ISU Head, Travel, Transportation & Hospitality ISU

Triple ISO audit

Jan - Mar 2012

Copyright 2011 Tata Consultancy Services Limited

TCS Internal

Travel, Transportation & Hospitality (TTH) ISU

300 Million USD Unit 20+
Years of Experience

4000 Experienced consultants

First
Airline BPO services Offshoring of Core PSS support and development iPad application for Airline Crew

50+ Global market leaders as clients

Largest
financial transformation in Hospitality SOA implementations in Airline industry Enterprise Transformation exercise in shipping industry

Our Customers are Global Leaders

Airlines British Airways Swiss International Lufthansa Austrian Virgin Atlantic Finnair KLM Star Alliance
Car Rentals Europcar Shipping Transportation AP Moller Maersk Network Rail Zim Shipping Logistics Cargo Handling DP DHL Cargotec Kuehne+Nagel Agility Logistics Panalpina

Car Rentals Airlines Avis American Airlines Delta Airlines Hospitality United Airlines Southwest Airlines Hilton Worldwide Mariott Hawaiian Airlines Wyndham Hotels Aero Mexico RCI Lan Carnival Cruises GDS Travelport Shipping NYK Lines Logistics UTi Logistics UPS Transportation BNSF Matson Day & Ross

Airlines Saudi Airlines Hospitality Ginger Hotels Taj Hotels Club Mahindra

Logistics DIESEL

Airlines Singapore Airlines Qantas Cathay Pacific Malaysian Airlines

Offerings across the Travel Enterprise Value Chain

Customers
British Airways, Singapore Airlines, Qantas, Avis, Carnival, United, KLM, American, Delta, Star Alliance
British Airways, Star Alliance, SkyTeam, United, Wyndham, Saudi Airlines

Asset Portfolio
CUSTOMER CENTRIC
WEB|MOBILE|KIOSKS|CALL CENTER|CRM|LOYALTY Intelligent Booking Engine, Agent Desktop, Air Buddy, Airport Assistant, Social CRM, CuBuzz, Listening Platform, TCS RewardZ, AirBIDS Travel Services Platform

ENTERPRISE BACKBONE
PROCESS| SERVICES|EVENTS|CONTENT|TRANSFORMATI ON

SIA, United, British Airways, Travelport, Ginger, Club Mahindra, Mariott, Lufthansa
Hawaiian, United, British Airways, Qantas, Austrian, Swiss Air, Finnair Hawaiian, British Airport Authority, Hilton, Ginger, Club Mahindra, Carnival, Starwood

CORE SYSTEMS
RESERVATION|CHECKIN|PMS|INVENTORY|PRICING

Altea Migration Function Bible, TPF CoE

PLANNING & OPERATIONS

PLANNING|REV MGMT| CREW|FLEET|INVENTORY | FUEL

Crew Power, SWIFT MRO, CRAFT (Crew Planning), Workforce Planning System, Platform/SaaS

BACK OFFICE
FINANCE|HR|PROCUREMENT

Industry specific technology expertise across

Technology Platforms(Teletypes, Electronic Commerce, Communications (SNA, LU6.2, HTH, EDIFACT, MATIP, TCP/IP), Share Infrastructure Platforms (CUSS, CUTE), Integration Platforms)
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End-to-end solutions across levels of maturity

SERVICE STACK
TRANSFORMATIONAL SERVICES BUSINESS | PROCESS | ENTERPRISE IT | INNOVATION BUSINESS PROCESS SERVICES F&A| HR| SCM | PRICING SUPPORT | REV. ACCOUNTING | LOYALTY | CREW | HOTEL DB | ANALYTICS SPECIALIZED SERVICES BUSINESS INTELLIGENCE | ENGINEERING

Transformational End-to-End

Multi Services
Application Consolidation Process Standardization Continuous Productivity Improvement
IT-IS-BPO Integrated service delivery model IT Transformation IT enabled business process improvement Guaranteed Integrated service delivery model saving in Opex ADM/IT Optimization technology consumption, storage and DB consolidation Integrated SLAs Guaranteed cost saving in IT Opex

Delivery model with standardized process delivery Labor and Non Labor savings Process efficiency, inventory Reduction Risk-Reward for business improvement Strategic initiatives

Single Services

APPLICATION SERVICES DEVELOPMENT | SUPPORT | ASSURANCE INFRASTRUCTURE SERVICES REMOTE MGMT. | HELP DESK | DESKTOP | NETWORK | EUCS

