MDM Business Case Model

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Legend
Test
Conservative
All Departments/Functions
Instructions by Section
0. Control Panel
User Input Required
1. FTE Allocation
User Input Required
2. Customer Benefit Input
User Input Required
3. Product Benefit Input
User Input Required
= Data Input: Please fill in relevant data into yellow cells
= Scenario Options: Please choose relevant scenario from drop
= Business Area Options: Please choose relevant business area
The Control Panel is where you can input your primary control
These include:
- # of FTE
- # & name of relevant business areas
- ave. annual cost per FTE
- ave. work hours per FTE
- Customer benefit areas from MDM
- Product benefit areas from MDM
- Expense assumptions from MDM implementation
- Scenario Titles
The FTE Allocation tab is your data input for how your FTE alig
Product MDM benefits
- Your FTE by business area will be automitailly provided throug
- Input how many of the divisions areas are currently associated
- Input how much of the selected FTE's working day is spent on
- There is an automatic error check built in, please make sure al
The Customer Benefit Input is used to allocate your expected c
It is dived by your selected scenario's, and has input space for:
- Change in FTE by Customer Benefit & Business Area for each s
- Change in % Time spent on task by Customer Benefit & Busine
- Expected changes in revenue due to MDM implementation by
The Product Benefit Input is used to allocate your expected cha
It is dived by your selected scenario's, and has input space for:
- Change in FTE by Product Benefit & Business Area for each sce
- Change in % Time spent on task by Product Benefit & Business
- Expected changes in revenue due to MDM implementation by
4. Implementation Costs The Implementation Costs tab is for inputting the expected ann
User Input Required The required cost fields are:
- Application Liscenses
- Annual Maitenance
- Impementation of Exisiting Software
- Implementation of New Software
- New Hardware/Infrastructure
- Training/Change Management
- Other (travel, administrative)

5. Segmented Cash Impact The Segmented Cash Impact tab provides a summary view of t
User Review You can view results by the entire firm or individual business ar
The source of cash impact can be viewed through:
- Reduced Costs through FTE reductions
- Reduced Costs through reduced time required per FTE
- Increased Revenue due to process efficiencies
The use of cash impact can be viewed through:
- One-off implementation charges
- Annual MDM charges

6.MDM ROI & NPV The MDM ROI & NPV tab is the final review tab which incorpo
User Review You can view results by the entire firm or individual business ar
Financial analysis is conducted incl:
- IRR
- NPV (please note that the discount rate must be inputed to ca
- Payback Period (if applicable)
- Change (#) in FTE
- Expected reduction in FTE hours from MDM implementation
ant data into yellow cells

ose relevant scenario from drop down box

e choose relevant business area from drop down box

can input your primary control variables and values

areas

MDM
DM
DM implementation

data input for how your FTE align to your chosen Customer &

be automitailly provided through Your assumptions in the control panel.

ns areas are currently associated with the customer & product benefit areas
ed FTE's working day is spent on each task through a % value
eck built in, please make sure all boxes on the right hand side are green as well as each % tally to 100%

used to allocate your expected changes in FTE & process time management
nario's, and has input space for:
enefit & Business Area for each scenario
sk by Customer Benefit & Business Area for each scenario
due to MDM implementation by Customer Benefit & Business area for each scenario

ed to allocate your expected changes in FTE & process time management

nario's, and has input space for:
efit & Business Area for each scenario
sk by Product Benefit & Business Area for each scenario
due to MDM implementation by Product Benefit & Business area for each scenario
is for inputting the expected annual & one-off costs associated with your MDM program

b provides a summary view of the cash impact from your assumptions through tabs 1-4
re firm or individual business area and by different scenario
be viewed through:

ed time required per FTE

cess efficiencies
viewed through:

e final review tab which incorporates all data inputted from tabs 1-4 and displays high level scenario analysis
re firm or individual business area and by different scenario

ount rate must be inputed to calculate NPV)

urs from MDM implementation

rio analysis
Definitions
The below are suggested starting points for your MDM cost/benefit business analysis.

C1 Increased Customer Retention

C2 Reduced Sales Order Errors

C3 Reduced Sales Cycle Time

C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate

C6 Call Center Efficiency

C7 Economies of Scale (M&A)

P1 Reduced Data Management Costs

P2 Reduced Report Generation Cost

P3 Reduced Integration Costs
P4 Reduced Marketing Costs

P5 Reduced Time to Take New Product to Market

P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs

X1 Application Licenses
X2 Annual Maintenance
X3 Removal of Existing Software
X4 Implementation of New Software
X5 New Hardware/Infrastructure
X6 Training/Change Management
X7 Other (travel, administrative)
your MDM cost/benefit business analysis. These can be changed and/or altered and new benefits can be

Increased understanding of your customer will help you to better identify their needs and help solve for their needs

Through MDM, you can expect a reduced # of back end systems rejections. This includes reductions in errors such a

Through MDM, customer data will be accurate and readily accessible to all parts of your organization, therefore incre
spend duplicating information.
Through MDM you will gain a better knowledge of your customers profile, accounts, and interactions to leverage bun
When you know your customer better across your entire organization, you can tailor your marketing to identify your
response rate.
Through MDM, your Call Center's will experience increased efficiency, primarily through:
- Decreased time required per-call
- Reduced time to search for customer records / information
- Reduced time required to understand customer background and history
In an M&A transaction, MDM can increase economies of scale and thus shorten the timeframe for customer, deskto
organizations.

