1. ORACLE JAPAN / ASIA PACIFIC FY08 CUSTOMER CARE PLAN: Hong Kong Hong Kong, 11 May 2007

2. COMPANY CONFIDENTIAL 2 This Document summarizes the Customer Care Plan for Hong Kong for fiscal year 2008. Prepared By: Bing Said/Elite Ho 11 May 2007 CONTENT & INTENT YEAR IN REVIEW 1 IMPLEMENTATION 3 EXECUTIVE SUMMARY E SUPPLEMENTARY MATERIAL A FY08 CC PLAN 2

3. COMPANY CONFIDENTIAL 3 FY07: YEAR IN REVIEW

4. COMPANY CONFIDENTIAL 4 FY07 PERFORMANCE 1. GES Result CN HK TW GC Rd 1 70.73% 55.00% 54.00% Rd 2 63.38% 57.14% 56.47% Rd 3 72.28% 78.57% 63.16% 70.51% Rd 4 77.39% 71.05% 73.26% 75.84% Trend: HK drop –7.25% Key Comment: Lowest scores from Tradelink, American Int’l &HKIE who did not response at 1HFY07. 2. Ash-to-Cash $ Invested – ROI – Highlights – 3. Leads No. found – 8 (HKU, Anntaylor, VSC, HKCSS, Generale Societe, HKJC, HA, Manulife No. closed – 4 US$ value closed – 449K 4.IMPs (current monthly data) Total no. 7 R-A-G: 0R-1A-6G Key Issues 1- Customer Resources Key Issues 2- Key Issues 3- 5.Complaints (As from Jan 07 to YTD data) Total no. around 30 No. Open – 6 Average Turnaround – Simple 1 day, Complex more than 1 month. BU % Split – 90%OSS10%License Product % Split – 80%Apps20%Tech 6.Referenceability (As from Jan 07 YTD data) Total no. 1 (wip) Industry % Split – 100%MRD

5. COMPANY CONFIDENTIAL 5 WHAT’S WORKED 1.SMT Support SMT participate and support the issue review meeting and commitment to take ownership of the related problems.SMT participate and support the issue review meeting and commitment to take ownership of the related problems. 2.ISO Quality Policies LOB commitment to follow the defined policies/procedures to ensure quality management and service to Oracle customersLOB commitment to follow the defined policies/procedures to ensure quality management and service to Oracle customers 3.Global Executive Survey Know where the customer satisfactory rates are in order to address and correct the problems. Three customers moved from amber to green in 2HFY07 ie. NWT, Peopletelephone and OTIS.Know where the customer satisfactory rates are in order to address and correct the problems. Three customers moved from amber to green in 2HFY07 ie. NWT, Peopletelephone and OTIS. 4.Project Implementation Process Well defined process to identify the showstopper issues and to breakthru them by the related LOBs.Well defined process to identify the showstopper issues and to breakthru them by the related LOBs.

6. COMPANY CONFIDENTIAL 6 WHAT NEEDS WORK 1.LOB Collaboration Coordination among LOBs need to enhance to shorten issue turnaround time.Coordination among LOBs need to enhance to shorten issue turnaround time. 2.IMP Review Meeting Need regular IMP review meetings to monitor customer issues timely.Need regular IMP review meetings to monitor customer issues timely. 3.Support CSM Involvement in IMP and CIM Customer Support Manager involvement is definite value to IMP and CIM to ensure product issues management.Customer Support Manager involvement is definite value to IMP and CIM to ensure product issues management. 4.Customer Escalation Process Need to improve in order to speed up the turnaround times.Need to improve in order to speed up the turnaround times. 5.Partners readiness Quality partners are the key factor for partner implementation projects.Quality partners are the key factor for partner implementation projects.

7. COMPANY CONFIDENTIAL 7 FY08 CUSTOMER CARE PLAN

8. COMPANY CONFIDENTIAL 8 FY08 OBJECTIVES Breakthrough growth in Customer Satisfaction! Generate Leads and ‘Ash-to-Cash’ Revenue! Customer 1. Customer Centricity 2. Key Accounts Program 3. SME Accounts Program 4. HKOUG participation Operational/Processes 1. Automate IMP Tracking system 2. CC Training Portal 3. CMS Entry by CC & OSS Employees/Culture 1. Product training ie. acquired products 2. Award recognition 3. Build relationship among LOBs Financial 1. Generate more leads and revenue

9. COMPANY CONFIDENTIAL 9 PERFORMANCEIMPORTANCEPOORSTABLEGOODEXCELLENT GES Very High Effectively put together a effective GES execution and drive improvement in ratings IMP Very High Process stable. Customer Escalations/Feedback Very High Need to look into improving escalation to GSP&Development KAP Very High KAP customers identified. Increase concerted effort to review customer w sales & update health-check Customer Assessment Very High Very slow response from customer need to improve the turn around time ISO High To complete Country Recertification. Current Target FY08 HEALTH CHECK

10. COMPANY CONFIDENTIAL 10 FY08 KEY INITIATIVES Customer 1.Customer Visit and Event 2.Reduce Escalation 3.Build customer references 4.Active HKOUG gathering Operational/Processes 1.Adopt CMS entry by CC and OSS 2.Process between CC and OSS on handling customer product issues 3.GES satisfactory include in LOBs OPAS measurement 4.Keep Customer Data for HK (installbase etc) Employees/Culture 1.Team Building not only CC but with other LOBs 2.CC award recognition to LOBs Financial 1.Increase in leads thru IMP, GES, CIM, etc.

11. COMPANY CONFIDENTIAL 11IMPLEMENTATIONIMPLEMENTATION

12. COMPANY CONFIDENTIAL 12 CRITICAL SUCCESS FACTORS 1.SMT Support 2.Customer Satisfactory 3.Strong LOB Collaboration and support 4.Build HK IMP team and start regular Review Meeting

13. COMPANY CONFIDENTIAL 13 KEY MILESTONES #MILESTONEOWNERDEADLINESTATUS 1Establish IMP teamCCASAP 2Coordination to HKOUG 07 Event PlanningCCJune 07 3ISO RecertificationCCDec 07 4Global Executive Survey FY081HGCP/CCSep 07 5Production Training I.e. acquired productsCCTBD 6Project Management TrainingCCTBD 7 8 9 10 11 12 13 14

14. COMPANY CONFIDENTIAL 14