CIOEU11 SIR by janagru

CIO Europe www.gdsinternational.com/events/cio/eu

21st â&#x20AC;&#x201C; 23rd October 2014 Trump Turnberry Resort, Scotland

WELCOME!

At GDS International, we take huge pride in delivering the best value possible to our clients onsite ...Introducing the Summit Intelligence Report (SIR)

The SIR is a comprehensive overview of delegate profiles and key spending indicators. Each delegate provided us with their company biographies along with answers to our questionnaire requesting key statistical analyses of their budgets, budget allocation strategies and areas of technology priorities. The purpose of this report is to provide you with a useful resource when preparing for the Summit and all the information needed to make the best meeting selections. Please do not hesitate to contact our team if you have any queries. We look forward to seeing you at the summit and to working with you on many more in the future.

The CIO Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

WHY ARE WE INDUSTRY LEADERS?

QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

COMPANY PROFILES

EXECUTIVE PROFILES

INVESTMENT QUESTIONNAIRES

HOW OUR SUMMITS WORK GDS summits are designed to provide a number of different networking channels to execute and promote business. Each summit takes place over a 3 day period and includes a combination of one-to-one prescheduled meetings, focused interactive workshops as well as constant networking opportunities. Senior decision makers will engage in business meetings with solution providers who are specific to their business challenges and areas of future investment. The delegation is comprised of the most important and well respected, senior executives, in the industry, and the 40-minute meeting format is designed to surpass the traditional exchange of business cards and allow executives to have a good discussion on a personal level.

Key benefits:         

Industry leading decision makers, and your potential customers, under one roof at one time Be part of the discussions that shape the industry’s future Have a platform to announce new developments to the people who matter Network and develop contacts that will strengthen your business Position your company as a genuine market leader Maximize your spend by targeting your needs and solutions to relevant decision makers Educate your potential customers of the key benefits of your value proposition and raise your profile in the industry Increase your exposure to your target audience Win new business through the networking and one to one meetings

WHY ARE WE INDUSTRY LEADERS? FACE-TO-FACE MEETINGS Our Summits offer meetings on a pre-arranged, face-to-face, basis. According to a recent Forbes study, 92% of CEOs believe face-to-face meetings are the best way to win new business. The Forbes survey revealed:    

87% of company managers surveyed preferred face-to-face meetings 92% think such an approach saves them time and 88% say it saves money 85% believe such an approach creates a more solid and stronger relationship 75% believe such an approach creates better social interaction

C – LEVEL DELEGATES GDS events provide the highest level of delegates in the industry, senior executives from Fortune 200 companies who are responsible for budgets running into billions. Our summits offer unprecedented access to these individuals through the one-to-one meetings.

TARGETED CONTENT We work closely with the leading analyst companies on a global basis to deliver the best content and analysis at our events. All our workshops and panel discussions are targeted around pressing developments and need areas within the industry ensuring our events are at the cutting edge and helping to drive industry forward. Bringing the industries key leaders together allows a unique opportunity to identify key challenges and work together over the 3 days to understand the solutions that will enable them to improve their business.

“I found the last few days very valuable from many perspectives. The level of delegates has been fantastic – I can't ask for anything more. The great part has been doing lots of one-to-one meetings with the people we need to connect to in our customer base: the one-to-one meetings and the level of networking easily surpass any other event.” Simon Barnier – Lexmark

“It is one of the best formats that we are working with right now. We have sponsored two GDS summits and are looking forward to our third. The team have looked after us well and introduced us to customers we would not have otherwise met.” Andrew Wilson – Accenture

“This is clearly the best format on the market and the most cost effective way to do business development for us at Symantec. The meetings with delegates, their level, the business topics, the workshops and the networking – all make it a multifaceted event from which we got enormous value!” Arnaud Taddei – Symantec

QUALITY CONTROL At GDS International, our aim is to provide you with the optimum value for the two and a half days you’ll be joining us at the summit.

How we can guarantee this is simple: We ensure the best possible quality in delegate attendees. Just as it is important for you as a solution provider to meet with high level, budget holding, decision makers, it is important for us to provide our delegates with the targeted solution providers who can best meet their needs, thus justifying their time out of the office. Our delegation targets are determined through highly focused planning: 

Market research in partnership with global analyst firms to identify industry trends, challenges, and forecasted budget spending patterns



Review of topics and ideal delegates with our Summit Advisory Board, consisting of Global Industry Thought leaders and end users



Creation of a targeted program agenda to attract the relevant delegates



Formulation of a specific Delegate Target Report, which identifies the parameters in which we would define an ideal delegation, broken down by region, company size, budget size, and key focus areas.

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Analysis of each delegate who confirms attendance with assigned points value based around correlation with delegate targets

SUMMIT INTELLIGENCE SUMMARY

STATISTICAL ANALYSIS OF SUMMIT DELEGATE QUESTIONNAIRES 2014 BUDGET BREAKDOWN 25 20 15

Number of 10 Delegates 5 0

Budget Size (in USD)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

23%

16% Mandated investments to meet regulatory/legal requirements Investments to maintain/run existing systems and processes Investments to support business innovation

19% 42% Investments to support business growth

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 30

Number of 20 Delegates 15

Investment Priorities 0-12 months

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 35

Number of Delegates 20

Investment Priorities 0-12 months

DELEGATE INTELLIGENCE REPORTS

CONFIRMED DELEGATE LIST Below you will find the list of confirmed executives that you will be meeting at the event. Utilizing this list and the information in the following pages will enable the business meetings you choose at the event to be best tailored around the service requirements of our delegation. Company Abdi Ibrahim Amer Sports Bank of Montreal Barclays BASF Bayer Material Science AG BBVA Bonduelle Bonduelle Ciner Group Danone Danske Bank Datwyler Sealing Solutions DEKRA SE DEKRA SE Deutsche Bank Deutsche Bank DHL Enel Energa SA Federal Government of Austria Ferrovie dello Stato Italiane Gunvor Group Hargreaves Lansdown International Airlines Group IPG Mediabrands Kerry Foods

Attendee

Position

Emre Vural Ludovic Legros Orele Pluck Nuno Oliveira Wiebe Van-der Horst Evin Hizaler Hoffmann Gustavo Azanon-Porres Francis Ruffin Ludovic Decourcelle Mahmut Kursun Mariusz Jarecki Martin Stampe Nik Pichler Martin Bordt Karin Neumann Sameer Chauhan Michael Brand Tim Bolam Gustavo Troisi Roman Dudzik Reinhard Posch Alessandro Musumeci Andreas Ioannou David Davies Adrian Steel Hossein Houssaini David Farquhar

CIO Global ICS Director Head of Technology (EMEA) Chief Architect Portugal and European Senior Lead Solution Architect / Designer SVP Global Process & Enterprise Architecture Head of Information Management & Workplace Solutions Acting CIO & Global Head Markets & Operations Business Solution Director CIO CIO CIO CE, SEE, DACH Regions VP IT Development CIO, VP ICT Head of International IT International Product Manager Cloud Services COO/ Chief of Staff, AS AWM and Securities IT Lead Solutions Architect VP IT Project Delivery & Business Development Head of Planning, Control of Global ICT Enel Group CIO CIO Group CIO Group CIO IT Director Global Head of IT Operations Director of Technology Regional Business Engagement Manager

Kingspan Group KONE Corporation Legal & General Lloyds Banking Group Mainstream Renewable Power Maisadour Malta Government-Ministry for Justice, Culture & Local Government Merck KGaA Neinver Ordnance Survey Parmalat Porr AG Prologis Prudential Red Eléctrica de España (REE) Rosbank Royal Ten Cate Sandoz France SAS Santander SEB Estonia SEB Life & Pension Swedbank Swiss Re TAURON Group Tupperware Valmet VTB Capital Yıldız Holding

John Shaw Simon Green Abol Froushan Rob Lee Vernon Fox Catherine Zaccarini

CIO Director, Head of Customer Process Solution Team Head of Enterprise Architecture Head of Information Architecture CIO & Head of Information Services CIO Groupe Cooperatif

Michelle Mangion

CIO

David Wills Sergio Jimenez Delgado Charles Timson Luciano Cerboni Harald Kriesche Robbert Heekelaar John Manning Angel Mahou Andrey Ezrokhi Roel Durlinger Philippe Maure Jaime Carbó de Haya Paul Leis Thomas Stenborg Mikael Schmid Jürgen Atzgerstorfer Lukasz Krause Andrew Wheatley Ismo Vaiste Kurpall Mann Yekta Caymaz

Director Global ERP Projects IT Director CTO Service Delivery Manager IS CIO Real Estate Applications Manager Europe Head of Technology and Information Security Risk CIO CIO Corporate Information Manager IT Head France Corporate Technology CTO Head of IT Business System Head of Development LC&I Group IT Consulting Partner for IT CIO IT Director Datacentres IT Director Global Head of Enterprise Infrastructure Architecture Global CIO

PART 1: REGISTRATION PROFILE The first Turkish company on the list of the world's largest pharmaceutical companies, Abdi İbrahim was founded as a small pharmaceutical laboratory in 1912. It serves medicine and people through its pharmaceuticals and its pioneering, innovative style, and is today a respected, rapidly growing and elite player in the Turkish pharmaceutical market. Its powerful vision, dynamic structure and modern outlook have made it the leader in the Turkish pharmaceutical market in turnover and total box sales since 2003. Moreover, it has close to 2800 qualified employees, making it the largest employer in the sector. In addition, it has the biggest marketing-sales staff. Abdi İbrahim, which has great standing in the sector on account of its 150-brand portfolio, a 350-million box production capacity and close to 30 licensers, is becoming an international success, exporting to more than 20 countries in four main regions. NAME: Emre Vural EXECUTIVE TITLE: CIO COMPANY NAME: Abdi Ibrahim PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 10 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 1 Application Management/Modernization 3 2 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 3 2 Business Continuity/ Disaster Recovery 1 1 Business Process Management/ Analysis 3 3 BYOD/ CYOD 3 2 Capacity Planning/Performance Management 4 3 Cloud Security 4 3 Collaboration 3 3 Convergence of Technologies 5 4 Customer Experience Management 5 4 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation / Optimisation 5 3

Data Loss Prevention 4 4 Data Management / Mining / Storage 3 3 Desktop Virtualisation 3 3 Electronic Data Interchange and ePayments 5 5 Enterprise Architecture and Business Process Management 3 3 Enterprise Content Management/Managed Print Services 5 5 Enterprise Mobility 2 2 Enterprise Portfolio Management 3 2 Enterprise Resource Planning (ERP) 5 5 GRC 4 3 Green IT / Energy Management 5 4 HR, Workforce Management and HCM 4 3 Hybrid Cloud 3 3 Identity and Access Management 3 2 In Memory Computing 3 3 Internet of Things 4 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 2 2 IT Security 2 2 M2M 4 3 Master Data Management 3 3 Mobile Device / Workforce Management / Security 3 2 Near Field Communications (NFC) 4 3 Network Security Management 4 4 Open Stack 5 5 Physical and Logical Security 3 3 Predictive Analytics 4 3 Process Optimisation 5 5 Secure Remote Access 4 3 Server/Storage Virtualisation 3 3 Service Orientated Architecture 5 4 Social Media 4 3 Software as a Service (Cloud) 3 2 Software Defined Networks (SDN) 4 4 Telepresence/Unified Communications 3 3 Virtualization 3 3 Wireless Technology 4 4 X as a Service 4 3 Public/Private Cloud 4 3 How many endpoints do you have? 800 Is you data centre in-house or outsourced? In-house If in-housed how many servers do you have? Nearly 100 virtual servers How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: - IT Governance - CIO CMO conflict - Enterprise portfolio management How do you foresee the role of the CIO changing over the next 12 months? The role of CIO will shift to a business role, and CIOs should be ready to take the role of CDO-Chief digital officer.