Through MDM, you will reduce the amount of manual time & processing power required to:
1 -Enter the master product data
2- Validate master product data
3 - Analyze master product data
It should be noted that while it will reduce the number of FTE & hours required to complete the above tasks, you ma
Golden-Source financial data and analysis will reduce the FTE and amount of time required to produce valuable and
Through MDM, there will be a reduction in duplicate processes leading to decreased integration costs.
The direct and indirect costs of marketing your products will reduce with the implementation of MDM due to the de

With MDM, you will now have a Centralized function for the consolidation of all your product data. That means the
A single view of your product data across your organizations business units will reduce your businesses aggregate ris
Through MDM, you will have a simplfied data infrastructure and improved aggregate view of your key business data
managing your regulatory compliance.

The license fee's required for new software required to implement MDM.
The cost of regular IT & business support for managing the infrastructure & operations of your MDM software.
Costs associated with the removal or termination of multiple legacy systems.
Cost associated with the direct instalment & implementation of new software.
The cost of new hardware and infrastructure required for all business units to be able to access your MDM systems.
Training and strategic plans will be required to implement your MDM across your entire organization.
If your business is spread across multiple locations, travel between business leaders and/or experienced MDM consu
 % of FTE per FTE per Average Cost Average Hrs. Per
Departments/Functions Departments/Functions Departments/Functions per FTE Day

1 IT 11% 149 55,000 8

2 Sales 31% 419 80,000 8
3 Product A 17% 230 67,000 8
4 Product B 22% 297 64,000 8
5 R&D 3% 41 110,000 10
6 HR 7% 95 49,000 8
7 Finance 6% 81 53,000 10
8 Head Office 3% 41 38,000 8
9
10
8 Departments/Functions 100% 1350 Total FTE in Scope

Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
C8
C9
C10

Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
P8
P9
P10

Scenario Titles
S1 Conservative
S2 Pragmatic
S3 Aggressive

Expected Costs Annual Cost per Impacted

FTE ($) - Enter as a (+)
X1 Application Licenses 100
X2 Annual Maintenance 50
X3 Removal of Existing Software 100
X4 Implementation of New Software 200
X5 New Hardware/Infrastructure 500
X6 Training/Change Management 50
X7 Other (travel, administrative) 0
X8 SI Cost 0
FTE Allocations
Total FTE of IT: 148.5

1 IT
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for IT

Total FTE of Sales: 418.5

2 Sales
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for Sales

Total FTE of Product A: 229.5

3 Product A
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
 subtotal
Other Non-MDM Impacted Work
Grand Total for Product A

Total FTE of Product B: 297

4 Product B
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for Product B

Total FTE of R&D: 40.5

5 R&D
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for R&D

6 HR
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for HR

7 Finance
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for Finance

8 Head Office
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for Head Office

9 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -

10 -
Customer Process
C1 Increased Customer Retention
C2 Reduced Sales Order Errors
C3 Reduced Sales Cycle Time
C4 Increased Cross-Sell / Up-Sell
C5 Improved Marketing Response Rate
C6 Call Center Efficiency
C7 Economies of Scale (M&A)
- -
- -
- -
subtotal
Product Process
P1 Reduced Data Management Costs
P2 Reduced Report Generation Cost
P3 Reduced Integration Costs
P4 Reduced Marketing Costs
P5 Reduced Time to Take New Product to Market
P6 Reduced Credit Risk Costs
P7 Reduced Non-Compliance Risk Costs
- -
- -
- -
subtotal
Other Non-MDM Impacted Work
Grand Total for -
 (%) of Total Time working on
(% ) of IT FTE working on: # of FTE Process

- - -
15% 22 100%
15% 22 100%
- - -
- - -
- -
- - -
- - -
- - -
- - -
30% 45

40% 59 80%
10% 15 60%
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
50% 74
20% 30
100% 149

(%) of Total Time working on

(% ) of Sales FTE working on: # of FTE
Process

30% 126 100%

10% 42 100%
10% 42 100%
30% 126 50%
10% 42 50%
- - -
- - -
 - - -
- - -
- - -
90% 377