Thought Leadership Innovation Lab led Initiatives

Technology Exploration
HTML5, Smartphone Apps, Near-Field Communications, Business Process Mining
Airline Innovation 4.0 Transportation Innovation 1.0 Airline Innovation 3.0 Hospitality Innovation 1.0 - Measure & Optmize Airline Innovation 2.0 - Enable Airline Innovation 1.0 Customer Experience Management

Domain Innovation Focus Areas

Airlines Analytical Cockpit, Agent App, SmartApps for Travel, Queue Avoider Transportation eCommerce, MultiChannel Access, Real-time slot capacity mgmt., Track & Trace Hospitality Contact Less solutions, On property CRM, On Demand services
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2006

2007

2009

2011

Key Solutions from the Innovation Lab

Frameworks and solutions ready for real world challenges
First of its kind Travel Services Platform that enables airlines to decouple customer experience from back-end systems
Real Insights Travel Concierge

Next-Gen Internet Travel Booking Engine using Adaptive Business Process to recognize customers based on their system behavior

Crew Power

Maxi Marketing

Natural Language enabled, context-aware widget application to simulate human experience in web and kiosks.
Context-aware Agent Desktop that helps enhance customer experiencing by empowering agents with customer relevant pushed content. Mobile solutions that look at the complete travel chain including pre-departure, departure, in-transit and support services
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Intelligent Desktop

Travel Services Platform

TTH ISU Profile

Delivery Center
TCS - Chennai TCS - Lucknow TCS - Mumbai TCS - New Delhi TCS - Pune

No of Projects
112 2 42 49 7

Cluster
Transportation EU UK
Transportation NA Travel Airlines NA Travel EU UK Travel Non-Airlines NA

No of Projects
45
18 39 79 39

TTH Structure Conceptual View

99

TTH Organization Units and Responsibilities

10

10 10

TTH ISU - Vision

Be a Billion Dollar ISU by 2015

Acquire all the Top 5 customers globally in each sub vertical Be the Recognized Leader in each sub vertical Be a trusted and sought after Unit by the associates, customers and all stakeholders

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TTH ISU Ambition

1200

1000

To be a $1 Billion service provider for Travel, Transportation & Hospitality Customers by 2015
760

1000

800

32%

770

600

560

36%

570

32%

42%
400 400 280 212 410 39%

40%
38%

290

46% 190 150 27% 21%

33%
34%

200 80 33%

230

200

152 60

110 44%

30%

0 FY10 FY11 FY12 ISU ROW FY13 TTH Total FY14 FY15

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FY 13 Business Planning - Key Considerations

Airlines are expected to have lower growth in 2012 (6.42% YoY compared to 8.7% Y-o-Y last year) US Hotels industry is will have stagnated growth - 7.5% in 2012 (7.4% in 2011) Good growth in Transportation industry at 10% per year in 2012 (7% growth in previous year) Key trending topics: Mobility, Big Data, Green, Integration, Visibility TCS Leadership Inputs: Financial : Revenue leadership, delivering nonlinear commitment; Customer Centricity - right org structure to deliver, revenue band movement; Competitive Positioning constantly increase distance from competition on all parms; People Development control attrition; Physical Infrastructure - Tier 2 / Tier 3 leverage TTH Internal Inputs: FY12 Y-o-Y growth at 35% compared to ~40% in FY11 Re-organized unit to make it agile, closer to customer and future ready Creation of 2 dedicated practices for each value chain Travel & Transportation Low attrition, rapid growth Changing competency requirements for market Red projects impact 13 margins, customer 13 experience

TTH TCV until Q3,2011 was $4.6 billion ($8.2 billion in 2010) FY 12 pipeline lower than that of FY11 by about 16.8% TTH Market is projected to grow to $41 Bn at 5.3% in 2012 IT IS and BPO represent the largest deals contributing to 83% of contracts Market whitespaces exist in N.A and UK MM; Good growth opportunities in transportation with enough head room

Customer Market Internal

FY13 Priorities

FY 13 | Key Business Priorities

Umbrella theme : Focus Focus Transportation Increase Transportation revenue share
from 26% to 35%+
Transportation sub-verticals IT market have relatively higher and sustained growth rate than Travel sub-verticals

Focus Horizontal Double current ASU and BPO revenues

ASU is the fastest growing horizontal for TTH and BPO most mature and one of largest; TTH BPO growth rate slower than other verticals since 2008

Focus Solutions Verticalize key customer themes: eCommerce,

Mobility, Transport Mgmt. Solutions Leverage dedicated practices for Travel & Transportation value chains to create assets and enhance thought leadership