PART 1: REGISTRATION PROFILE Amer Sports is a sporting goods company with internationally recognized brands including Salomon, Wilson, Atomic, Arc’teryx, Mavic, Suunto and Precor. The company’s technically-advanced sports equipment, footwear, apparel and accessories improve performance and increase the enjoyment of sports and outdoor activities. Amer Sports’ business is balanced through its broad portfolio of sports and products and a presence in all major markets. The offering of sports equipment, apparel, footwear and accessories covers a wide range of sports including tennis, badminton, golf, American football, soccer, baseball, basketball, alpine skiing, snowboarding, cross-country skiing, fitness training, cycling, running, hiking and diving. In 2012, the company’s largest geographical markets in terms of sales were the United States, Germany, France, Japan, Canada and Austria. NAME: Ludovic Legros EXECUTIVE TITLE: Global ICS Director COMPANY NAME: Amer Sports PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 20 Investments to support business growth 35 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 1 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 4 3 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 5 5 BYOD/ CYOD 3 2 Capacity Planning/Performance Management 2 2 Cloud Security 3 3 Collaboration 3 4 Convergence of Technologies 3 2 Customer Experience Management 3 2 Customer Relationship Management (CRM) 3 2

Data Centre Virtualisation / Optimisation Data Loss Prevention Data Mining / Management / Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

3 4 3 5 4 5 5 3 5 5 4 5 3 3 4 2 2 4 3 2 5 4 2 4 4 5 3 3 5 3 3 4 3 3 4 3 3 4 5 4

3 3 2 3 3 5 5 2 5 5 4 4 2 3 3 3 3 3 3 2 5 4 2 3 4 5 3 2 5 2 3 4 3 3 3 2 3 4 5 3

5 Is you data centre in-house or outsourced? both, it depends on the applications If in-housed how many servers do you have? several hundred as many of them are virtualized How many data centres do you have? 3 Topics you would like to see discussed during a workshop or panel discussion: MDM Analytics, data mining & CRM BYOD Cloud, SaaS / Vendor agreement to cover security requirement How do you foresee the role of the CIO changing over the next 12 months? as business transformation leader

PART 1: REGISTRATION PROFILE Established in 1817 as Bank of Montreal, BMO Financial Group is a highly diversified financial services organisation. With total assets of $549bn as of July 31, 2013 – and more than 46,500 employees – BMO provides a broad range of retail banking, wealth management and investment banking products and solutions. We serve Canadian clients through BMO Bank of Montreal, our personal and commercial banking business, BMO Nesbitt Burns, one of Canada’s leading wealth management firms, and BMO Capital MarketsTM, our North American investment and corporate banking division. In the United States, clients are served through BMO Harris Bank, a major US Midwest personal and commercial bank, and BMO Private Bank, with wealth management offices across the United States, as well as BMO Capital MarketsTM, our North American investment and corporate banking division. NAME: Orele Pluck EXECUTIVE TITLE: Head of Technology (EMEA) COMPANY NAME: Bank of Montreal PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 10 Investments to support business growth 25 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 3 3 Big Data 2 2 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 4 3 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 2 2 Cloud Security 3 3 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 3 3

Customer Relationship Management (CRM) 3 Data Centre Virtualisation / Optimisation 3 Data Loss Prevention 3 Data Management / Mining / Storage 3 Desktop Virtualisation 3 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 3 Enterprise Content Management/Managed Print Services 3 Enterprise Mobility 3 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 4 GRC 1 Green IT / Energy Management 3 HR, Workforce Management and HCM 3 Hybrid Cloud 3 Identity and Access Management 3 In Memory Computing 3 Internal Communications 3 Internet of Things 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 2 M2M 4 Master Data Management 4 Mobile Device / Workforce Management / Security 2 Near Field Communications (NFC) 4 Network Security Management 3 Open Stack 4 Physical and Logical Security 3 Predictive Analytics 4 Process Optimisation 3 Secure Remote Access 3 Server/Storage Virtualisation 3 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 4 Telepresence/Unified Communications 4 Virtualization 4 Wireless Technology 3 X as a Service 3 Public/Private Cloud 4 How many endpoints do you have? 350 Is you data centre in-house or outsourced? inhouse If in-housed how many servers do you have? 150 How many data centres do you have? 4 Topics you would like to see discussed during a workshop or panel discussion: GRC, Xaa, IoTs and Big Data How do you foresee the role of the CIO changing over the next 12 months?

4 3 3 3 4 4 4 4 3 4 4 1 4 4 3 3 3 3 3 3 2 3 3 2 4 3 3 3 3 3 3 4 4 3 3 3 3 4 3 3 3

PART 1: REGISTRATION PROFILE Barclays is a major global financial services provider engaged in personal banking, credit cards, corporate and investment banking and wealth and investment management with an extensive international presence in Europe, the Americas, Africa and Asia. With over 300 years of history and expertise in banking, Barclays operates in over 50 countries and employs 140,000 people. Barclays moves, lends, invests and protects money for customers and clients worldwide. NAME: Nuno Oliveira EXECUTIVE TITLE:

Chief Architect Portugal and European Senior Lead Solution Architect / Designer

COMPANY NAME: Barclays PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other Don't know

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 50 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 1 Application Management/Modernization 1 Application Security/ Data Loss Prevention/Email Security 2 Big Data 2 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 3 BYOD/ CYOD 1 Capacity Planning/Performance Management 4 Cloud Security 3 Collaboration 3 Convergence of Technologies 1 Customer Experience Management 1 Customer Relationship Management (CRM) 2 Data Centre Virtualisation 4 Data Centre Optimisation 4 Data Loss Prevention 4

Priority beyond 12 mths 1 1 3 2 4 3 2 4 3 3 2 1 3 5 5 4

Data Management Data Mining Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

2 2 4 5 4 2 3 1 1 4 4 3 4 3 2 4 3 3 3 2 4 3 1 4 3 4 3 3 3 4 5 1 2 3 5 4 5 3 3 2

3 2 4 5 4 2 4 1 2 4 4 4 4 4 3 4 4 4 4 3 4 3 1 4 4 5 4 4 3 5 5 2 3 4 5 5 5 4 4 3

Is you data centre in-house or outsourced? in house If in-housed how many servers do you have? How many data centres do you have? Topics you would like to see discussed during a workshop or panel discussion: Development Factory model, Digital Strategy, Mobile Sales workforce, Innovation How do you foresee the role of the CIO changing over the next 12 months? Not really changing to my current vision since cost reduction activities will continue, digital and innovative initiatives must have more dedication and all regulatory, control & compliance topics must be sorted out.

PART 1: REGISTRATION PROFILE BASF Business Services Holding GmbH (until 31.12.2013 BASF IT Services Holding GmbH) is an indirectly wholly-owned group company of BASF SE. The group of companies employs approximately 2200 employees and had annual sales of â&#x201A;Ź523.5 million in 2013. With its long-standing expertise and high customer focus, BASF Business Services supports the effectiveness and efficiency of BASF Group business processes. NAME: Wiebe Van-der Horst EXECUTIVE TITLE: SVP Global Process & Enterprise Architecture COMPANY NAME: BASF PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 8 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 10 Investments to support business growth 32 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 2 1 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 3 2 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 1 1 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 2 2 Cloud Security 1 1 Collaboration 1 1 Convergence of Technologies 2 2 Customer Experience Management 3 3 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation 2 2 Data Centre Optimisation 2 2 Data Loss Prevention 4 4

4 4 4 3 2 1 3 2 2 4 5 4 3 1 3 3 2 2 2 1 2 3 1 4 3 5 4 2 2 5 3 5 4 1 3 2 2 5 3

Is you data centre in-house or outsourced? If in-housed how many servers do you have? How many data centres do you have? Topics you would like to see discussed during a workshop or panel discussion: - Digitalization of Business model (Digital Strategies) - Plant Automization (industry 4.0) How do you foresee the role of the CIO changing over the next 12 months? Being a business enabler with a clear roadmap to make the value add transparent

4 4 4 3 2 1 3 2 2 4 5 4 3 1 3 3 3 2 2 1 2 3 1 4 3 5 4 1 2 5 3 5 4 1 3 3 2 5 2

PART 1: REGISTRATION PROFILE Bayer MaterialScience is among the worldâ&#x20AC;&#x2122;s leading manufacturers of polymers and high-performance plastics. Our innovative developments in polycarbonates, polyurethanes, coating, adhesive and specialty raw materials enhance the design and functionality of products in a wide variety of markets. Key customers include the automotive and construction industries, the electrical and electronics sector, manufacturers of sport and leisure goods as well as representatives of the healthcare and medical technology sectors. With approximately 14,300 employees at 30 locations around the world, the company generated total sales of â&#x201A;Ź11.2 billion in 2013. Bayer MaterialScience is organized into three large business units: Polyurethanes, Polycarbonates and Coatings, Adhesives, Specialties. NAME: Evin Hizaler Hoffmann EXECUTIVE TITLE: Head of Information Management & Workplace Solutions COMPANY NAME: Bayer Material Science AG PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 5 Investments to support business growth 15 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 2 2 Business Continuity/ Disaster Recovery 1 2 Business Process Management/ Analysis 1 1 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 4 4 Cloud Security 1 1 Collaboration 1 1 Convergence of Technologies 3 3 Customer Experience Management 2 2 Customer Relationship Management (CRM) 1 1 Data Centre Virtualisation 4 4

Data Centre Optimisation Data Loss Prevention Data Management Data Mining Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have? Is you data centre in-house or outsourced? outsourced If in-housed how many servers do you have?

4 3 3 4 2 4 4 2 2 1 2 2 4 2 3 2 2 3 2 3 3 1 3 3 2 4 2 4 1 3 3 4 4 2 1 2 3 2 3 4 5 2

How many data centres do you have? Topics you would like to see discussed during a workshop or panel discussion: IT Security, social collaboration & networking, mobility (also bring BYOD) How do you foresee the role of the CIO changing over the next 12 months? visionary and keeping up with trends especially digitalization, taking care more of IT Security

4 3 3 4 2 4 4 2 2 1 2 2 4 2 3 2 2 3 2 3 3 1 3 3 2 4 2 4 1 3 3 4 4 2 1 2 3 2 3 4 5 2

PART 1: REGISTRATION PROFILE BBVA is a customer-centric global retail financial Group founded in 1857 that provides its customers around the world a full range of financial and non-financial products and services. BBVA relies on technology as a key sustainable competitive advantage in financial services. BBVA enjoys a solid leadership position in the Spanish market, is the largest financial institution in Mexico and has leading franchises in South America and the US Sunbelt region. Additionally, it has a relevant banking presence in Turkey and China (through strategic investments in Garanti Bank and CITIC respectively) and operates an extensive branch network worldwide. NAME: Gustavo Azanon-Porres EXECUTIVE TITLE: Acting CIO & Global Head Markets & Operations COMPANY NAME: BBVA PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 20 Investments to support business growth 50 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 2 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 3 3 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 2 1 BYOD/ CYOD 5 5 Capacity Planning/Performance Management 4 4 Cloud Security 3 3 Collaboration 4 4 Convergence of Technologies 3 3 Customer Experience Management 4 4 Customer Relationship Management (CRM) 3 2 Data Centre Virtualisation 3 3 Data Centre Optimisation 2 1

Data Loss Prevention Data Management Data Mining Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

4 3 4 4 5 5 2 5 5 4 4 4 4 5 3 4 3 4 5 1 4 4 3 4 5 4 4 4 3 2 5 3 2 5 2 3 5 3 5 3

4 3 4 4 5 5 2 5 5 4 4 4 4 5 3 4 2 4 4 1 3 4 3 4 5 4 4 4 3 2 5 3 2 5 2 3 5 3 5 3

PART 1: REGISTRATION PROFILE The family-owned French company generates 64% of all revenues outside France and has 10,000 employees (full-time equivalent). Bonduelle is turning vegetables into the food of the future by continuously increasing the number of opportunities for them be enjoyed and making sure consumers are well informed about their health benefits of eating vegetables. Bonduelle offers a full range of national brand and private label products, well suited to modern consumption patterns and guaranteeing the highest possible nutritional values and best taste. NAME: Francis Ruffin EXECUTIVE TITLE: Business Solution Director COMPANY NAME: Bonduelle PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 15 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 2 2 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 4 4 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 4 4 Cloud Security 4 4 Collaboration 1 1 Convergence of Technologies 4 4 Customer Experience Management 1 1 Customer Relationship Management (CRM) 1 1 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 4 4

Data Management 2 2 Data Mining 2 2 Data Storage 5 5 Desktop Virtualisation 5 5 Electronic Data Interchange and ePayments 3 3 Enterprise Architecture and Business Process Management 5 5 Enterprise Content Management/Managed Print Services 4 4 Enterprise Mobility 2 2 Enterprise Portfolio Management 4 4 Enterprise Resource Planning (ERP) 2 2 GRC 5 5 Green IT / Energy Management 5 5 HR, Workforce Management and HCM 1 1 Hybrid Cloud 5 5 Identity and Access Management 4 4 In Memory Computing 2 2 Internal Communications 3 3 Internet of Things 2 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 5 5 IT Security 3 3 M2M 1 1 Master Data Management 2 2 Mobile Device / Workforce Management / Security 2 4 Near Field Communications (NFC) 4 4 Network Security Management 4 4 Open Stack 5 5 Physical and Logical Security 5 5 Predictive Analytics 2 2 Process Optimisation 4 4 Secure Remote Access 5 5 Server/Storage Virtualisation 5 5 Service Orientated Architecture 5 5 Social Media 2 2 Software as a Service (Cloud) 2 2 Software Defined Networks (SDN) 5 5 Telepresence/Unified Communications 3 3 Virtualization 5 5 Wireless Technology 3 3 X as a Service 5 5 Public/Private Cloud 4 4 How many endpoints do you have? 50 Is you data centre in-house or outsourced? outsourced If in-housed how many servers do you have? How many data centres do you have? 1 Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months? Digital transformer facilitator, support for business to understand the avalanche of new usages coming with all news technology capacities. Promoting pocs and tests

