1. 1 Veeco Relocation Program November 1 st, 2004

2. 2 Overview Initial Objective Areas of Opportunity Benchmark Data New Objective Proposed Relocation Program Estimated Cost Savings Next Steps

3. 3 Initial Objective To find a New Moving Van Line Company & Agent which provides better customer service and competitive pricing. Why? Veeco outgrew current agent Too many complaints / issues from new employees / transferees

4. 4 Areas of Opportunity Relocation Policy vs. “True” Program Monitor, Control and Reduce Relocation & Recruitment Costs Not Employee Focused Lack Expertise Various Point of Contacts HR, Moving Co., Relocation Co., Payroll, Mtg Co., Tax Dept, etc. We want our employees focused on their new role and not worried about their relocation

5. 5 Benchmark Data

6. 6 New Objective To find a Full Service Relocation partner which provides better customer service and innovative products to reduce our total spend while increasing employee benefits and program delivery. Why? Veeco outgrew current agent Too many complaints / issues from new employees / transferees Employee Satisfaction Reduce Expenses Create consistency across all Veeco business units Vendor accountability for full process

7. 7 New Objective - Full Service Program “Soup to Nuts” Relocation Program Employee Focused And Dedicated One Point of Contact Relo Counselor Home Purchase / Home Sale Move Management / Moving Services Destination Services Flexibility (Tiered Program) TechnologyCost Savings Expense Administration

8. 8 The Relocation Company SIRVA Relocation The world’s largest global moving and relocation services company Publicly traded company listed on NYSE (SIR) In excess of $2.3 billion in revenue Over 7,700 employees in 46 countries across 4 continents Six Sigma Initiatives – 50+ black belts Operating Network in over 148 countries Over 5,000 corporate clients around the world Moving Services, Relocation Services, Insurance Services

9. 9 Customer Dashboard - Sample M easure -Customer Driven CTQ’s A nalyze -Factors Affect Key Measurements (Critical X’s) I mprove -Processes Internally C ontrol -Dashboards, Controls Charts, Early & Often From Analysis to New Philosophy of Metrics...

10. 10 Service Overview

11. 11 Two Tiered Program Options Fixed BVO Veeco pays 9.80% of home sale price. All standard and customary home sale closing costs included Eliminate the need to gross up the employee’s home sale costs No Guaranteed Buyout offered Outside buyer needed If home sale falls through or goes to inventory, Veeco is not responsible for loss on resale, cost of carrying the home, etc Closing Costs on New Home Purchase Included Expense Administration, Reimbursement & year end tax reporting ($300 per person) SIRVA reimburses expenses to the employee and supply chain per policy then bills Veeco Flex Fee 60/90 Veeco pays 11.85% of home sale price. All standard and customary home sale closing costs included Eliminate the need to gross up the employee’s home sale costs Employee offered a guaranteed buyout on day 90 of marketing period from SIRVA. No outside buyer needed Sale Price is based on average of two appraisals SIRVA not Veeco takes title on purchase Closing Costs on New Home Purchase Included Expense Administration, Reimbursement & year end tax reporting ($300 per person) SIRVA reimburses expenses to the employee and supply chain per policy then bills Veeco

12. 12 Cost Analysis

13. 13 Estimated Savings : this annual savings has an EPS impact 1 of ~1.6 ¢ EPS annually 1-($750K savings *.65% effective after tax rate) / 30.2M shares outstanding as reported in Q204 financials $504,620 $756,930 $1,009,240 $1,261,550

14. 14 Next Steps