- - -
- - -
- - -
10% 42 50%
- - -
- - -
- - -
- - -
- - -
- - -
10% 42
0% -
100% 419

(% ) of Product A FTE working (%) of Total Time working on

# of FTE
on: Process

10% 23 50%
- - -
10% 23 100%
10% 23 30%
- - -
- - -
- - -
- - -
- - -
- - -
30% 69

- - -
- - -
- - -
- - -
55% 126 100%
- - -
- - -
- - -
- - -
- - -
 55% 126
15% 22
100% 217

(% ) of Product B FTE working (%) of Total Time working on

# of FTE
on: Process

5% 15 100%
- -
10% 30 100%
30% 89 50%
- - -
- - -
10% 30 50%
- - -
- - -
- - -
55% 163

- - -
- - -
- - -
- - -
30% 89 100%
- - -
- - -
- - -
- - -
- - -
30% 89
15% 22
100% 275

(%) of Total Time working on

(% ) of R&D FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
5% 2 50%
 - - -
- - -
- - -
- - -
5% 2

- - -
- - -
10% 4 50%
- - -
30% 12 67%
- - -
- - -
- - -
- - -
- - -
40% 16
55% 82
100% 100

(%) of Total Time working on

(% ) of HR FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
10% 9 50%
- - -
- - -
- - -
10% 9

20% 19 100%
5% 5 33%
10% 9 50%
- - -
- - -
- - -
10% 9 100%
- - -
- - -
 - - -
45% 43
45% 67
100% 119

(% ) of Finance FTE working (%) of Total Time working on

# of FTE
on: Process

- - -
20% 16 50%
10% 8 50%
- - -
- - -
- - -
10% 8 100%
- - -
- - -
- - -
40% 32

- - -
30% 24 80%
- - -
- - -
- - -
20% 16 100%
10% 8 100%
- - -
- - -
- - -
60% 49
0% -
100% 81

(% ) of Head Office FTE (%) of Total Time working on

# of FTE
working on: Process

- - -
- - -
- - -
- - -
- - -
 - - -
30% 12 50%
- - -
- - -
- - -
30% 12

15% 6 50%
40% 16 100%
- - -
- - -
- - -
- - -
5% 2 100%
- - -
- - -
- - -
60% 24
10% 15
100% 51

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
 - - -
- - -
0% -
100% 149
100% 149

(%) of Total Time working on

(% ) of - FTE working on: # of FTE Process

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -

- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
0% -
100% 149
100% 149
Annualized Cost per Process Sections Completed

- 0 IT 1
1,225,125 0 Sales 1
1,225,125 0 Product A 1
- 0 Product B 1
- 0 R&D 1
- 0 HR 1
- 0 Finance 1
- 0 Head Office 1
- 0 - -
- 0 - -
2,450,250

2,613,600 0
490,050 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
3,103,650

5,553,900

Annualized Cost per Process

6,905,250 0
2,301,750 0
2,301,750 0
3,452,625 0
1,150,875 0
- 0
- 0
 - 0
- 0
- 0
16,112,250

- 0
- 0
- 0
1,150,875 0
- 0
- 0
- 0
- 0
- 0
- 0
1,150,875

17,263,125

Annualized Cost per Process

631,125 0
- 0
1,262,250 0
378,675 0
- 0
- 0
- 0
- 0
- 0
- 0
2,272,050

- 0
- 0
- 0
- 0
6,942,375 0
- 0
- 0
- 0
- 0
- 0
 6,942,375

9,214,425

Annualized Cost per Process

816,750 0
- 0
1,633,500 0
2,450,250 0
- 0
- 0
816,750 0
- 0
- 0
- 0
5,717,250

- 0
- 0
- 0
- 0
4,900,500 0
- 0
- 0
- 0
- 0
- 0
4,900,500

10,617,750

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
55,688 0
 - 0
- 0
- 0
- 0
55,688

- 0
- 0
111,375 0
- 0
447,728 0
- 0
- 0
- 0
- 0
- 0
559,103

614,790

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
259,875 0
- 0
- 0
- 0
259,875

1,039,500 0
85,759 0
259,875 0
- 0
- 0
- 0
519,750 0
- 0
- 0
 - 0
1,904,884

2,164,759

Annualized Cost per Process

- 0
445,500 0
222,750 0
- 0
- 0
- 0
445,500 0
- 0
- 0
- 0
1,113,750

- 0
1,069,200 0
- 0
- 0
- 0
891,000 0
445,500 0
- 0
- 0
- 0
2,405,700

3,519,450

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
 - 0
334,125 0
- 0
- 0
- 0
334,125

167,063 0
891,000 0
- 0
- 0
- 0
- 0
111,375 0
- 0
- 0
- 0
1,169,438

1,503,563

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
 - 0
- 0
-

Annualized Cost per Process

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
- 0
-

-
 Increase (+) / Decrease (-)