PART 1: REGISTRATION PROFILE The family-owned French company generates 64% of all revenues outside France and has 10,000 employees (full-time equivalent). Bonduelle is turning vegetables into the food of the future by continuously increasing the number of opportunities for them be enjoyed and making sure consumers are well informed about their health benefits of eating vegetables. Bonduelle offers a full range of national brand and private label products, well suited to modern consumption patterns and guaranteeing the highest possible nutritional values and best taste. NAME: Ludovic Decourcelle EXECUTIVE TITLE: CIO COMPANY NAME: Bonduelle PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 5 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 1 1 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 3 3 Big Data 2 1 Business Continuity/ Disaster Recovery 3 3 Business Process Management/ Analysis 3 3 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 4 4 Cloud Security 2 2 Collaboration 2 2 Convergence of Technologies 3 3 Customer Experience Management 1 1 Customer Relationship Management (CRM) 1 1 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 4 4

Data Management 2 2 Data Mining 2 1 Data Storage 4 4 Desktop Virtualisation 3 3 Electronic Data Interchange and ePayments 3 3 Enterprise Architecture and Business Process Management 3 3 Enterprise Content Management/Managed Print Services 3 3 Enterprise Mobility 2 2 Enterprise Portfolio Management 3 3 Enterprise Resource Planning (ERP) 3 2 GRC 3 3 Green IT / Energy Management 4 4 HR, Workforce Management and HCM 3 3 Hybrid Cloud 3 3 Identity and Access Management 2 2 In Memory Computing 3 3 Internal Communications 2 2 Internet of Things 2 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 3 IT Security 3 3 M2M 2 2 Master Data Management 3 3 Mobile Device / Workforce Management / Security 2 2 Near Field Communications (NFC) 3 3 Network Security Management 3 3 Open Stack 3 3 Physical and Logical Security 3 3 Predictive Analytics 2 1 Process Optimisation 3 3 Secure Remote Access 2 2 Server/Storage Virtualisation 3 3 Service Orientated Architecture 3 3 Social Media 2 2 Software as a Service (Cloud) 2 2 Software Defined Networks (SDN) 3 3 Telepresence/Unified Communications 4 4 Virtualization 3 3 Wireless Technology 2 2 X as a Service 3 3 Public/Private Cloud How many endpoints do you have? 50 Is you data centre in-house or outsourced? outsourced If in-housed how many servers do you have? How many data centres do you have? 3 Topics you would like to see discussed during a workshop or panel discussion: Role of IT in digital marketing How do you foresee the role of the CIO changing over the next 12 months? He will become more and more a business partner, involved in business growth, and closely in partnership with Marketing.

PART 1: REGISTRATION PROFILE Ciner Group is one of the biggest groups in Turkey, especially specialized in energy, mining and media sectors. With the help of coal powered thermic power plants Ciner Group produces almost 5% of Turkish electricity. Ciner Group has a strong expertise in the mining sector and currently operates coal, asphaltite, trona (soda ash), copper mines of Turkey. Ciner group has also a strong position in Turkish media sector with most viewed news channels, HaberturkTV and BloombergHT, second most selling national newspaper Haberturk and seven magazines, which also include Newsweek, MarieClaire, Geo, FHM, and also owns one of the biggest news website called Haberturk.com. NAME: Mahmut Kursun EXECUTIVE TITLE: CIO COMPANY NAME: Ciner Group PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 15 Investments to support business innovation 35 Investments to support business growth 35 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 2 2 Business Continuity/ Disaster Recovery 3 3 Business Process Management/ Analysis 4 4 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 3 3 Cloud Security 3 3 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 4 4 Data Centre Virtualisation 3 3 Data Centre Optimisation 3 3

Data Loss Prevention 2 Data Management 3 Data Mining 2 Data Storage 2 Desktop Virtualisation 2 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 3 Enterprise Content Management/Managed Print Services 4 Enterprise Mobility 3 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 4 GRC 3 Green IT / Energy Management 3 HR, Workforce Management and HCM 4 Hybrid Cloud 3 Identity and Access Management 3 In Memory Computing 3 Internal Communications 3 Internet of Things 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 2 IT Security 2 M2M 3 Master Data Management 3 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 3 Network Security Management 3 Open Stack 2 Physical and Logical Security 2 Predictive Analytics 2 Process Optimisation 3 Secure Remote Access 3 Server/Storage Virtualisation 3 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 3 Virtualization 3 Wireless Technology 2 X as a Service 3 Public/Private Cloud How many endpoints do you have? 50 Is you data centre in-house or outsourced? in house If in-housed how many servers do you have? 3 How many data centres do you have? 3 Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE

NAME: Mariusz Jarecki EXECUTIVE TITLE: CIO CE, SEE, DACH Regions COMPANY NAME: Danone PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 55 Investments to support business innovation 20 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 4 3 Big Data 3 2 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 3 3 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 5 4 Cloud Security 3 3 Collaboration 2 2 Convergence of Technologies 4 4 Customer Experience Management 3 3 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 5 5

Data Management 4 Data Mining 4 Data Storage 5 Desktop Virtualisation 5 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 4 Enterprise Content Management/Managed Print Services 5 Enterprise Mobility 4 Enterprise Portfolio Management 4 Enterprise Resource Planning (ERP) 5 GRC 4 Green IT / Energy Management 5 HR, Workforce Management and HCM 5 Hybrid Cloud 5 Identity and Access Management 4 In Memory Computing 5 Internal Communications 4 Internet of Things 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 4 IT Security 4 M2M 4 Master Data Management 5 Mobile Device / Workforce Management / Security 4 Near Field Communications (NFC) 5 Network Security Management 4 Open Stack 5 Physical and Logical Security 4 Predictive Analytics 4 Process Optimisation 4 Secure Remote Access 4 Server/Storage Virtualisation 5 Service Orientated Architecture 5 Social Media 4 Software as a Service (Cloud) 4 Software Defined Networks (SDN) 4 Telepresence/Unified Communications 5 Virtualization 5 Wireless Technology 5 X as a Service 4 Public/Private Cloud 5 How many endpoints do you have? 8000+ Is you data centre in-house or outsourced? majority still in-house; for some geographies already outsourced; other IAAS during realization If in-housed how many servers do you have? still more than 300 servers in-housed How many data centres do you have? 1 + local server rooms Topics you would like to see discussed during a workshop or panel discussion: all around Digital Marketing, BI but as well effective team management and motivation How do you foresee the role of the CIO changing over the next 12 months? stay business partner and become innovation center if not yet done

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PART 1: REGISTRATION PROFILE The Danske Bank Group, headquartered in Copenhagen, is the largest bank in Denmark and one of the leading financial enterprises in northern Europe. They offer a full range of banking services. Danske Bank is organised in three business units â&#x20AC;&#x201C; personal banking, business banking and corporates & institutions â&#x20AC;&#x201C; that span all of the Group's geographical markets. NAME: Martin Stampe EXECUTIVE TITLE: VP IT Development COMPANY NAME: Danske Bank PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 5 Investments to support business innovation 30 Investments to support business growth 60 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 2 Application Management/Modernization 2 Application Security/ Data Loss Prevention/Email Security 3 Big Data 1 Business Continuity/ Disaster Recovery 4 Business Process Management/ Analysis 4 BYOD/ CYOD 4 Capacity Planning/Performance Management 4 Cloud Security 2 Collaboration 2 Convergence of Technologies 1 Customer Experience Management 1 Customer Relationship Management (CRM) 2 Data Centre Virtualisation 3 Data Centre Optimisation 3 Data Loss Prevention 4 Data Management 2

Priority beyond 12 mths 2 2 3 1 4 4 4 4 2 2 1 1 2 3 3 4 2

Data Mining 4 4 Data Storage 4 4 Desktop Virtualisation 4 4 Electronic Data Interchange and ePayments 3 3 Enterprise Architecture and Business Process Management 2 2 Enterprise Content Management/Managed Print Services 4 4 Enterprise Mobility 2 2 Enterprise Portfolio Management 4 4 Enterprise Resource Planning (ERP) 4 4 GRC 4 4 Green IT / Energy Management 4 4 HR, Workforce Management and HCM 5 5 Hybrid Cloud 2 2 Identity and Access Management 3 3 In Memory Computing 4 4 Internal Communications 3 3 Internet of Things 2 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 3 IT Security 2 2 M2M 3 3 Master Data Management 3 3 Mobile Device / Workforce Management / Security 2 2 Near Field Communications (NFC) 4 4 Network Security Management 4 4 Open Stack 3 3 Physical and Logical Security 5 5 Predictive Analytics 2 2 Process Optimisation 5 5 Secure Remote Access 5 5 Server/Storage Virtualisation 5 5 Service Orientated Architecture 5 5 Social Media 3 3 Software as a Service (Cloud) 3 3 Software Defined Networks (SDN) 4 4 Telepresence/Unified Communications 5 5 Virtualization 4 4 Wireless Technology 5 5 X as a Service 5 5 Public/Private Cloud 3 3 How many endpoints do you have? Are responsible for customer facing solutions Is you data centre in-house or outsourced? In house If in-housed how many servers do you have? 100+ How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: Big data Internet of things Customer experience management How do you foresee the role of the CIO changing over the next 12 months? From solution monopolist to solution provider and solution broker (of 3rd parties) From IT delivery engine to business sparring partner From generalist to specialist in tech disciplines (architecture, infrastructure, etc)

PART 1: REGISTRATION PROFILE Datwyler is a Swiss manufacturer of customer-specific sealing solutions with over 5 000 employees and 14 globally distributed production locations. All around the world Datwyler ensures enduring reliability of spectacular building and civil engineering projects, helps global brands from the consumer goods market to reach international impact and Datwyler is the preferred partner of leading automotive supplier and pharmaceutical manufacturers. NAME: Nikolaus Pichler EXECUTIVE TITLE: CIO, VP ICT COMPANY NAME: Datwyler Sealing Solutions PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 50 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 5 5 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 5 5 Big Data 5 5 Business Continuity/ Disaster Recovery 5 4 Business Process Management/ Analysis 1 1 BYOD/ CYOD 5 5 Capacity Planning/Performance Management 5 5 Cloud Security 3 5 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 2 2 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 5 5 Data Management 4 4

Data Mining Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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Is you data centre in-house or outsourced? outsourced If in-housed how many servers do you have? How many data centres do you have? 1 Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE DEKRA is one of the worldâ&#x20AC;&#x2122;s leading expert organisations. The company currently maintains a presence in 50 countries in Western and Eastern Europe as well as in the US, Brazil, North and South Africa, Israel, Japan and China. More than 27,000 employees are committed to ensuring long-term safety, quality and environmental protection. The DEKRA business units 'automotive', 'industrial' and 'personnel' provide professional and innovative services in the fields of vehicle inspections, expert appraisals, international claims management, consulting, industrial testing, product testing, certification, environmental protection, qualification, temporary work as well as outand new placement. In 2013, DEKRA generated sales totalling more than â&#x201A;Ź2bn. NAME: Karin Neumann EXECUTIVE TITLE: International Product Manager Cloud Services COMPANY NAME: DEKRA SE PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other NA

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 20 Investments to support business growth 35 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 5 Application Management/Modernization 1 Application Security/ Data Loss Prevention/Email Security 2 Big Data 5 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 1 BYOD/ CYOD 3 Capacity Planning/Performance Management 3 Cloud Security 2 Collaboration 2 Convergence of Technologies 2 Customer Experience Management 3 Customer Relationship Management (CRM) 2 Data Centre Virtualisation 4

Priority beyond 12 mths 4 1 1 4 2 1 3 3 1 1 1 3 2 3

Data Centre Optimisation Data Loss Prevention Data Management Data Mining / Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have? x.000 Is you data centre in-house or outsourced? both If in-housed how many servers do you have?

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How many data centres do you have? Topics you would like to see discussed during a workshop or panel discussion: Cloud (private, hybrid) and X as a Service approaches in global enterprises with a variaty of branch offices and subsidiaries around the globe, integration of non-company owned solution and service providers and respective identity management, security and compliance approaches How do you foresee the role of the CIO changing over the next 12 months?

