CSC Proprietary and Confidential 1

Building Best In class People Supply Chain Management by

Leveraging Power of Global workforce

CSC Proprietary and Confidential 2

We optimized the Workforce management / Resource management organization using the People Supply Chain approach

BusinessDemand

ResourceSupply

Hiring & Talentplanning

Demandmanagement

2

▪ Tactical Matching and allocation

Talent management

L&D

Strategy and configuration

Enablers

Strategic skills & workforce planning1

A

3

5

Organization & Governance

A Tools, systems & capabilities

B6

Change management

D

B

Sourcing1. Campus2. Laterals3. Executives4. Sub-contractors5. Landed ResourcesEmployee capacity

4A

B

A

Supply management

Demand-Supply matching

▪ Demand capture▪ Demand validation

▪ Demand forecasting

ABC

CultureB

Workforce optimizationB

▪ Operational & Strategic workforce planning

A

Comp.,benefits,policiesCPerformance mgmtD

People Supply Chain approach

Metrics & Analytics

C

CSC Proprietary and Confidential 3

CSC’s strategy for workforce management stems from the company’s aim to maximize total shareholder return (TSR)

SOURCE:

Goal: To maximize Total Shareholder Return (TSR)

Workforce management strategy

Workforce optimisation▪ Pyramid rationalization

▪ Bench optimization▪ Improvement of span of control

▪ Right location mix▪ Contractor optimization

▪ Utilization uplift▪ Cost per FTE improvement

Talent management strategy▪ Skills segmentation in

alignment with offerings and career tracks

▪ Active job rotations▪ Talent development through

cross and upskilling▪ Maximized internal fulfillment

Maximize OI Maximize revenue Maximize EPS & NPS

Win large deals Effectively deliver to convert OI to revenues

Optimize costs to deliver better margins

1

Demand Fulfillment▪ Maximized lead time▪ Pipeline forecasting

▪ Skill/capacity gap analysis▪ Minimized backlog

▪ Just-in-time fulfilment▪ Strategic capability sourcing

▪ Landed Resources

CSC Proprietary and Confidential 4

Demand Optimization

SOURCE:

Use case definition

Use case process map / description

▪ Workforce planners in each region vet the incoming demand against a set of rules to ensure the most optimized deployment of the workforce over a medium to long-term time horizon

Key decisions & RACI

Key KPIs / Metrics

▪ Key decisions– Workforce planners vet every

funded demand request against a set of workforce optimization rules to ensure the right resource at the right cost is targeted for a demand

▪ RACI map– R/A – iWFM, C – Delivery,

Funding unit

▪ Internal fulfillment (%)▪ On-time fulfillment (%)▪ Cost per FTE (USD)▪ Pyramid (LPI %)▪ Landed resources (% of on-site

FTE)▪ LCC (%)

Net new demand or attrition backfill

Billable demand

Non-billable demand

T&M Managed service or FP Corporate-funded

Business-funded

Improve OI for attrition demand by filling at

lower level than incumbent

Prefer landed resources or sub-contractors to fill

onshore demand Monitor DCM

Limited scope to optimize pyramid

Productivity improvement

through absorption of work by current

staff Target landed

resources Lower level resource

New Grads Automation potential

Obtain approval from funding unit

3A

Target lower cost locations (HLLs, GDC, RDC)

CSC Proprietary and Confidential 5

Landed resources & mobility

SOURCE:

Use case definition

Use case process map / description

▪ Demand requestors / regional workforce planners proactively identify demands that can be fulfilled by a landed resource▪ The onsite/offshore resource managers coordinate with the Global mobility team to fast-track visa and immigration

processes for the resource. Offshore and onsite HR manage off-boarding and on-boarding

Key decisions & RACI

Key KPIs / Metrics

▪ Key decisions– Workforce Planners actively look for

opportunities for landed resource and inform Global mobility / offshore resource managers

– Offshore resource managers and Global mobility managers work to support visa processes and prepare resource for international assignment

▪ RACI map– R – iWFM, A – Delivery, C –

HR/Legal

▪ Landed resources (% of on-site FTE)▪ Fully loaded cost differential between

landed resources and on-site FTEs (USD)

Delivery raises International Assignment

(IA) request in WMA

Approval by delivery/regional heads in WMA for WD position

creation

Onsite/offshore resource mgrs. engage delivery to

release resource

Delivery manager enters demand in GRM

Onsite/offshore resource mgrs.

Identify resource

India FAS team prepares

assignment letter and gives “no dues”

Regional workforce planner identifies a demand to be

fulfilled by a landed resource

Global mobility manager validates

GIA request

Onsite/offshore global mobility manager initiates visa process (if resource

does not have visa)

Resource completes visa and travel formalities

Onsite HR completes on-boarding of landed

resource

3B

Business approves use of IA to fill

demand.