Customer Benefit Input Pre MDM FTE post MDM

# of FTE Conservative

C1 Increased Customer Retention

Departments/Functions
1 IT - -
2 Sales 126 (5.0)
3 Product A 23 (7.0)
4 Product B 15 -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 163

C2 Reduced Sales Order Errors

1 IT 22 (1.0)
2 Sales 42 (3.0)
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance 16 (1.0)
8 Head Office - -
- - - -
- - - -
Subtotal 80

C3 Reduced Sales Cycle Time

1 IT 22 (1.0)
2 Sales 42 (3.0)
3 Product A 23 (2.0)
4 Product B 30 -
5 R&D - -
6 HR - -
7 Finance 8 -
8 Head Office - -
- - - -
- - - -
Subtotal 125

C4 Increased Cross-Sell / Up-Sell

1 IT - -
2 Sales 126 -
3 Product A 23 -
4 Product B 89 -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 238

C5
Improved Marketing Response
1
Rate
IT - -
2 Sales 42 (2.0)
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 42

C6 Call Center Efficiency

1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D 2 (1.0)
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 2

C7 Economies of Scale (M&A)

1 IT - -
2 Sales - -
3 Product A - -
4 Product B 30 (10.0)
5 R&D - -
6 HR 9 (1.0)
7 Finance 8 -
8 Head Office 12 -
 - - - -
- - - -
Subtotal 59

C8 n/a
1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal -

C9 n/a
1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal -

C10 n/a
1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal -
Increase (+) / Decrease (-) in: Increase (+) / Decrease (-) in:
FTE post MDM % of Total Time post MDM

(%) of Total Time

Pragmatic Aggressive Conservative Pragmatic
working on Process

- - - - -
(7.0) (10.0) 100% 90% 80%
- - 50% 50% 45%
- - 100% 90% 80%
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -

(3.0) (5.0) 100% 100% 90%

(5.0) (10.0) 100% 100% 90%
- - - - -
- - - - -
- - - - -
- - - - -
(2.0) (4.0) 50% 50% 40%
- - - - -
- - - - -
- - - - -

(4.0) (7.0) 100% 100% 100%

(6.0) (10.0) 100% 100% 100%
- - 100% 100% 100%
(4.0) - 100% 100% 100%
- - - - -
- - - - -
(2.0) (3.0) 50% 50% 50%
- - - - -
- - - - -
- - - - -
 - - - - -
(8.0) (20.0) 50% 50% 50%
(1.0) (3.0) 30% 30% 30%
(3.0) (7.0) 50% 50% 50%
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -

- - - - -
(6.0) (11.0) 50% 50% 40%
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -

- - - - -
- - - - -
- - - - -
- - - - -
(1.0) (1.0) 50% 50% 40%
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -

- - - - -
- - - - -
- - - - -
(20.0) (30.0) 50% 50% 50%
- - - - -
(2.0) (3.0) 50% 50% 50%
(3.0) (6.0) 100% 100% 100%
(4.0) (8.0) 50% 50% 40%
- - - - -
- - - - -

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
/ Decrease (-) in: Increase (+) / Decrease (-) in:
Time post MDM Expected Revenue post MDM

Expected ($)
Aggressive Conservative Pragmatic Aggressive
Revenue Benefit

- - - - -
60% 1,100,000.0 1,100,000.0 1,100,000.0 1,100,000.0
40% - - - -
60% - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
1,100,000.0

80% - - - -
80% 300,000.0 300,000.0 300,000.0 300,000.0
- - - - -
- - - - -
- - - - -
- - - - -
30% - - - -
- - - - -
- - - - -
- - - - -
300,000.0

100% - - - -
100% - - - -
100% - - - -
100% - - - -
- - - - -
- - - - -
50% - - - -
- - - - -
- - - - -
- - - - -
-
 - - - - -
50% 450,000.0 450,000.0 450,000.0 450,000.0
30% - - - -
50% - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
450,000.0

- - - - -
30% 150,000.0 150,000.0 150,000.0 150,000.0
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
150,000.0

- - - - -
- - - - -
- - - - -
- - - - -
30% - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
-

- - - - -
- - - - -
- - - - -
50% - - - -
- - - - -
50% - - - -
100% - - - -
30% - - - -
- - - - -
- - - - -
-

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
-

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
-

- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
-
 Increase (+) / Decre

Product Benefit Input Pre MDM FTE post MD

# of FTE Conservative

P1 Reduced Data Management Costs

Departments/Functions
1 IT 59 -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR 19 (2.0)
7 Finance - -
8 Head Office 6 -
- - - -
- - - -
Subtotal 84