PART 1: REGISTRATION PROFILE DEKRA is one of the worldâ&#x20AC;&#x2122;s leading expert organisations. The company currently maintains a presence in 50 countries in Western and Eastern Europe as well as in the US, Brazil, North and South Africa, Israel, Japan and China. More than 27,000 employees are committed to ensuring long-term safety, quality and environmental protection. The DEKRA business units 'automotive', 'industrial' and 'personnel' provide professional and innovative services in the fields of vehicle inspections, expert appraisals, international claims management, consulting, industrial testing, product testing, certification, environmental protection, qualification, temporary work as well as out- and new placement. In 2013, DEKRA generated sales totalling more than â&#x201A;Ź2bn. NAME: Martin Bordt EXECUTIVE TITLE: Head of International IT COMPANY NAME: DEKRA SE PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 5 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 4 3 Application Management/Modernization 4 3 Application Security/ Data Loss Prevention/Email Security 2 4 Big Data 5 4 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 3 3 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 3 3 Cloud Security 2 3 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation 4 4

Data Centre Optimisation 4 Data Loss Prevention 4 Data Management 4 Data Mining 4 Data Storage 3 Desktop Virtualisation 3 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 2 Enterprise Content Management/Managed Print Services 2 Enterprise Mobility 3 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 3 GRC 3 Green IT / Energy Management 5 HR, Workforce Management and HCM 5 Hybrid Cloud 3 Identity and Access Management 2 In Memory Computing 5 Internal Communications 2 Internet of Things 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 4 M2M 4 Master Data Management 4 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 5 Network Security Management 5 Open Stack 5 Physical and Logical Security 5 Predictive Analytics 4 Process Optimisation 3 Secure Remote Access 4 Server/Storage Virtualisation 4 Service Orientated Architecture 4 Social Media 4 Software as a Service (Cloud) 1 Software Defined Networks (SDN) 4 Telepresence/Unified Communications 2 Virtualization 4 Wireless Technology 4 X as a Service 1 Public/Private Cloud How many endpoints do you have? 30000 Is you data centre in-house or outsourced? both If in-housed how many servers do you have? many How many data centres do you have? many Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE

NAME: Michael Brand EXECUTIVE TITLE: Lead Solutions Architect COMPANY NAME: Deutsche Bank PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 10 Investments to support business innovation 60 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 4 Application Management/Modernization 3 Application Security/ Data Loss Prevention/Email Security 4 Big Data 3 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 4 BYOD/ CYOD 4 Capacity Planning/Performance Management 3 Cloud Security 4 Collaboration 4 Convergence of Technologies 3 Customer Experience Management 4 Customer Relationship Management (CRM) 4 Data Centre Virtualisation 2 Data Centre Optimisation 2 Data Loss Prevention 4 Data Management / Mining 4

Priority beyond 12 mths 4 3 4 3 3 4 4 3 4 4 3 4 4 2 2 4 4

Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility / Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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Is you data centre in-house or outsourced? Some are in-house, some are outsourced. If in-housed how many servers do you have? >50,000 How many data centres do you have? >10 Topics you would like to see discussed during a workshop or panel discussion: Platform as as Service, self service portals, Virtualisation, application containerisation technologies such as Docker, Open Stack, Open Shift, Cloud Foundry, application monitoring and alerting which also automatically takes remedial actions, ephemeral computing, auto provisioning of servers and applications, message based backend services for front side applications, message buses, combined compute and storage. How do you foresee the role of the CIO changing over the next 12 months?

PART 1: REGISTRATION PROFILE Deutsche Bank is a leading global universal bank. Its businesses encompass a wide range of products and services in investment, corporate and retail banking as well as in asset and wealth management. The Group operates in all regions of the world. We are the leader in our German home market and enjoy an outstanding position in Europe. We also have a strong competitive position in North America as well as in key emerging markets, particularly in Asia. The Group is backed by strong capital and liquidity funding. Deutsche Bank comprises five corporate divisions: corporate banking & securities (CB&S), global transaction banking (GTB), asset & wealth management (AWM), private & business clients (PBC) and the non-core operations unit (NCOU). NAME: Sameer Chauhan EXECUTIVE TITLE: COO/ Chief of Staff, AS AWM and Securities IT COMPANY NAME: Deutsche Bank PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 45 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 10 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 1 2 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 2 1 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 2 2 BYOD/ CYOD 1 1 Capacity Planning/Performance Management 3 3 Cloud Security 3 3 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 2 2 Customer Relationship Management (CRM) 2 3 Data Centre Virtualisation 3 3

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If in-housed how many servers do you have? How many data centres do you have? Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE Deutsche Post DHL is the world's leading postal and logistics services group. The Deutsche Post and DHL corporate brands represent a one-ofa-kind portfolio of logistics (DHL) and communications (Deutsche Post) services. The Group provides its customers with both easy to use standardized products as well as innovative and tailored solutions ranging from dialog marketing to industrial supply chains. About 480,000 employees in more than 220 countries and territories form a global network focused on service, quality and sustainability. With programs in the areas of environmental protection, 7/9 disaster management and education, the Group is committed to social responsibility. In 2013 Deutsche Post DHL generated revenues of more than â&#x201A;Ź55 billion. NAME: Tim Bolam EXECUTIVE TITLE: VP IT Project Delivery & Business Development COMPANY NAME: DHL PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 50 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 5 2 Application Management/Modernization 5 2 Application Security/ Data Loss Prevention/Email Security 5 3 Big Data 5 3 Business Continuity/ Disaster Recovery 5 3 Business Process Management/ Analysis 2 2 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 2 2 Cloud Security 3 3 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 3 3

Data Centre Optimisation Data Loss Prevention Data Management / Mining / Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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5 Is you data centre in-house or outsourced? IN House If in-housed how many servers do you have? 3000+ How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE Enel is Italy's largest power company and Europe's second listed utility by installed capacity. It is one of the leading integrated operators in the electricity and gas to Europe and Latin America. The Group is present in 40 countries on four continents, working in the field of generation with a net installed capacity of over 98 GW and distributing electricity and gas to around 61 million customers through a network of approximately 1.9 million kilometres. In 2013 Enel employs more than 71,000 people and operates a power plant portfolio diversified between hydroelectric, thermal, nuclear, geothermal, wind, solar and other renewable sources. NAME: Gustavo Troisi EXECUTIVE TITLE: Head of Planning, Control of Global ICT Enel Group COMPANY NAME: Enel PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 45 Investments to support business innovation 40 Investments to support business growth 5 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 1 2 Big Data 1 1 Business Continuity/ Disaster Recovery 2 1 Business Process Management/ Analysis 2 2 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 2 2 Cloud Security 2 1 Collaboration 2 2 Convergence of Technologies 2 1 Customer Experience Management 2 2 Customer Relationship Management (CRM) 2 1 Data Centre Virtualisation 2 1 Data Centre Optimisation 1 1

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PART 1: REGISTRATION PROFILE Today, ENERGA Group is one of the four largest groups of energy companies in Poland (next to PGE, Tauron and Enea) and the leader of the Polish market in terms of the share of renewable energy in own production. The Groupâ&#x20AC;&#x2122;s core activities include the distribution and generation of and trading in electricity. The Group supplies and sells electricity to more than 2.9 million customers, both households and the business sector. ENERGA Group is the third largest integrated distribution system operator (DSO) in Poland in terms of the volume of energy supplied. Its distribution grid consists of 190,000 km of power lines and covers almost 77 km2, approx. 25% of the area of Poland. NAME: Roman Dudzik EXECUTIVE TITLE: CIO COMPANY NAME: Energa SA PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 10 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 3 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 4 4 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 4 4 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 4 4 Cloud Security 4 4 Collaboration 4 4 Convergence of Technologies 4 4 Customer Experience Management 3 3 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation / Optimisation 4 4 Data Loss Prevention 4 4

Data Management Data Mining / Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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PART 1: REGISTRATION PROFILE The platform Digital Austria is the coordination and strategy committee of the Federal Government for eGovernment in Austria. eGovernment includes the totality of all electronic public administration services for the Austrian people. With it access to and contact with public authorities become easier. More than 93% of the enterprises already use eGovernment services, more and more citizens are electronic customers. eGovernment is a synonym for a modern and innovative state in which quality, trust and speed are central elements. NAME: Reinhard Posch EXECUTIVE TITLE: CIO COMPANY NAME: Federal Government of Austria PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other I am strategy not service provision oriented

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 60 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 10 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 3 Application Management/Modernization 2 Application Security/ Data Loss Prevention/Email Security 1 Big Data 2 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 2 BYOD/ CYOD 2 Capacity Planning/Performance Management 4 Cloud Security 1 Collaboration 1 Convergence of Technologies 2 Customer Experience Management 2 Customer Relationship Management (CRM) 3 Data Centre Virtualisation / Optimisation 4 Data Loss Prevention 2 Data Management 3

Priority beyond 12 mths 3 2 1 2 3 3 2 4 1 1 3 2 3 4 2 3

Data Mining / Storage 4 4 Desktop Virtualisation 2 2 Electronic Data Interchange and ePayments 2 2 Enterprise Architecture and Business Process Management 3 3 Enterprise Content Management/Managed Print Services 4 4 Enterprise Mobility 4 4 Enterprise Portfolio Management 4 4 Enterprise Resource Planning (ERP) 3 3 GRC 4 4 Green IT / Energy Management 2 2 HR, Workforce Management and HCM 3 3 Hybrid Cloud 2 2 Identity and Access Management 1 1 In Memory Computing 2 2 Internal Communications 2 2 Internet of Things 1 1 IT Asset Management / IT Outsourcing / IT Portfolio Management 4 4 IT Security 1 1 M2M 2 1 Master Data Management 3 3 Mobile Device / Workforce Management / Security 1 1 Near Field Communications (NFC) 2 2 Network Security Management 2 2 Open Stack 1 1 Physical and Logical Security 2 2 Predictive Analytics 4 4 Process Optimisation 3 3 Secure Remote Access 1 1 Server/Storage Virtualisation 4 4 Service Orientated Architecture 3 3 Social Media 2 2 Software as a Service (Cloud) 1 1 Software Defined Networks (SDN) 2 2 Telepresence/Unified Communications 3 3 Virtualization 4 4 Wireless Technology 3 3 X as a Service 2 2 Public/Private Cloud 1 1 How many endpoints do you have? 10K Is you data centre in-house or outsourced? we have several data centers in-house and outsourced If in-housed how many servers do you have? see above How many data centres do you have? 4 main in-house plus external Topics you would like to see discussed during a workshop or panel discussion: Cloud security especially in the area of government applications when it comes to fomal security compliance How do you foresee the role of the CIO changing over the next 12 months? In the government area it will / should develop towards an information hub enabling convergence and international cooperation also towards harmonizing the use of new services especially cloud and mobile.

PART 1: REGISTRATION PROFILE Ferrovie dello Stato Italiane is one of Italyâ&#x20AC;&#x2122;s largest and most influential industrial corporations: around 70,000 individuals contribute to running over 8,000 trains per day, transporting 600 million passengers and 50 million tons of freight per year, relying on a railway network spanning over 16,700 km, of which 1,000 km are dedicated to high-speed travel. We do not intend to stop at the Italian borders. The Mediterranean, the Middle East, Eastern Europe, the Balkans, Latin America, the US, India and Australia are the main areas where we work, exporting Italian excellence to develop railway networks in those countries. NAME: Alessandro Musumeci EXECUTIVE TITLE: Group CIO COMPANY NAME: Ferrovie dello Stato Italiane PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 30 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 3 2 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 3 3 Business Continuity/ Disaster Recovery 1 1 Business Process Management/ Analysis 4 4 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 4 4 Cloud Security 2 2 Collaboration 4 4 Convergence of Technologies 5 5 Customer Experience Management 3 3 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 3 3 Data Centre Optimisation 3 3

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How many data centres do you have? four Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months? More business oriented. Support to innovation

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PART 1: REGISTRATION PROFILE

NAME: Andreas Ioannou EXECUTIVE TITLE: Group CIO COMPANY NAME: Gunvor Group PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 15 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 1 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 3 3 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 2 2 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 3 3 Cloud Security 4 4 Collaboration 2 2 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation 3 3 Data Centre Optimisation 3 2 Data Loss Prevention 2 2 Data Management 1 1 Data Mining 3 1 Data Storage 3 3

Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have? ~30 Is you data centre in-house or outsourced? hosting outsourced, managed by internal staff. If in-housed how many servers do you have?