Focus Key Account Leverage Full Service Play to increase

Wallet Share and non-linear solutions/assets to increase Mindshare
Creation of dedicated practices for Travel & Transportation value chains will help sell assets and improve mindshare; Create at least 1 $50M accounts and 3 $25 MN accounts

Focus Strong Delivery Capabilities No RED projects;

Build market-relevant and skilled technical, functional and business teams
Improve delivery & governance rigour through formation of dedicate Delivery & 14 Operations team at all locations 14

FY 12 Revenue and Margins

Parameters Revenues ($ MN)

What We Said Q1: 62.43 Q2: 67.53 Q3: 72.51 Q4: 77.51 FY12: 280.00 Q1: Q2: Q3: Q4: FY'11 203.3 52 52 52 52 FY'12 (Beacon) 280.0

What We Delivered Q1: 64.38 Q2: 72.68 Q3: 79.07 Q4: 77.73 FY12 293.86 Q1: Q2: Q3: Q4: 48.96 51.38 53.35 53.55 FY'12(E) 293.86 YoY % 43.1%
NOTE: Revenue in Mn USD

Gross Margins (%)

Revenue Growth TTH ISU

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FY11-12 Customer Satisfaction Index

CSI CSS Coverage

TTH is the TCS Benchmark in Customer Satisfaction - We are the ISU with the highest CSI among units having the highest CSS coverage of customers
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Customer Satisfaction Projects with 100%

CARNIVAL - Launch Pad Support Princess Cruises - Web Applications Support - PCL BNSF- CONSULT SUPPORT 10-11

BNSF- TPI/EVIC/GEOWIN - BNSF Off. Travelport/Worldspan - TPF F&P Maintenance

Travelport - Rapid Reprice Offshore

Travelport- IBS Development & Maintenance BNSF- MAPS App Maintenance & Support American Airlines- AA - eVIP OA Support
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Lifeline 2011-12 TTH ISU Satisfaction Index

TTH Lifeline Trends

100% 90% 80% 70% 60%

81% 76%

81%

80%

50%
2008 2009 2010 2011

TTH Average

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FY11-12 Associate Satisfaction

The ASI figures for all major ISUs were within a close range (between 70.8 to 71.89),
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FY11-12 Attrition YTD %

14.00 12.74

12.00
10.51 10.00 9.63 8.97 8.47 8.00 8.39 8.20

8.13

7.94

7.89

7.82

7.65 7.05 6.74 6.68 6.62 6.02 5.91

6.00

4.00

2.00

0.00

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TTH Quality Dashboard Project health

Metric Details
Metric Name
On Time Delivery Bad Fixes Capability Effort Slippage SLA Compliance Defect Free Deliverables TDCE On Budget (milestones) On Budget (project-end) Acceptance Defect Density Workaheads (Contractual) Audit Compliance PMR Compliance Customer Complaints Customer Reds TCS Reds

Unit
% % % % % % % % Ratio % % % # # #

Target
> = 99 0 100 > = 95 >=99 > = 95 100 100 0 <5 > = 90 > = 90 0 0 0

2011AUG
100 0 100 97.06 100 100 100 100 1.33 96.15 94.12 0 0 0

2011SEP
100 0 100 96.96 100 100 100 0 1.3 100 95.65 0 1 1

2011OCT
92.03 0.03 95 96.67 100 100 95

2011NOV
91.87 0 91.3 98.03 98.86 94.64 97.83 100 1.36 96.88 100 0 1 1

2011DEC
94.44 0 85.51 98.61 100 100 92.75

2012JAN
97.4 0 97.35 100 100 97.83

1.26 100 83.33 0 1 1

1.31 100 97.83 0 0 0

1.74 71.43 95.12 0 0 0

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TTH PDI Trends

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FY12 Balanced Score Card for TTH

Perspective ISU BSC Parameters
Total Revenue % Gross Margins Days Receivables Qualified Pipeline Order Book Value won this FY YTD Win Rate % Increase in Annuity Business Customers acquired (Global Top 5) Customer Satisfaction Index Business Advisor Status No of Analyst Interactions Non Linear Soln Sales Number of Full Services Accounts Process Deployment Index Associate Satisfaction Index Attrition (Overall, YTD %)

Unit
INR % Days INR INR % % # Index No. No. No. No. % Index %

Freq Target
M M M M M M Y HY HY Y Q Y Y M Y M 100% of Target 55% 30 days As per Target As per Target 85% Existing, 70% New 50%