P2 Reduced Report Generation Cost

1 IT 15 -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR 5 -
7 Finance 24 -
8 Head Office 16 -
- - - -
- - - -
Subtotal 60

P3 Reduced Integration Costs

1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D 4 -
6 HR 9 -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 14

P4 Reduced Marketing Costs

1 IT - -
2 Sales 42 (1.0)
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 42

P5 Reduced Time to Take New Product to Market

1 IT - -
2 Sales - -
3 Product A 126 (4.0)
4 Product B 89 (5.0)
5 R&D 12 -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal 227

P6 Reduced Credit Risk Costs

1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance 16 (2.0)
8 Head Office - -
- - - -
- - - -
Subtotal 16

P7 Reduced Non-Compliance Risk Costs

1 IT - -
 2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR 9 (3.0)
7 Finance 8 -
8 Head Office 2 -
- - - -
- - - -
Subtotal 20

P8 n/a
1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal -

P9 n/a
1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal -

P10 n/a
1 IT - -
2 Sales - -
3 Product A - -
4 Product B - -
5 R&D - -
6 HR - -
7 Finance - -
8 Head Office - -
- - - -
- - - -
Subtotal -
Increase (+) / Decrease (-) in:
FTE post MDM
(%) of Total Time
Pragmatic Aggressive
working on Process
(15.0) (29.0)
- -
- -
- -
- -
(5.0) (9.0)
- -
(1.0) (2.0)
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Increase (+) / Decrease (-) in:
% of Total Time post MDM
Conservative Pragmatic
80% 80%
- -
- -
- -
- -
100% 100%
- -
50% 50%
- -
- -
60% 60%
- -
- -
- -
- -
33% 33%
80% 70%
100% 90%
- -
- -
- -
- -
- -
- -
50% 50%
50% 50%
- -
- -
- -
Aggressive
70% 70%
- -
- -
- -
- -
100% 100%
- -
40% 30%
- -
- -
60% 60%
- -
- -
- -
- -
33% 33%
50% 20%
80% 60%
- -
- -
- -
- -
- -
- -
50% 50%
40% 30%
- -
- -
- -
 - - - - - -

- - - - - -
(2.0) (5.0) 50% 50% 30% 20%
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
(8.0) (20.0) 100% 100% 100% 100%
(10.0) (31.0) 100% 100% 100% 100%
- - 67% 67% 67% 67%
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
(3.0) (6.0) 100% 100% 90% 80%
- - - - - -
- - - - - -
- - - - - -

- - - - - -
 - - - - - -
- - - - - -
- - - - - -
- - - - - -
(4.0) (5.0) 100% 100% 100% 100%
(1.0) (2.0) 100% 100% 100% 100%
- - 100% 100% 100% 100%
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
 Increase (+) / Decrease (-) in:
Expected Revenue post MDM
Expected ($) Conservative
Revenue Benefit
383,333.3 250,000.0
- -
- -
- -
- -
- -
- -
- -
- -
- -
383,333.3
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
-
- -
- -
- -
- -
- -
- -
- -
- -
- -
Pragmatic Aggressive
350,000.0 550,000.0
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
 - - - -
- - - -
- - - -
- - - -
- - - -
50,000.0 50,000.0 50,000.0 50,000.0
- - - -
- - - -
- - - -
50,000.0

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-

- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
-
Implementation Costs
FTE per
Departments/Functions Departments/Functions
1 IT 148.5
2 Sales 418.5
3 Product A 229.5
4 Product B 297.0
5 R&D 40.5
6 HR 94.5
7 Finance 81.0
8 Head Office 40.5
- - -
- - -
Grand Total 1,350.0

Direct Software Costs

Cost per Liscnese = 100
X1 Application Licenses Annual Cost
Departments/Functions
1 IT (11,880.0)
2 Sales (41,850.0)
3 Product A (19,507.5)
4 Product B (25,245.0)
5 R&D (1,822.5)
6 HR (5,197.5)
7 Finance (8,100.0)
8 Head Office (3,645.0)
- - -
- - -
All Departments/Functions (117,247.5)

Indirect Software Costs

Cost per FTE for Removal of Existing Software = 100
X3 Removal of Existing Software Annual Cost
Departments/Functions
1 IT (11,880.0)
2 Sales (41,850.0)
3 Product A (19,507.5)
4 Product B (25,245.0)
5 R&D (1,822.5)
6 HR (5,197.5)
7 Finance (8,100.0)
8 Head Office (3,645.0)
- - -
- - -
All Departments/Functions (117,247.5)

Hardware/ Infrastructure Costs

Cost per FTE for New Hardware/Infrastructure = 500
X5 New Hardware/Infrastructure Annual Cost
Departments/Functions
1 IT (59,400.0)
2 Sales (209,250.0)
3 Product A (97,537.5)
4 Product B (126,225.0)
5 R&D (9,112.5)
6 HR (25,987.5)
7 Finance (40,500.0)
8 Head Office (18,225.0)
- - -
- - -
All Departments/Functions (586,237.5)