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How many data centres do you have? 4 Topics you would like to see discussed during a workshop or panel discussion: Cyber-Security, Analytics, Service Management How do you foresee the role of the CIO changing over the next 12 months? More business focused

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PART 1: REGISTRATION PROFILE Hargreaves Lansdown is one of the UK’s leading financial service providers. With assets under management exceeding £46 billion and over 600,000 clients holding vantage accounts – the company’s investment platform and the only one to be Which? recommended. The group also provides independent financial advice, stockbroking and annuity broking services to private investors. In addition, some of the UK’s largest companies have chosen HL to advise them on their pension arrangements. NAME: David Davies EXECUTIVE TITLE: IT Director COMPANY NAME: Hargreaves Lansdown PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 30 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 1 1 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 3 3 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 4 4 BYOD/ CYOD 5 5 Capacity Planning/Performance Management 1 1 Cloud Security 4 4 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 3 2 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation 4 4 Data Centre Optimisation 3 3 Data Loss Prevention 2 2

Data Management 3 Data Mining 4 Data Storage 4 Desktop Virtualisation 4 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 2 Enterprise Content Management/Managed Print Services 5 Enterprise Mobility 4 Enterprise Portfolio Management 4 Enterprise Resource Planning (ERP) 3 GRC 4 Green IT / Energy Management 4 HR, Workforce Management and HCM 5 Hybrid Cloud 5 Identity and Access Management 3 In Memory Computing 4 Internal Communications 5 Internet of Things 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 1 M2M 3 Master Data Management 4 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 5 Network Security Management 3 Open Stack 4 Physical and Logical Security 3 Predictive Analytics 3 Process Optimisation 4 Secure Remote Access 3 Server/Storage Virtualisation 4 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 4 Software Defined Networks (SDN) 5 Telepresence/Unified Communications 4 Virtualization 4 Wireless Technology 4 X as a Service 4 Public/Private Cloud 4 How many endpoints do you have? 650 Is you data centre in-house or outsourced? in-house If in-housed how many servers do you have? 250 How many data centres do you have? 3 Topics you would like to see discussed during a workshop or panel discussion: Assuring availability whilst retaining quality through supporting business change. How do you foresee the role of the CIO changing over the next 12 months? Becoming ever more critical in supporting business strategy decisions.

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PART 1: REGISTRATION PROFILE International Airlines Group is one of the world's largest airline groups with 431 aircraft flying to 243 destinations and carrying 67.2 million passengers each year. It is the third largest group in Europe and the sixth largest in the world, based on revenue. Formed in January 2011 IAG is the parent company of British Airways, Iberia and Vueling. It is a Spanish registered company with shares traded on the London Stock Exchange and Spanish Stock Exchanges. The corporate head office for IAG is in London, UK. NAME: Adrian Steel EXECUTIVE TITLE: Global Head of IT Operations COMPANY NAME: International Airlines Group PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 55 Investments to support business innovation 10 Investments to support business growth 15 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 4 3 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 4 4 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 4 4 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 4 4 Cloud Security 3 2 Collaboration 2 2 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 4 4 Data Centre Virtualisation 3 3 Data Centre Optimisation 3 3 Data Loss Prevention 4 4

Data Management / Storage 4 4 Data Mining 4 3 Desktop Virtualisation 2 2 Electronic Data Interchange and ePayments 4 4 Enterprise Architecture and Business Process Management 4 4 Enterprise Content Management/Managed Print Services 4 4 Enterprise Mobility 3 2 Enterprise Portfolio Management 4 4 Enterprise Resource Planning (ERP) 4 4 GRC 4 4 Green IT / Energy Management 4 4 HR, Workforce Management and HCM 4 4 Hybrid Cloud 2 2 Identity and Access Management 3 3 In Memory Computing 4 3 Internal Communications 3 3 Internet of Things 4 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 1 1 IT Security 3 3 M2M 3 2 Master Data Management 4 4 Mobile Device / Workforce Management / Security 2 2 Near Field Communications (NFC) 3 3 Network Security Management 3 3 Open Stack 4 4 Physical and Logical Security 4 4 Predictive Analytics 4 4 Process Optimisation 4 4 Secure Remote Access 3 3 Server/Storage Virtualisation 3 3 Service Orientated Architecture 3 3 Social Media 3 2 Software as a Service (Cloud) 2 2 Software Defined Networks (SDN) 4 4 Telepresence/Unified Communications 2 2 Virtualization 3 3 Wireless Technology 3 3 X as a Service 3 3 Public/Private Cloud 3 3 How many endpoints do you have? 60,000 Is you data centre in-house or outsourced? In house If in-housed how many servers do you have? 5000 How many data centres do you have? 4 Topics you would like to see discussed during a workshop or panel discussion: Commoditisation and simplification of IT... How do you foresee the role of the CIO changing over the next 12 months? Move more away from 'IT technical aspects' (as they commoditise and cloud more) and into Business aligned growth to add real advice, to revenue and customer.

PART 1: REGISTRATION PROFILE IPG Mediabrands was founded by Interpublic Group (NYSE:IPG) in 2007 to manage all of its global media-related assets. Today that means over 7,500 diverse and daring marketing communication specialists worldwide in more than 127 countries. As an umbrella IPG Mediabrands enhances offering and performance across a portfolio of media and marketing agencies as UM, Initiative and BPN. This is all alongside its roster of speciality service agencies including the Mediabrands Audience Platform, Magna Global, Orion, Decision Sciences, Mediabrands Analytics and IPG Media Lab. NAME: Hossein Houssaini EXECUTIVE TITLE: Director of Technology COMPANY NAME: IPG Mediabrands PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 30 Investments to support business growth 30 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 5 5 Application Security/ Data Loss Prevention/Email Security 5 5 Big Data 2 2 Business Continuity/ Disaster Recovery 5 5 Business Process Management/ Analysis 5 5 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 5 5 Cloud Security 4 4 Collaboration 3 3 Convergence of Technologies 4 4 Customer Experience Management 3 3 Customer Relationship Management (CRM) 3 2 Data Centre Virtualisation / Optimisation 5 5 Data Loss Prevention 5 5 Data Management 2 2

Data Storage / Mining Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing IT Portfolio Management / IT Security M2M Master Data Management Mobile Device Management / Mobile Security Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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N/A Is you data centre in-house or outsourced? outsourced If in-housed how many servers do you have? N/A How many data centres do you have? N/A Topics you would like to see discussed during a workshop or panel discussion: N/A How do you foresee the role of the CIO changing over the next 12 months? N/A

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PART 1: REGISTRATION PROFILE Kerry Foods is one of the leading suppliers of added-value branded and customer branded chilled food products. We are the consumer foods business of Kerry Group. Our focus is on convenient fridge food markets in Great Britain and Ireland. We also compete in frozen markets, ambient markets and we are building a business exporting dairy products to European countries. We make many famous brands, and private label products for all of the leading supermarkets in Great Britain and Ireland. NAME: David Farquhar EXECUTIVE TITLE: Regional Business Engagement Manager COMPANY NAME: Kerry Foods PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 2 Investments to support business growth 23 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 1 Application Management/Modernization 4 Application Security/ Data Loss Prevention/Email Security 3 Big Data 1 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 2 BYOD/ CYOD 3 Capacity Planning/Performance Management 4 Cloud Security 4 Collaboration 2 Convergence of Technologies 3 Customer Experience Management 3 Customer Relationship Management (CRM) 2 Data Centre Virtualisation 4 Data Centre Optimisation 4 Data Loss Prevention 3

Priority beyond 12 mths 2 3 3 1 3 3 3 4 4 2 3 3 3 4 4 3

Data Management 4 4 Data Mining 2 2 Data Storage 4 4 Desktop Virtualisation 4 4 Electronic Data Interchange and ePayments 3 3 Enterprise Architecture and Business Process Management 3 3 Enterprise Content Management/Managed Print Services 3 3 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 4 Enterprise Resource Planning (ERP) 3 3 GRC 3 3 Green IT / Energy Management 3 3 HR, Workforce Management and HCM 3 3 Hybrid Cloud 4 4 Identity and Access Management 4 4 In Memory Computing 3 3 Internal Communications 3 3 Internet of Things 2 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 4 4 IT Security 4 4 M2M 3 3 Master Data Management 3 2 Mobile Device / Workforce Management / Security 3 3 Near Field Communications (NFC) 5 5 Network Security Management 4 4 Open Stack 4 4 Physical and Logical Security 4 4 Predictive Analytics 2 2 Process Optimisation 3 3 Secure Remote Access 4 4 Server/Storage Virtualisation 4 4 Service Orientated Architecture 4 4 Social Media 2 2 Software as a Service (Cloud) 3 3 Software Defined Networks (SDN) 4 3 Telepresence/Unified Communications 2 2 Virtualization 4 4 Wireless Technology 4 4 X as a Service 4 4 Public/Private Cloud 3 4 How many endpoints do you have? 2500 Is you data centre in-house or outsourced? Outsourced If in-housed how many servers do you have? How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: Understand how other big data and data analytics are being tackled in similar organisations How do you foresee the role of the CIO changing over the next 12 months? More focus on how to leverage value out of new technologies (IOT, Big Data), and less emphasis on traditional ERP style solutions. These are still important but would be seen as business as usual

PART 1: REGISTRATION PROFILE Kingspan is the world leader in sustainable building products. Kingspan’s 2013 revenue exceeded €1.75 billion across four product groups. The company employs over 6,000 staff in 80 countries across the globe. With 62 factories Kingspan’s business is rapidly expanding to meet global demand for sustainable, smart and energy efficient building products. Kingspan’s products deliver energy efficiency for customers. Kingspan insulated panels, Kingspan insulation board, Kingspan access floors and Kingspan environmental represent the four product groups which collectively firm a sustainable envelope with minimized carbon footprint. NAME: John Shaw EXECUTIVE TITLE: CIO COMPANY NAME: Kingspan Group PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 20 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 1 Application Management/Modernization 3 2 Application Security/ Data Loss Prevention/Email Security 3 3 Big Data 3 2 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 3 3 BYOD/ CYOD 3 2 Capacity Planning/Performance Management 3 3 Cloud Security 3 3 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 3 2 Data Centre Virtualisation 3 3

Data Centre Optimisation 2 Data Loss Prevention 3 Data Management / Mining / Storage 3 Desktop Virtualisation 3 Electronic Data Interchange and ePayments 3 Enterprise Architecture and Business Process Management 3 Enterprise Content Management/Managed Print Services 3 Enterprise Mobility 3 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 2 GRC 3 Green IT / Energy Management 3 HR, Workforce Management and HCM 3 Hybrid Cloud 3 Identity and Access Management 3 In Memory Computing 3 Internal Communications 3 Internet of Things 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 3 M2M 5 Master Data Management 3 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 5 Network Security Management 5 Open Stack 5 Physical and Logical Security 3 Predictive Analytics 3 Process Optimisation 3 Secure Remote Access 3 Server/Storage Virtualisation 5 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 5 Telepresence/Unified Communications 3 Virtualization 5 Wireless Technology 5 X as a Service 5 Public/Private Cloud 3 How many endpoints do you have? 5000 Is you data centre in-house or outsourced? combination If in-housed how many servers do you have? 1200 How many data centres do you have? 7 Topics you would like to see discussed during a workshop or panel discussion: Cloud, Mobility, Big Data, Social Media How do you foresee the role of the CIO changing over the next 12 months? Move closer to the real customer

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PART 1: REGISTRATION PROFILE

NAME: Simon Green EXECUTIVE TITLE: Director, Head of Customer Process Solution Team COMPANY NAME: KONE Corporation PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other not disclosed publicly

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 80 Investments to support business innovation 5 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 2 Application Management/Modernization 1 1 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 2 2 Business Continuity/ Disaster Recovery 5 5 Business Process Management/ Analysis 3 3 BYOD/ CYOD 5 5 Capacity Planning/Performance Management 3 3 Cloud Security 2 2 Collaboration 3 2 Convergence of Technologies 4 4 Customer Experience Management 2 1 Customer Relationship Management (CRM) 1 1 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 5 5 Data Management 3 3 Data Mining 3 2

Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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PART 1: REGISTRATION PROFILE

NAME: Abol Froushan EXECUTIVE TITLE: Head of Enterprise Architecture COMPANY NAME: Legal & General PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 25 Investments to support business innovation 30 Investments to support business growth 30 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 2 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 2 2 Business Continuity/ Disaster Recovery 4 3 Business Process Management/ Analysis 2 2 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 3 2 Cloud Security 2 2 Collaboration 2 2 Convergence of Technologies 3 3 Customer Experience Management 2 2 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation 3 3 Data Centre Optimisation 3 3 Data Loss Prevention 3 3