Delivery works with C&B & GM to define

terms and host country salary

CSC Proprietary and Confidential 6

Key KPIs across the iWFM value chain6A

▪ Billable demand gap to revenue targets

▪ Billable demand gap to revenue targets

closure rate

▪ Time to fillInternal fulfillment %

▪ Filled with training %

▪ New hires meeting onboarding target %

▪ Started on time %

▪ Time to bill

▪ Billable utilization %

▪ Productive utilization %

▪ Voluntary attrition %

KPIs

▪ Pipeline demand lead time

▪ Demand accuracy %

▪ Number of pipeline positions

▪ Committed deals in GRM%

▪ Past due demand %

▪ Canceled demand %

▪ Demand lead time

▪ Re-skilable resources on bench

%

▪ Landed resources %

▪ Time to offer to onboarding ration

▪ Past due demand %

▪ Available capacity (Bench %)

▪ Strategic bench %

▪ Cost/FTE

▪ Fully loaded cost

▪ Work location mix

▪ Work location HLL %

▪ Subcontractor %

▪ Subcontractor cost

▪ Revenue by FTE

▪ Revenue realization

▪ Pyramid & LCC %

▪ Job rotation %

▪ Promotions %

▪ Span of control ration

▪ Upskill/cross-skill ratio

▪ Rate card

▪ Employee engagement score

▪ Brand value

▪ Good & bad attrition %

▪ Retention rate of trained talent

▪ Retention rate of critical skill set

What’s tracked

▪ Pipeline managers

▪ Workforce planners

▪ Workforce planners

▪ Resource managers

▪ Recruiting

▪ Recruiting Ops ▪ Resource managers

▪ Optimization team

▪ Optimization team

▪ Talent development

▪ Optimization teamAccount-

ability

Integration: Process, Tools & Automation, Workforce Analytics, Behaviors & Change Management

Workforce effectiveness ratio ($E/$P)

Revenue gap of Demands

Demand to Fulfillment

Fulfillment to Onboarding

Onboarding to Billable

Billable to Productivity

Productivity to Retention

Time to billability Productivity index/Good retention

SOURCE: Client interviews

CSC Proprietary and Confidential 7

Directional Statistics of CSC’s International Assignments

In FY 16:~4,000 globally mobile employees

~2,348 formal assignees and Knowledge Transfers from India in US

41104

231

3261358

828

Global international assignments

Core LTRotational LTShort Term

1070

64

1214India to US Assignments

Rotational LT Short Term

Definition:Core LT : > 12 months mostly VP & Director levelRotational : > 12 months, project based, mostly assignments from IndiaShort Term : 3-12 monthsFixed Term : > 12 months in Asia and Middle EastKnowledge Transfer : up to 90 daysBusiness Travelers and Commuters : Intermittent

CSC Proprietary and Confidential 8

Global Mobility Improvement Program

Global Mobility Improvement launched in Feb’16

Problem Statement:• Lack of understanding of the costs, policies

and processes associated with using IAs. • Usage of IAs not always driven by sound

business reasons & needs• Lack of visibility and understanding of the

global mobility demand• Lack of holistic interdepartmental approach

to international mobility, as well as lack of in-country and regional skills and knowledge

• Lack of governance and tools to monitor and ensure compliance

• Lack of repatriation process (ex Shadow payroll, salary adjustment & assignment after repatriation)

Successful execution of the Global Mobility Improvement Program will help enhance the understanding of the cost and compliance implications of using IAs across CSC through training and education

Cross functional task force to address 4 focus areas Policy & Process Resourcing Cost & Execution Compliance

Identified quick wins vs mid/long term goals

Implemented solutions: Aligned IAs with Demand –

Developed IA process for the WFMA tool. Created & distributed educational materials

Enforced India to US localizations - OGM has established a mechanism to track IAs subject of localization.

Total savings FY to date > $1,500,000 Drafted Fixed term policy to further

manage IA costs Launched an effort to take an inventory of

existing global tax, payroll, and immigration contacts and vendors. Target deliverable is a matrix showing resourcing gaps & providing creative solutions to close these gaps and address inefficiencies

Drafting global processes/policies to standardize process

Evaluating local AMEA initiative to cut short term allowances for India employees as a possible best practice and global implementation

Executive summary FY17 Q1 Status Update

CSC Proprietary and Confidential 9

Profitability per FTE

Revenue per FTE

Cost per FTE

-

Volume byBU and region

Offering Life Cycle mix

Bench size

Span of Control

Contractors role/ Spent

Utilization

Location mix

f

High

OpportunityImpact Time

Rate card

Pyramid Management

f

Landed Resource

Medium

High Long

Medium Medium

High Medium

High Now

High Now

High Now

High Now

High

High Now

Medium

Impacting Revenue and Cost per FTE