Other Costs
Cost per FTE for Training/Change Management = 50
X6 Training/Change Management Annual Cost
Departments/Functions
1 IT (5,940.0)
2 Sales (20,925.0)
3 Product A (9,753.8)
4 Product B (12,622.5)
5 R&D (911.3)
6 HR (2,598.8)
7 Finance (4,050.0)
8 Head Office (1,822.5)
- - -
- - -
All Departments/Functions (58,623.8)
SI Costs
Cost per FTE for SI Cost = 0
X8 SI Cost Annual Cost
Departments/Functions
1 IT -
2 Sales -
3 Product A -
4 Product B -
5 R&D -
6 HR -
7 Finance -
8 Head Office -
- - -
- - -
All Departments/Functions -
Total FTE Impacted by % Impacted
MDM (as per Section 1) by MDM
118.8 80%
418.5 100%
195.1 85%
252.5 85%
18.2 45%
52.0 55%
81.0 100%
36.5 90%
- -
- -
1,172.5 87%

enter as a (-) Cost of Maitenance per FTE = 50

One Off Costs X2 Annual Maintenance
Departments/Functions
(100,000.0) 1 IT
(350,000.0) 2 Sales
(100,000.0) 3 Product A
(100,000.0) 4 Product B
5 R&D
(50,000.0) 6 HR
(50,000.0) 7 Finance
(20,000.0) 8 Head Office
- -
- -
(770,000.0) All Departments/Functions

enter as a (-) Cost per FTE for Implementation of New Software = 200
One Off Costs X4 Implementation of New Software
Departments/Functions
(50,000.0) 1 IT
(60,000.0) 2 Sales
(40,000.0) 3 Product A
 (40,000.0) 4 Product B
5 R&D
6 HR
7 Finance
8 Head Office
- -
- -
(190,000.0) All Departments/Functions

enter as a (-)
One Off Costs

(2,100,000.0)
(150,000.0)
(1,350,000.0)
(1,550,000.0)
(1,300,000.0)
(135,000.0)
(115,000.0)
(150,000.0)

(6,850,000.0)

enter as a (-) Cost per FTE for Other (travel, administrative) = 0

One Off Costs X7 Other (travel, administrative)
Departments/Functions
(1,500,000.0) 1 IT
(550,000.0) 2 Sales
(1,500,000.0) 3 Product A
(1,500,000.0) 4 Product B
(120,000.0) 5 R&D
(150,000.0) 6 HR
(250,000.0) 7 Finance
(120,000.0) 8 Head Office
- -
- -
(5,690,000.0) All Departments/Functions
enter as a (-)
One Off Costs

(1,500,000.0)
(2,500,000.0)
-
-
-
(1,000,000.0)
(500,000.0)
(400,000.0)
-
-
(5,900,000.0)
 enter as a (-)
Annual Cost One Off Costs

(5,940.0)
(20,925.0)
(9,753.8)
(12,622.5)
(911.3)
(2,598.8)
(4,050.0)
(1,822.5)
-
-
(58,623.8) -

enter as a (-)
Annual Cost One Off Costs

(23,760.0)
(83,700.0) (450,000.0)
(39,015.0)
 (50,490.0)
(3,645.0)
(10,395.0)
(16,200.0)
(7,290.0)
-
-
(234,495.0) (450,000.0)

enter as a (-)
Annual Cost One Off Costs

-
-
-
-
-
-
-
- (250,000.0)
-
-
- (250,000.0)
Segmented Cash Impact
Pragmatic source of cash (+) / use of cash (-)

All Departments/Functions FTE Cost Savings

C1 Increased Customer Retention 560,000.0

C2 Reduced Sales Order Errors 618,000.0
C3 Reduced Sales Cycle Time 1,009,000.0
C4 Increased Cross-Sell / Up-Sell 436,100.0
C5 Improved Marketing Response Rate 240,000.0
C6 Call Center Efficiency 55,000.0
C7 Economies of Scale (M&A) 924,000.0
C8 - -
C9 - -
C10 - -
Subtotal 3,842,100.0

P1 Reduced Data Management Costs 924,000.0

P2 Reduced Report Generation Cost -
P3 Reduced Integration Costs -
P4 Reduced Marketing Costs 80,000.0
P5 Reduced Time to Take New Product to Market 1,176,000.0
P6 Reduced Credit Risk Costs 159,000.0
P7 Reduced Non-Compliance Risk Costs 249,000.0
P8 - -
P9 - -
P10 - -
Subtotal 2,588,000.0