Data Management 2 Data Mining 2 Data Storage 3 Desktop Virtualisation 4 Electronic Data Interchange and ePayments 3 Enterprise Architecture and Business Process Management 1 Enterprise Content Management/Managed Print Services 1 Enterprise Mobility 3 Enterprise Portfolio Management 2 Enterprise Resource Planning (ERP) 3 GRC 3 Green IT / Energy Management 3 HR, Workforce Management and HCM 3 Hybrid Cloud 2 Identity and Access Management 2 In Memory Computing 3 Internal Communications 3 Internet of Things 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 2 IT Security 2 M2M 4 Master Data Management 2 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 4 Network Security Management 2 Open Stack 3 Physical and Logical Security 4 Predictive Analytics 2 Process Optimisation 1 Secure Remote Access 3 Server/Storage Virtualisation 2 Service Orientated Architecture 2 Social Media 2 Software as a Service (Cloud) 2 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 3 Virtualization 3 Wireless Technology 3 X as a Service 3 Public/Private Cloud 3 How many endpoints do you have? 15000 Is you data centre in-house or outsourced? outsourced If in-housed how many servers do you have? How many data centres do you have? 4 Topics you would like to see discussed during a workshop or panel discussion: Software Robotics, BPM and operational efficiency, Customer Communication Management How do you foresee the role of the CIO changing over the next 12 months? Greater involvement in innovation and business transformation

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PART 1: REGISTRATION PROFILE Lloyds Banking Group is a leading UK-based financial services group providing a wide range of banking and financial services, primarily in the UK, to personal and corporate customers. Lloyds Banking Group was formed in January 2009 following the acquisition of HBOS and our main business activities are retail, commercial and corporate banking, general insurance, and life, pensions and investment provision. The new Group also operates an international banking business. The Group is the UK's largest retail bank and has a large and diversified customer base. Services are offered through a number of well recognised brands, including Lloyds TSB, Halifax, Bank of Scotland, Scottish Widows, Clerical Medical and Cheltenham & Gloucester and via a unique distribution capability comprising the largest branch network in the UK and intermediary channels. NAME: Rob Lee EXECUTIVE TITLE: Head of Information Architecture COMPANY NAME: Lloyds Banking Group PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 45 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 15 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 1 Application Management/Modernization 1 Application Security/ Data Loss Prevention/Email Security 4 Big Data 1 Business Continuity/ Disaster Recovery 4 Business Process Management/ Analysis 2 BYOD/ CYOD 4 Capacity Planning/Performance Management 4 Cloud Security 1 Collaboration 1 Convergence of Technologies 3 Customer Experience Management / CRM 2 Data Centre Virtualisation / Optimisation 5

Priority beyond 12 mths 1 2 4 1 4 3 4 4 2 2 3 2 5

Data Loss Prevention 1 2 Data Management / Mining / Storage 1 1 Desktop Virtualisation 4 4 Electronic Data Interchange and ePayments 1 2 Enterprise Architecture and Business Process Management 1 1 Enterprise Content Management/Managed Print Services 1 2 Enterprise Mobility 1 2 Enterprise Portfolio Management / Enterprise Resource Planning 4 4 GRC 1 1 Green IT / Energy Management 5 5 HR, Workforce Management and HCM 5 5 Hybrid Cloud 2 3 Identity and Access Management 4 4 In Memory Computing 4 4 Internal Communications 4 4 Internet of Things 4 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 4 4 IT Security 4 4 M2M 4 4 Master Data Management 2 3 Mobile Device / Workforce Management / Security 4 4 Near Field Communications (NFC) 4 4 Network Security Management 4 4 Open Stack 4 4 Physical and Logical Security 4 4 Predictive Analytics 1 1 Process Optimisation 2 3 Secure Remote Access 4 4 Server/Storage Virtualisation 4 4 Service Orientated Architecture 1 2 Social Media 2 3 Software as a Service (Cloud) 3 3 Software Defined Networks (SDN) 5 5 Telepresence/Unified Communications 5 5 Virtualization 2 2 Wireless Technology 4 4 X as a Service 5 5 Public/Private Cloud 3 3 How many endpoints do you have? 100,000 Is you data centre in-house or outsourced? In-house If in-housed how many servers do you have? Lots How many data centres do you have? 4 Topics you would like to see discussed during a workshop or panel discussion: Agility in the Legacy Environment Business Alignment & Shadow IT around Analytics In house IT cost analytics & prices control Moving Big data from niche PoC to Enterprise deployment Banking Data in the Cloud - approaches How do you foresee the role of the CIO changing over the next 12 months? Overlap with the Chief Data Officer Motivation of Long term staff with Enterprise experience

PART 1: REGISTRATION PROFILE Mainstream is leading the global transition to renewable energy. We recognise the world is undergoing a once-off transition to sustainability where wind and solar energy will overtake coal, oil and other fossils as the worldâ&#x20AC;&#x2122;s primary fuels for electricity generation. Our core business is to develop, finance, construct and operate large-scale renewable energy plant for global consumer brands like IKEA, utilities and investment companies. NAME: Vernon Fox EXECUTIVE TITLE: CIO & Head Of Information Services COMPANY NAME: Mainstream Renewable Power PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 20 Investments to support business growth 30 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 1 Application Management/Modernization 2 Application Security/ Data Loss Prevention/Email Security 2 Big Data 3 Business Continuity/ Disaster Recovery 2 Business Process Management/ Analysis 4 BYOD/ CYOD 4 Capacity Planning/Performance Management 4 Cloud Security 2 Collaboration 4 Convergence of Technologies 4 Customer Experience Management 3 Customer Relationship Management (CRM) 4 Data Centre Optimisation / Virtualisation 4 Data Loss Prevention 2 Data Management / Mining / Storage 4

Priority beyond 12 mths 2 2 2 3 2 4 4 4 2 4 4 3 4 4 2 4

Desktop Virtualisation 5 5 Electronic Data Interchange and ePayments 5 5 Enterprise Architecture and Business Process Management 2 2 Enterprise Content Management/Managed Print Services 5 5 Enterprise Mobility 4 4 Enterprise Portfolio Management 3 3 Enterprise Resource Planning (ERP) 4 4 GRC 5 5 Green IT / Energy Management 2 2 HR, Workforce Management and HCM 4 4 Hybrid Cloud 2 2 Identity and Access Management 3 3 In Memory Computing 3 3 Internal Communications 4 4 Internet of Things 2 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 3 IT Security 3 3 M2M 3 3 Master Data Management 3 3 Mobile Device / Workforce Management / Security 3 3 Near Field Communications (NFC) 4 4 Network Security Management 4 4 Open Stack 4 4 Physical and Logical Security 4 4 Predictive Analytics 2 2 Process Optimisation 3 3 Secure Remote Access 3 3 Server/Storage Virtualisation 4 4 Service Orientated Architecture 3 3 Social Media 2 2 Software as a Service (Cloud) 3 3 Software Defined Networks (SDN) 4 4 Telepresence/Unified Communications 3 3 Virtualization 4 4 Wireless Technology 4 4 X as a Service 3 3 Public/Private Cloud 3 3 How many endpoints do you have? 300 Is you data centre in-house or outsourced? Hybrid If in-housed how many servers do you have? 200 How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: Internet of Things Machine Learning Mobility Security as a Service Green IT How do you foresee the role of the CIO changing over the next 12 months? Move towards nexus of forces of social, data, mobility and cloud becomes more solid, data will take lead in IT mature companies. In less IT mature companies catch up on virtualisation/consolidation will continue.

PART 1: REGISTRATION PROFILE Ma誰sadour is a cooperative group which brings together 8,000 members in the South-West of France. With them, the cooperative maintains close links across the whole of its geographical area. As the cooperative grows, benefits resulting from this growth are reinvested. Priority is given to tools that enable us to strengthen, promote and sustain production outlets and as a result each farmer-member's activity. Our food processing cooperative group is structured around: an agricultural division (grain, agricultural supplies, seeds, vegetables, animal production and nutrition), a garden centre/mechanised agriculture division (a network of garden centres, a central purchasing facility and points of sale for mechanised agriculture), a fine food division with foie gras, salmon, caviar, etc. (Delpeyrat, Comtesse du Barry, Sarrade and Delmas), a poultry division from slaughtering and butchering through to marketing (Fermiers du Sud-Ouest). NAME: Catherine Zaccarini EXECUTIVE TITLE: CIO groupe cooperatif COMPANY NAME: Maisadour PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

Customer Relationship Management (CRM) 4 Data Centre Optimisation / Virtualisation 2 Data Loss Prevention 4 Data Management / Mining / Storage 3 Desktop Virtualisation 5 Electronic Data Interchange and ePayments 3 Enterprise Architecture and Business Process Management 3 Enterprise Content Management/Managed Print Services 3 Enterprise Mobility 3 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 3 GRC 5 Green IT / Energy Management 3 HR, Workforce Management and HCM 3 Hybrid Cloud 3 Identity and Access Management 3 In Memory Computing 3 Internal Communications 3 Internet of Things 3 IT Asset Management / IT Outsourcing / IT Portfolio Management 2 IT Security 3 M2M 4 Master Data Management 4 Mobile Device / Workforce Management / Security 2 Near Field Communications (NFC) 4 Network Security Management 3 Open Stack 4 Physical and Logical Security 4 Predictive Analytics 3 Process Optimisation 3 Secure Remote Access 4 Server/Storage Virtualisation 4 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 3 Virtualization 4 Wireless Technology 4 X as a Service 3 Public/Private Cloud 3 How many endpoints do you have? 1500 Is you data centre in-house or outsourced? in-house If in-housed how many servers do you have? 200 How many data centres do you have? 4 Topics you would like to see discussed during a workshop or panel discussion: I would like to see discussed the topic of the optimization of the architecture of data centres. How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE The Ministry for Justice, Culture and Local Government’s portfolio covers justice, culture, heritage, restoration and local government sectors together with their sub-entities. The Ministry strives to promote and develop a secure, just and inclusive society where citizens’ rights and freedoms are safeguarded in an equitable and secure environment. It fosters collaboration between different cultural identities to create ideas and encourage innovation in the arts in pursuance of a creative economy. The Ministry is also responsible for the preservation of Malta’s national heritage by safeguarding and promoting Malta’s historical assets through local and international fora. A Parliamentary Secretary within the Ministry coordinates and monitors the working of Malta’s Local Councils system. NAME: Michelle Mangion EXECUTIVE TITLE: CIO COMPANY NAME: Malta Government-Ministry for Justisce, Culture & Local Government PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 30 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 2 Application Management/Modernization 2 Application Security/ Data Loss Prevention/Email Security 4 Big Data 3 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 2 BYOD/ CYOD 2 Capacity Planning/Performance Management 3 Cloud Security 3 Collaboration 2 Convergence of Technologies 4 Customer Experience Management / CRM 3 Data Centre Optimisation / Virtualisation 4

Priority beyond 12 mths 2 2 4 3 3 2 2 3 3 2 4 3 4

Data Loss Prevention Data Management / Mining / Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing IT Portfolio Management / IT Security M2M Master Data Management Mobile Security / Mobile Device Management Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Private/Public Cloud How many endpoints do you have? over 600 assets Is you data centre in-house or outsourced? If in-housed how many servers do you have?

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How many data centres do you have? Topics you would like to see discussed during a workshop or panel discussion: Governance IT assets management Data Management Software process management How do you foresee the role of the CIO changing over the next 12 months? The CIO within the Ministry of Justice, Culture & Local Government will focus on the IT strategy and planning. Software upgrades and introducing new systems to meet the new reform as proposed by the Government with be vital in the next 12 months. Data storage will play an important role.

PART 1: REGISTRATION PROFILE Merck ranks among the worldâ&#x20AC;&#x2122;s leading pharmaceutical, chemical and life science companies. More than 40,000 employees in 67 countries share a common goal: by providing innovative products and services, they aim to further improve the quality of human life. Headquartered in Darmstadt, Germany, Merck is the oldest pharmaceutical and chemical company in the world â&#x20AC;&#x201C; and still operates successfully today in both the pharmaceutical and chemical sectors in four divisions. Merck Serono markets innovative prescription drugs of chemical and biotechnological origin, focusing on highly specialised therapeutic areas such as neurodegenerative diseases, oncology, fertility, endocrinology and rheumatology. NAME: David Wills EXECUTIVE TITLE: Director Global ERP Projects COMPANY NAME: Merck KGaA PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 5 Investments to support business growth 15 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 3 3 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 1 1 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 4 4 Cloud Security 4 4 Collaboration 4 4 Convergence of Technologies 3 3 Customer Experience Management 4 3 Customer Relationship Management (CRM) 4 4 Data Centre Virtualisation 4 4

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PART 1: REGISTRATION PROFILE NEINVER is a leading international property company that focuses its business on property development, asset management and fund management. With more than 40 years of experience, NEINVER has bolstered its position in the European market by managing 15 outlet centres with a total of 311,600 mÂ˛ of GLA, under the FACTORY and The Style Outlets brands. NEINVER is now the second-largest operator of outlet centres in Europe (2012 ICSC ranking) and the largest manager of outlets in Spain and Poland, where it was the pioneer in introducing the outlet concept. NEINVER manages 500,000 mÂ˛ of retail space, 2,000 store locations and more than 900 of the finest brands doing business in Spain, Italy, France, Germany, Portugal and Poland. NAME: Sergio Jimenez Delgado EXECUTIVE TITLE: IT Director COMPANY NAME: Neinver PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 20 Investments to support business growth 35 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 3 3 Big Data 3 3 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 3 3 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 4 4 Cloud Security 4 5 Collaboration 3 3 Convergence of Technologies 3 3 Customer Experience Management 2 2 Customer Relationship Management (CRM) 2 3 Data Centre Virtualisation / Optimisation 3 3 Data Loss Prevention / Data Mining 3 3

Data Management / Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Portfolio Management IT Outsourcing / IT Security M2M Master Data Management Mobile Device Management / Mobile Security Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Private/Public Cloud How many endpoints do you have?