Actuals
Achieved Achieved Achieved Achieved Achieved

Financial

Stakeholder

Additional Corporate KPIs Internal

L&G

Schenker, Mariott, UTI, 1 large deal/BU Europcar 90% 90% Avis. BA, Carnival, 2 per BU Hilton 2 5 1 customer/ offering Achieved HA, Star, Carnival, Avis, 2/BU NYK, Travelport 0.85 0.8 76% 71 8% 6.7%

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Awards/Customer Appreciations
Congratulations to all who have worked on this over the past 18 months or so ! It has been a considerable leaning experience for all of us. I have been particularly impressed with the professionalism, co-operation & 'can-do' attitude of all involved. Thanks Robert Jonh Milton (GSIS PM), APM I would like to thank everyone for the hard work in the support of making this DR exercise a successful one. ..you all were very instrumental in making this a successful exercise. I greatly appreciate the perseverance every one had to make this work. I am proud and it has been an honor to work with each and every one of you. Thank you Peter Bonacasa, Manager, IT DR Avis Budget Thank you for driving this project. As usual you were proactive every step of the way. It is always a pleasure working with you. Thanks, Rashi Mehta, Supervisor eCommerce, Carnival Go live was successful and the business is very happy..I would like to personally thank you for your performance and involvement..It was a pleasure to work with you. Great reactivity, patience with Europcars team and your professionalism, have been omnipresent along the project. Congratulations Philippe.you-kim, Europcar Project Manager

I know that being off site can be hard some times when you do not get to hear feedback. So, I wanted to take a moment to share some positive feedback from the user community regarding your hard work on the GATES project so far. Please share with the team that the users do appreciate their hard work!
Chris Bailey, Matson I was particularly impressed by how the differing components of the wider team, employees of IBM, TCS and ML IT, worked together as a true team, including working hard together to solve issues that arose during the late nights and early mornings. The resolve, dedication, effort and technical skill of all involved in this, the most complicated technical upgrade I have ever been involved with, was remarkable. This really was a job well done ! Congratulations and thanks to all Jon Freeman (ML DM APM

You guys have been doing such an awesome job. You have been going even beyond what has been asked of you Bob Stephens,Sr. Software Engineer, SWA
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Improvements and Best Practices

Process Improvements made in the last one year: Restructuring the TTH Structure to focus on key and new priorities Focus on Critical Projects/Complex engagements Sales and PreSales Process Focus on rigorous Contract Review

Best Practices Shared/deployed in last one year: BP Deployed: HR Best practices (Associate Motivation Activities), DEG Best Practices (Security Mgt, DAG Contract Review process) BP Shared: Sales Best Practices (SWA), Best Practices in Benchmarking, Dashboards in PI and BCP (DEG)
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Competency & Learning

26

Thank You

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Extra Slides

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FY 12 | A Recap
FY12 Priorities
1

Achievement Status

Penetrate Global Top 5 in each vertical

Focus on Non-Linear Growth

-Travel Services Platform -SWIFT MRO

Enhanced Portfolio Mix

-Increase annuity business by at least 20%

Key account focus through full service play to increase wallet share Demonstrate Thought Leadership on key focus areas - eCommerce, Mobility, BI/Analytics, Transport Mgmt,
Green

Build a highly competent associate base Technology, Domain, High-end consulting, Future Leaders
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FY 13 | On Road to Our Ambitions

In USD ISU ROW FY10 152 60 FY11 200 80 FY12 290 110 FY13 410 150 FY14 570 190 FY15 770 230

TTH Total
TTH YoY ISU YoY RoW YoY

212

280
32% 32% 33%

400
43% 45% 38%

560
40% 41% 36%

760
36% 39% 27%

1000
32% 35% 21%

In INR ISU ROW TTH Total TTH YoY ISU YoY RoW YoY

FY10 6518 2573 9091

FY11 8576 3430 12006 32% 32% 33%

FY12 12435 4717 17152 43% 45% 38%

FY13 17581 6432 24013 40% 41% 36%

FY14 24442 8147 32589 36% 39% 27%

FY15 33018 9862 42880 32% 35% 21%

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FY 13 | Guidelines for Growth Planning

Ambitious band movement for at least 2 accounts in every band; Travel accounts need to now surge ahead, Need to acquire large Transportation customers in NA and Europe Large, stable accounts should anchor for margin improvements Sub $ 1-2 Mn accounts should target at least 200% growth ASU should reach $ 5 Mn in every Business, Mobility should be at least 1 M USD for every Travel Account One horizontal BPO deal in every Business Unit; Single out key candidate accounts Identify key competitors for your business and keep them off at all costs
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