X1 Application Licenses
X2 Annual Maintenance
X3 Removal of Existing Software
X4 Implementation of New Software
X5 New Hardware/Infrastructure
X6 Training/Change Management
X7 Other (travel, administrative)
X8 SI Cost
(+) / use of cash (-)

Timesheet Cost Expected Increased Net Cash Benefit Annual Cost

Savings Revenue post MDM
2,163,762.5 1,100,000.0 3,823,762.5
476,072.5 300,000.0 1,394,072.5
- - 1,009,000.0
- 450,000.0 886,100.0
286,800.0 150,000.0 676,800.0
11,275.0 - 66,275.0
30,970.0 - 954,970.0
- - -
- - -
- - -
2,968,880.0 2,000,000.0 8,810,980.0

263,485.0 350,000.0 1,537,485.0

509,490.0 - 509,490.0
46,305.0 - 46,305.0
637,600.0 - 717,600.0
- - 1,176,000.0
69,960.0 - 228,960.0
- 50,000.0 299,000.0
- - -
- - -
- - -
1,526,840.0 400,000.0 4,514,840.0

(117,247.5)
(58,623.8)
(117,247.5)
(234,495.0)
(586,237.5)
(58,623.8)
-
-
Subtotal (1,172,475.0)
One Off Costs Net Cash Cost

(770,000.0) (887,247.5)
- (58,623.8)
(190,000.0) (307,247.5)
(450,000.0) (684,495.0)
(6,850,000.0) (7,436,237.5)
(5,690,000.0) (5,748,623.8)
(250,000.0) (250,000.0)
(5,900,000.0) (5,900,000.0)
(20,100,000.0) (21,272,475.0)
MDM ROI & NPV Analysis
ROI & NPV Analysis

Pragmatic Year 0 Year 1 Year 2

Customer Benefit Realization 0% 30% 70%
Product Benefit Realization 0% 40% 75%
Total MDM Customer Benefit - 2,643,294.0 6,167,686.0
Total MDM Product Benefit - 1,805,936.0 3,386,130.0
Total Implementaion Costs (20,100,000.0) (1,172,475.0) (1,172,475.0)

Annual Net Cash Flow (20,100,000.0) 3,276,755.0 8,381,341.0

Cumalative Cash Flow (20,100,000.0) (16,823,245.0) (8,441,904.0)
Fraction Cash Flow n/m n/m
Discount Rate 6%

Pragmatic 3 Year IRR 7.5% Net FTE Reduction (#)

Pragmatic NPV 617,759.2 Net FTE Reduction (%)
Pragmatic Payback (yrs) 2.7 Total Hours Saved Per Year

MDM Net Cash Impact

Tota l MDM Customer Benefit Total MDM Product Benefit Tota l Impl ementa ion Costs
Annual Net Cas h Fl ow Cuma l ative Ca s h Fl ow

Year 0 Year 1 Year 2 Year 3

20,000,000.0

15,000,000.0

4,514,840.0
10,000,000.0
3,386,130.0
5,000,000.0 8,810,980.0
1,805,936.0 6,167,686.0
2,643,294.0
0.0 - (1,172,475.0) (1,172,475.0) (1,172,475.0)

(5,000,000.0)

(10,000,000.0) (20,100,000.0)

(15,000,000.0)

(20,000,000.0)

(25,000,000.0)
 Total MDM Benefit Impact source of cash (+) / use of cash (-)

Year 3 All Departments/Functions Conservative

100% C1 Increased Customer Retention 2,793,940.0
100% C2 Reduced Sales Order Errors 621,500.0
8,810,980.0 C3 Reduced Sales Cycle Time 429,000.0
4,514,840.0 C4 Increased Cross-Sell / Up-Sell 450,000.0
(1,172,475.0) C5 Improved Marketing Response Rate 230,000.0
C6 Call Center Efficiency 55,000.0
12,153,345.0 C7 Economies of Scale (M&A) 344,500.0
3,711,441.0 C8 - -
0.6946156799 C9 - -
C10 - -
Total MDM Customer Benefit 4,923,940.0
(130.0)
(9.6%) P1 Reduced Data Management Costs 348,000.0
81,684 P2 Reduced Report Generation Cost 190,350.0
P3 Reduced Integration Costs -
P4 Reduced Marketing Costs 40,000.0
P5 Reduced Time to Take New Product to Market 588,000.0
Tota l Impl ementa ion Costs
P6 Reduced Credit Risk Costs 106,000.0
P7 Reduced Non-Compliance Risk Costs 197,000.0
Year 3
P8 - -
P9 - -
P10 - -
Total MDM Product Benefit 1,469,350.0
4,514,840.0