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21 Is you data centre in-house or outsourced? in-house If in-housed how many servers do you have? 175 How many data centres do you have? 21 Topics you would like to see discussed during a workshop or panel discussion: IT as Services How do you foresee the role of the CIO changing over the next 12 months? More strategic and part-time job (CIO as Service)

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PART 1: REGISTRATION PROFILE NAME: Charles Timson EXECUTIVE TITLE: CTO COMPANY NAME: Ordnance Survey PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 25 Investments to support business growth 25 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 1 Application Management/Modernization 2 1 Application Security/ Data Loss Prevention/Email Security 3 2 Big Data 1 1 Business Continuity/ Disaster Recovery 2 1 Business Process Management/ Analysis 2 1 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 2 1 Cloud Security 1 1 Collaboration 1 1 Convergence of Technologies 2 2 Customer Experience Management 2 1 Customer Relationship Management (CRM) 1 1 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 4 2 Data Management 1 1 Data Mining 1 1 Data Storage 2 2 Desktop Virtualisation 5 5 Electronic Data Interchange and ePayments 3 2 Enterprise Architecture and Business Process Management 1 1 Enterprise Content Management/Managed Print Services 2 1

Enterprise Mobility 3 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 3 GRC 3 Green IT / Energy Management 5 HR, Workforce Management and HCM 3 Hybrid Cloud 3 Identity and Access Management 2 In Memory Computing 2 Internal Communications 3 Internet of Things 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 3 M2M 2 Master Data Management 1 Mobile Device / Workforce Management / Security 2 Near Field Communications (NFC) 2 Network Security Management 3 Open Stack 1 Physical and Logical Security 2 Predictive Analytics 2 Process Optimisation 2 Secure Remote Access 3 Server/Storage Virtualisation 5 Service Orientated Architecture 3 Social Media 2 Software as a Service (Cloud) 1 Software Defined Networks (SDN) 4 Telepresence/Unified Communications 2 Virtualization 5 Wireless Technology 3 X as a Service 1 Public/Private Cloud 2 How many endpoints do you have? 2,000 Is you data centre in-house or outsourced? In house If in-housed how many servers do you have? 2,000 How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: Everything as a service How do you foresee the role of the CIO changing over the next 12 months? We have no CIO and need no CIO, We've gone digital.

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PART 1: REGISTRATION PROFILE Parmalat S.p.A., which is listed on the Italian Stock Exchange, has been controlled by the Lactalis Group since July 2011.The Parmalat Group is a global player in the production and distribution of foods that are essential for everyday wellness: milk, dairy products (yogurt, cream based sauces, desserts and cheese) and fruit beverages, which generated revenues of about â&#x201A;Ź5.4 billion in 2013. More than 16,000 people work at Parmalatâ&#x20AC;&#x2122;s facilities in Europe, the Americas, Africa and Australia. The Group is present in 31 countries and has 72 factories. NAME: Luciano Cerboni EXECUTIVE TITLE: Service Delivery Manager IS COMPANY NAME: Parmalat PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 10 Investments to support business growth 45 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 2 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 3 3 Business Continuity/ Disaster Recovery 1 4 Business Process Management/ Analysis 3 2 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 1 4 Cloud Security 2 2 Collaboration 2 2 Convergence of Technologies 1 4 Customer Experience Management 2 3 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 3 3 Data Centre Optimisation 2 2

Data Loss Prevention 3 Data Management 4 Data Mining 4 Data Storage 4 Desktop Virtualisation 3 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 3 Enterprise Content Management/Managed Print Services 4 Enterprise Mobility 2 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 3 GRC 3 Green IT / Energy Management 4 HR, Workforce Management and HCM 5 Hybrid Cloud 3 Identity and Access Management 3 In Memory Computing 3 Internal Communications 4 Internet of Things 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 4 M2M 4 Master Data Management 4 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 4 Network Security Management 4 Open Stack 4 Physical and Logical Security 3 Predictive Analytics 3 Process Optimisation 4 Secure Remote Access 4 Server/Storage Virtualisation 4 Service Orientated Architecture 5 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 4 Telepresence/Unified Communications 3 Virtualization 3 Wireless Technology 4 X as a Service 3 Public/Private Cloud 5 How many endpoints do you have? about 8000 Is you data centre in-house or outsourced? both outsourced and in house If in-housed how many servers do you have? N/A How many data centres do you have? 10 Topics you would like to see discussed during a workshop or panel discussion: DC consolidation by region How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE With over 11,000 staff and production output of around €3.4 billion (2013), PORR is one of Austria’s largest construction companies and a leading player in Europe. With numerous offices across Central, Eastern and South-Eastern Europe, PORR has been involved in realising trailblazing construction projects. Furthermore PORR is expanding into international markets in the Middle East, priority Qatar. PORR’s services cover everything from residential construction through to complex infrastructure projects in every sector of the construction industry. NAME: Harald Kriesche EXECUTIVE TITLE: CIO COMPANY NAME: Porr AG PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 55 Investments to support business innovation 15 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 4 3 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 4 4 Business Continuity/ Disaster Recovery 3 3 Business Process Management/ Analysis 2 2 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 3 3 Cloud Security 3 3 Collaboration 1 2 Convergence of Technologies 3 3 Customer Experience Management 3 3 Customer Relationship Management (CRM) 4 4 Data Centre Virtualisation 3 3 Data Centre Optimisation 3 3 Data Loss Prevention 4 4

Data Management 3 Data Mining 3 Data Storage 4 Desktop Virtualisation 3 Electronic Data Interchange and ePayments 2 Enterprise Architecture and Business Process Management 2 Enterprise Content Management/Managed Print Services 4 Enterprise Mobility 1 Enterprise Portfolio Management 3 Enterprise Resource Planning (ERP) 1 GRC 3 Green IT / Energy Management 4 HR, Workforce Management and HCM 4 Hybrid Cloud 3 Identity and Access Management 3 In Memory Computing 3 Internal Communications 3 Internet of Things 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 3 M2M 2 Master Data Management 2 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 4 Network Security Management 4 Open Stack 3 Physical and Logical Security 4 Predictive Analytics 3 Process Optimisation 3 Secure Remote Access 3 Server/Storage Virtualisation 3 Service Orientated Architecture 3 Social Media 4 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 4 Telepresence/Unified Communications 3 Virtualization 3 Wireless Technology 3 X as a Service 4 Public/Private Cloud 3 How many endpoints do you have? more than 100 Is you data centre in-house or outsourced? inhouse If in-housed how many servers do you have? more than 300 How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: bring new technologies into the day2day business (e.g. mobility, M2M) How do you foresee the role of the CIO changing over the next 12 months? coming from the technology enabling new options for business architecture .

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PART 1: REGISTRATION PROFILE

NAME: Robbert Heekelaar EXECUTIVE TITLE: Real Estate Applications Manager Europe COMPANY NAME: Prologis PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 30 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 3 Application Management/Modernization 3 Application Security/ Data Loss Prevention/Email Security 4 Big Data 4 Business Continuity/ Disaster Recovery 4 Business Process Management/ Analysis 3 BYOD/ CYOD 4 Capacity Planning/Performance Management 3 Cloud Security 4 Collaboration 4 Convergence of Technologies 4 Customer Experience Management 3 Customer Relationship Management (CRM) 3 Data Centre Virtualisation / Optimisation 4 Data Loss Prevention 4 Data Management 3 Data Mining / Storage 4

Priority beyond 12 mths 2 3 3 3 4 3 4 3 3 3 3 2 3 4 3 3 4

Desktop Virtualisation 4 4 Electronic Data Interchange and ePayments 3 3 Enterprise Architecture and Business Process Management 3 3 Enterprise Content Management/Managed Print Services 4 3 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Enterprise Resource Planning (ERP) 3 3 GRC 4 4 Green IT / Energy Management 4 4 HR, Workforce Management and HCM 4 4 Hybrid Cloud 4 4 Identity and Access Management 4 4 In Memory Computing 4 4 Internal Communications 3 3 Internet of Things 4 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 3 IT Security 3 3 M2M 4 4 Master Data Management 3 3 Mobile Device / Workforce Management / Security 3 3 Near Field Communications (NFC) 4 4 Network Security Management 4 4 Open Stack 4 4 Physical and Logical Security 4 4 Predictive Analytics 3 3 Process Optimisation 3 3 Secure Remote Access 4 4 Server/Storage Virtualisation 4 4 Service Orientated Architecture 3 3 Social Media 4 4 Software as a Service (Cloud) 4 4 Software Defined Networks (SDN) 4 4 Telepresence/Unified Communications 4 4 Virtualization 4 4 Wireless Technology 4 4 X as a Service 3 3 Public/Private Cloud 4 4 How many endpoints do you have? 1600 Is you data centre in-house or outsourced? Both, moving more towards outsourced If in-housed how many servers do you have? Donâ&#x20AC;&#x2122;t know exactly How many data centres do you have? reducing it to 3 now Topics you would like to see discussed during a workshop or panel discussion: Business analytics, how to use data, how to make IT valuable for the business How do you foresee the role of the CIO changing over the next 12 months? Infrastructure and operations will become more a commodity, IT will have to prove themselves more and more to become value for the business. Commodities will be outsourced. CIOs need to communicate and discuss more with the business on roadmaps, innovations, improvements etc. CIO will become more Business Engagement oriented.

PART 1: REGISTRATION PROFILE Prudential UK is a leading life and pensions provider to approximately seven million customers in the United Kingdom, making up 24% of Prudential PLCâ&#x20AC;&#x2122;s overall revenue. Our expertise in areas such as longevity, risk management and multi-asset investment, together with our financial strength and highly respected brand, means that the business is strongly positioned to continue pursuing a value-driven strategy built around our core strengths in with-profits and annuities. NAME: John Manning EXECUTIVE TITLE: Head of Technology and Information Security Risk COMPANY NAME: Prudential PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 10 Investments to support business growth 25 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 3 Application Management/Modernization 2 Application Security/ Data Loss Prevention/Email Security 2 Big Data 3 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 2 BYOD/ CYOD 2 Capacity Planning/Performance Management 3 Cloud Security 2 Collaboration 3 Convergence of Technologies 3 Customer Experience Management 2 Customer Relationship Management (CRM) 3 Data Centre Virtualisation 4 Data Centre Optimisation 4 Data Loss Prevention 2

Priority beyond 12 mths 3 2 2 3 3 2 3 3 2 3 3 3 3 4 4 3

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Topics you would like to see discussed during a workshop or panel discussion: Customer's expectations when dealing with organisations (Online capability, availability, operational hours, ease of use) Cyber - is it just wrapping the same problem up with a different label What is next for Identity management How do you foresee the role of the CIO changing over the next 12 months? I see that IT is moving from supporting to being part of the business - CIOs must change so that they truly are business leaders not just technical leaders

PART 1: REGISTRATION PROFILE Red Eléctrica is the Spanish TSO (transmission system operator), making it the key player in the functioning of the electricity system. Red Eléctrica de España, S.A. was founded in 1985. It was the first company in the world exclusively dedicated to the transmission of electricity and the operation of the electricity system. The Company currently has a workforce of over 1,700 employees and manages over 40,000 km of high voltage electricity transmission lines. NAME: Angel Mahou EXECUTIVE TITLE: CIO COMPANY NAME: Red Eléctrica de España (REE) PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 65 Investments to support business innovation 15 Investments to support business growth 15 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mts 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 1 1 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 4 4 Business Continuity/ Disaster Recovery 3 3 Business Process Management/ Analysis 2 2 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 3 3 Cloud Security 3 3 Collaboration 1 1 Convergence of Technologies 1 1 Customer Experience Management 5 5 Customer Relationship Management (CRM) 5 5 Data Centre Virtualisation 4 4 Data Centre Optimisation 4 4 Data Loss Prevention 3 3

Data Management 3 Data Mining 3 Data Storage 4 Desktop Virtualisation 3 Electronic Data Interchange and ePayments 4 Enterprise Architecture and Business Process Management 1 Enterprise Content Management/Managed Print Services 4 Enterprise Mobility 2 Enterprise Portfolio Management 4 Enterprise Resource Planning (ERP) 2 GRC 2 Green IT / Energy Management 2 HR, Workforce Management and HCM 2 Hybrid Cloud 3 Identity and Access Management 2 In Memory Computing 3 Internal Communications 3 Internet of Things 2 IT Asset Management / IT Outsourcing / IT Portfolio Management 2 IT Security 1 M2M 3 Master Data Management 3 Mobile Device / Workforce Management / Security 2 Near Field Communications (NFC) 3 Network Security Management 2 Open Stack 4 Physical and Logical Security 2 Predictive Analytics 1 Process Optimisation 3 Secure Remote Access 3 Server/Storage Virtualisation 4 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 3 Virtualization 3 Wireless Technology 3 X as a Service 4 Public/Private Cloud 3 How many endpoints do you have? 2500 Is you data centre in-house or outsourced? Both If in-housed how many servers do you have? 20 How many data centres do you have? 3 Topics you would like to see discussed during a workshop or panel discussion: IT Security Internet of Things IT/OT integration Predictive analysis How do you foresee the role of the CIO changing over the next 12 months? CIO will be more focused on make possible digital businesses.

