the required underlying transport network (which could be provided by a third party)

4. 3 TASIM may act as a trusted negotiator between operators with different visions, strategies and business styles  Objective: Improve regional operators’ contacts by enabling deals between operators, some of them wouldn’t be possible otherwise due to political, geographical or commercial issues  Approach: TASIM’s role is to deploy a smart negotiation approach to become a trusted deal broker for the majority of operators in the region serving as a “enabler” for operator-to-operator deals  Infrastructure: TASIM doesn’t need to own or operate any technical infrastructure. The actual network/service interconnection will be handled by the operators  Optionally TASIM can act as a financial clearing house optimizing payments between operators Broker Business Model: Overview Operator 1 Operator 2 Operator 3 Operator 4 Operator N TASIM Newly established network route - TASIM acted as a mediator between involved operators and therefore enabled construction of the route negotiates 1

5. 4 The Unified IP Transport business model aims at establishing and operating an own transport and transit network in Eurasia Possible TASIM Transport & Transit Network Routes Backbone Network in Surrounding Regions Unified IP Transport Business Model: Overview  Objective: Establish a regional transport and transit network for IP traffic which is wholesaled to international and regional operators  Approach: −TASIM leases fiber or capacity from several operator partners, creates an interconnected backbone and wholesales the network back to the partners and other operators −TASIM creates value by Providing connectivity to 2 nd /3 rd level countries (countries without direct border to the operator home country) Consolidating capacity and therefore creating scale effects Committing capacity so that new routes can be built or existing ones upgrade  Infrastructure: TASIM owns and operates own active infrastructure in its network Envisioned Endgame Moscow China (Shanghai) Turkey (Istanbul) UAE (Dubai) 2

6. 5 Key concepts  Own active infrastructure, one network  Passive infrastructure by consortium members, when available  Wholesale business only

7. 6 In the Service Exchange model TASIM can help operators to jointly provide services  TASIM’s objective is to improve regional operators’ national and international footprint by facilitating the exchange of services between operators  For example, if an international company wants to interconnect offices in several countries, TASIM can help operators to avoid each-to-each contacts by becoming a single point of contact for all  TASIM’s role is to simplify service integration between operators by introducing single point of contacts, and common standard on parameters of services Service Exchange Business Model: Overview Operator 1 Operator 2 Operator 3 Operator 4 Operator N TASIM Service Exchange Underlying network connectivity Client’s VPNs connected via TASIM service exchange Client VPN EXAMPLE Client VPN (HQ) Operator 1 TASIM SE Operator 2 Client VPN (remote) One-stop shop client payment Service exchange fee Network usage fee EXAMPLE 3

8. 7 In each business model operators will connect to TASIM on different layers Service Exchange TASIM acts as intermediary connecting services of different operators, e.g. P2P, video, VPN Brokering TASIM negotiates route deals between multiple operators, but does not own or operate any infrastructure Transport TASIM provides IP connectivity for participating operators via the TASIM network based on rented fiber/capacity Operator 1Operator 2 TASIM Network Network equipment (e.g. node) Existing Fiber Infrastructure Owned by operators ILLUSTRATIVE

9. 8 Impact on regional carrier market  New business model for regional transit  Win/win for participating operators  Service Exchange as added value  Improved regional connectivity