Total MDM Cost Impact source of cash (+) / use of cash (-)
8,810,980.0
Annual Cost
(1,172,475.0)
X1 Application Licenses (117,247.5)
X2 Annual Maintenance (58,623.8)
X3 Removal of Existing Software (117,247.5)
X4 Implementation of New Software (234,495.0)
X5 New Hardware/Infrastructure (586,237.5)
X6 Training/Change Management (58,623.8)
X7 Other (travel, administrative) -
X8 SI Cost -
Total Implementaion Costs (1,172,475.0)
of cash (+) / use of cash (-) as a % of total cash benefit as a % of annual staff costs

Pragmatic Aggressive Conservative Pragmatic Aggressive Conservative

3,823,762.5 6,131,525.0 56.7% 43.4% 44.0% 3.1%
1,394,072.5 2,309,945.0 12.6% 15.8% 16.6% 0.7%
1,009,000.0 1,264,500.0 8.7% 11.5% 9.1% 0.5%
886,100.0 1,534,300.0 9.1% 10.1% 11.0% 0.5%
676,800.0 1,083,600.0 4.7% 7.7% 7.8% 0.3%
66,275.0 77,550.0 1.1% 0.8% 0.6% 0.1%
954,970.0 1,535,040.0 7.0% 10.8% 11.0% 0.4%
- - - - - -
- - - - - -
- - - - - -
8,810,980.0 13,936,460.0 100.0% 100.0% 100.0% 5.4%

1,537,485.0 2,503,170.0 23.7% 34.1% 28.3% 0.4%

509,490.0 1,018,980.0 13.0% 11.3% 11.5% 0.2%
46,305.0 92,610.0 - 1.0% 1.0% -
717,600.0 1,084,400.0 2.7% 15.9% 12.3% 0.0%
1,176,000.0 3,324,000.0 40.0% 26.0% 37.6% 0.6%
228,960.0 426,120.0 7.2% 5.1% 4.8% 0.1%
299,000.0 401,000.0 13.4% 6.6% 4.5% 0.2%
- - - - - -
- - - - - -
- - - - - -
4,514,840.0 8,850,280.0 100.0% 100.0% 100.0% 1.6%

of cash (+) / use of cash (-) as % of total cash cost as % of total cash cost

One Off Costs Net Cash Cost Annual Cost One Off Costs Net Cash Cost Annual Cost

(770,000.0) (887,247.5) 10.0% 3.8% 4.2% 0.1%

- (58,623.8) 5.0% - 0.3% 0.1%
(190,000.0) (307,247.5) 10.0% 0.9% 1.4% 0.1%
(450,000.0) (684,495.0) 20.0% 2.2% 3.2% 0.3%
(6,850,000.0) (7,436,237.5) 50.0% 34.1% 35.0% 0.6%
(5,690,000.0) (5,748,623.8) 5.0% 28.3% 27.0% 0.1%
(250,000.0) (250,000.0) - 1.2% 1.2% -
(5,900,000.0) (5,900,000.0) - 29.4% 27.7% -
(20,100,000.0) (21,272,475.0) 100.0% 100.0% 100.0% 1.3%
 Sector Benchmarks

% of annual staff costs Technology

as a % of total staff costs
Pragmatic Aggressive Conservative Pragmatic Aggressive
4.2% 6.7% 2.5% 4.0% 6.0%
1.5% 2.5% 0.5% 1.0% 2.0%
1.1% 1.4% 0.3% 0.8% 1.5%
1.0% 1.7% 0.3% 0.5% 1.0%
0.7% 1.2% 0.5% 1.0% 2.0%
0.1% 0.1% 0.1% 0.3% 0.5%
1.1% 1.7% 0.5% 1.5% 2.0%
- - - - -
- - - - -
- - - - -
9.7% 15.3% 4.7% 9.1% 15.0%

1.7% 2.8% 0.5% 1.5% 3.0%

0.6% 1.1% 0.1% 0.5% 1.5%
0.1% 0.1% 0.1% 0.1% 0.2%
0.8% 1.2% 0.3% 0.8% 1.5%
1.3% 3.7% 0.5% 1.5% 3.0%
0.3% 0.5% 0.2% 0.5% 1.0%
0.3% 0.4% 0.1% 0.2% 0.5%
- - - - -
- - - - -
- - - - -
5.0% 9.7% 1.8% 5.1% 10.7%

% of total cash cost as % of total cash cost

One Off Costs Net Cash Cost Annual Cost One Off Costs Net Cash Cost

0.8% 1.0% 0.5% 1.5% 2.0%

- 0.1% 0.3% - 0.3%
0.2% 0.3% 0.1% 0.4% 0.5%
0.5% 0.8% 0.3% 2.0% 2.3%
7.5% 8.2% 0.3% 8.0% 8.3%
6.3% 6.3% 0.2% 5.5% 5.7%
0.3% 0.3% - 0.3% 0.3%
6.5% 6.5% - 3.5% 3.5%
22.1% 23.4% 1.7% 21.2% 22.9%