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PART 1: REGISTRATION PROFILE Rosbank is a universal bank in Russia with more than 3 000 000 retail and 100 000 corporate clients, part of Societe Generale Group. The Groupâ&#x20AC;&#x2122;s strategy is focused on the improvement of client service and maintenance of leadership in innovation, capturing growth through business development, increased synergies, and delivery of sustainable profitability. NAME: Andrey Ezrokhi EXECUTIVE TITLE: CIO COMPANY NAME: Rosbank PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 50 Investments to support business innovation 15 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 2 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 3 2 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 3 2 BYOD/ CYOD 5 5 Capacity Planning/Performance Management 4 3 Cloud Security 4 4 Collaboration 4 4 Convergence of Technologies 4 4 Customer Experience Management 3 3 Customer Relationship Management (CRM) 5 5 Data Centre Virtualisation 4 3 Data Centre Optimisation 3 2 Data Loss Prevention 4 4

Data Management 4 Data Mining 3 Data Storage 4 Desktop Virtualisation 5 Electronic Data Interchange and ePayments 3 Enterprise Architecture and Business Process Management 2 Enterprise Content Management/Managed Print Services 5 Enterprise Mobility 3 Enterprise Portfolio Management 4 Enterprise Resource Planning (ERP) 4 GRC 5 Green IT / Energy Management 5 HR, Workforce Management and HCM 3 Hybrid Cloud 3 Identity and Access Management 4 In Memory Computing 4 Internal Communications 4 Internet of Things 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 4 M2M 4 Master Data Management 4 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 4 Network Security Management 4 Open Stack 5 Physical and Logical Security 3 Predictive Analytics 3 Process Optimisation 1 Secure Remote Access 3 Server/Storage Virtualisation 3 Service Orientated Architecture 3 Social Media 3 Software as a Service (Cloud) 3 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 3 Virtualization 3 Wireless Technology 4 X as a Service 2 Public/Private Cloud 4 How many endpoints do you have? 20000 Is you data centre in-house or outsourced? in house If in-housed how many servers do you have? 400 How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE Konicklijke Ten Cate has come a long way since the Ten Cate family entered the textile business during the Dutch Golden Age of the 17th century. These days, the company and its subsidiaries operate on four continents, creating textiles and synthetic materials used in a wide range of applications. On the industrial side, Ten Cate makes everything from aerospace composites to antiballistic fabrics and artificial turf. It also manufactures textiles used in civil engineering, agriculture and water management as well as more prosaic fabrics such as tent cloth. NAME: Roel Durlinger EXECUTIVE TITLE: Corporate Information Manager COMPANY NAME: Royal Ten Cate PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 10 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 4 3 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 4 5 Big Data 5 4 Business Continuity/ Disaster Recovery 5 5 Business Process Management/ Analysis 3 3 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 5 4 Cloud Security 3 4 Collaboration 5 2 Convergence of Technologies 3 3 Customer Experience Management 5 5 Customer Relationship Management (CRM) 5 4 Data Centre Virtualisation 3 3 Data Centre Optimisation 4 4 Data Loss Prevention 3 3

Data Management / Mining / Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Outsourcing IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Mobile Security Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have? Is you data centre in-house or outsourced?

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PART 1: REGISTRATION PROFILE

NAME: Philippe Maure EXECUTIVE TITLE: IT Head France COMPANY NAME: Sandoz France SAS PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 40 Investments to support business innovation 20 Investments to support business growth 20 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 2 Application Management/Modernization 1 Application Security/ Data Loss Prevention/Email Security 3 Big Data 3 Business Continuity/ Disaster Recovery 4 Business Process Management/ Analysis 3 BYOD/ CYOD 2 Capacity Planning/Performance Management 4 Cloud Security 2 Collaboration 4 Convergence of Technologies 3 Customer Experience Management 3 Customer Relationship Management (CRM) 1 Data Centre Virtualisation 3 Data Centre Optimisation 4 Data Loss Prevention 4 Data Management / Mining 3

Priority beyond 12 mths 3 3 4 4 4 3 2 4 2 3 4 4 4 4 4 4 3

Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have?

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Is you data centre in-house or outsourced? Moving to outsourced DC within Novartis group If in-housed how many servers do you have? 10 How many data centres do you have? 1 - to be closed shortly Topics you would like to see discussed during a workshop or panel discussion: CRM cloud computing solutions within healthcare business. Share experiences in regard eDetailing eDevices strategy. IT offshoring - Where to place the cursor today? Balance between flexibility and cost effectiveness. Saas solution - how to prevent shadow IT and keep control to application landscape How do you foresee the role of the CIO changing over the next 12 months? CIO must develop IT culture, and system awareness within cpy senior leaders - legal aspects, data compliances etc. Ensure IT quality delivery despite more fragmented and offshored organization.

PART 1: REGISTRATION PROFILE Key data Stock market capitalisation: 73.735 bn Euros (#1 in the Eurozone) / Managed funds: 1,240,806 mn Euros / Total assets: 1,115,637 mn Euros / Ten main markets: Brazil, Spain, United Kingdom, Mexico, Portugal, Germany, Chile, Argentina, Poland, United States / Customers: 106 mn / Employees: 182,958 / Branches: 13,927 (#1 in the international banking sector) / Shareholders: 3.3 mn in 100 countries / Strong balance: 11.71% core capital (BIS II) Santander brand: 1st financial brand in Spain â&#x20AC;&#x201C; 4th most valuable financial brand in the world in 2012 / Transparency: maximum level (FTS4Good and DJSI indices) NAME: Jaime Carboyo de Haya EXECUTIVE TITLE: Corporate Technology COMPANY NAME: Santander PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 25 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 5 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 5 5 Application Security/ Data Loss Prevention/Email Security 5 5 Big Data 1 1 Business Continuity/ Disaster Recovery 5 5 Business Process Management/ Analysis 4 4 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 5 5 Cloud Security 4 4 Collaboration 4 4 Convergence of Technologies 5 5 Customer Experience Management 1 1 Customer Relationship Management (CRM) 2 2 Data Center Virtualisation 3 3 Data Centre Optimisation 3 3

Data Loss Prevention Data Management Data Mining Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management IT Outsourcing / IT Security IT Portfolio Management M2M Master Data Management Mobile Device Management Mobile Security Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public Cloud Private Cloud How many endpoints do you have?

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PART 1: REGISTRATION PROFILE SEB serves more than 400,000 corporate customers and institutions and more than five million customers in the Nordic and Baltic countries, Germany, Poland and in another ten countries. SEB helps 400,000 companies and five million private customers to find financial solutions. • SEB has a leading position as a financial partner to large corporations and financial institutions (1,500 large corporations, 1,000 banks and 200 major institutions) in the Nordic and Baltic countries. • SEB has a total of 600 branch offices in these countries. • SEB is represented in some 20 countries, with 20,000 employees. NAME: Paul Leis EXECUTIVE TITLE: CTO COMPANY NAME: SEB Estonia PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 30 Investments to support business innovation 50 Investments to support business growth 10 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 3 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 3 3 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 4 4 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 3 3 Cloud Security 4 4 Collaboration 4 4 Convergence of Technologies 4 4 Customer Experience Management 3 3 Customer Relationship Management (CRM) 2 2 Data Centre Virtualisation / Optimisation 2 2 Data Loss Prevention 4 4 Data Management 4 4

Data Mining 2 Data Storage 3 Desktop Virtualisation 4 Electronic Data Interchange and ePayments 3 Enterprise Architecture and Business Process Management 1 Enterprise Content Management/Managed Print Services 3 Enterprise Mobility 2 Enterprise Portfolio Management 2 Enterprise Resource Planning (ERP) 4 GRC 1 Green IT / Energy Management 3 HR, Workforce Management and HCM 3 Hybrid Cloud 4 Identity and Access Management 1 In Memory Computing 4 Internal Communications 3 Internet of Things 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 1 IT Security 1 M2M 4 Master Data Management 3 Mobile Device / Workforce Management / Security 2 Near Field Communications (NFC) 3 Network Security Management 3 Open Stack 4 Physical and Logical Security 3 Predictive Analytics 4 Process Optimisation 4 Secure Remote Access 3 Server/Storage Virtualisation 3 Service Orientated Architecture 3 Social Media 4 Software as a Service (Cloud) 4 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 4 Virtualization 3 Wireless Technology 4 X as a Service 4 Public/Private Cloud 4 How many endpoints do you have? 3000 Is you data centre in-house or outsourced? in-house If in-housed how many servers do you have? 665 How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: Business Continuity/Disaster Recovery Enterprise Architecture IT security How do you foresee the role of the CIO changing over the next 12 months? CIO: 1) business - IT alignment 2) governance 3) budget 3) risk management 4) compliance

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PART 1: REGISTRATION PROFILE SEB Life division is one of the leading life insurance groups in the Nordic region and is responsible for the life insurance operations within SEB. Since the division belongs to a financial group, all customers can be offered a complete range of financial solutions in the form of both insurance and banking services. Life division has insurance solutions within both savings and risk insurance and offer services to both the corporate sector and private individuals. Operation is located in Sweden, Denmark, Ireland, Luxemburg, UK, Finland and also in the Baltic region and Ukraine. The division has 1.8 million customers. NAME: Thomas Stenborg EXECUTIVE TITLE: Head of IT Business System COMPANY NAME: SEB Life & Pension PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 20 Investments to support business growth 40 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 4 3 Application Management/Modernization 3 2 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 5 5 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 3 3 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 2 2 Cloud Security 5 5 Collaboration 2 2 Convergence of Technologies 4 4 Customer Experience Management 1 1 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 5 5 Data Centre Optimisation 5 5 Data Loss Prevention 3 3

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PART 1: REGISTRATION PROFILE Swedbank AB is a Nordic-Baltic banking group offering retail banking, asset management, financial, and other services. With a total of 8 million customers and 600 000 corporate and organizational customers of the Group, Swedbank is the largest bank I Sweden to the number of customers and have a leading position in our other home markets of Estonia, Latvia and Lithuania as well. To support our customers' businesses, Swedbank also has operations in Norway, Finland, Denmark, the US, China and Luxembourg. NAME: Mikael Schmid EXECUTIVE TITLE: Head of Development LC&I Group IT COMPANY NAME: Swedbank PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 30 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 1 Investments to support business growth 49 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 3 Application Management/Modernization 1 Application Security/ Data Loss Prevention/Email Security 2 Big Data 2 Business Continuity/ Disaster Recovery 3 Business Process Management/ Analysis 3 BYOD/ CYOD 3 Capacity Planning/Performance Management 2 Cloud Security 3 Collaboration 1 Convergence of Technologies 3 Customer Experience Management 3 Customer Relationship Management (CRM) 3 Data Centre Virtualisation / Optimisation 4 Data Loss Prevention 3 Data Management / Mining 3

Priority beyond 12 mths 3 1 1 2 3 3 3 2 3 1 3 3 3 4 3 3

Data Storage 4 4 Desktop Virtualisation 4 4 Electronic Data Interchange and ePayments 3 3 Enterprise Architecture and Business Process Management 2 2 Enterprise Content Management/Managed Print Services 4 4 Enterprise Mobility 3 3 Enterprise Portfolio Management 3 3 Enterprise Resource Planning (ERP) 2 2 GRC 4 4 Green IT / Energy Management 4 4 HR, Workforce Management and HCM 3 3 Hybrid Cloud 4 3 Identity and Access Management 4 4 In Memory Computing 4 3 Internal Communications 2 2 Internet of Things 4 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 2 2 IT Security 4 4 M2M 3 3 Master Data Management 4 4 Mobile Device / Workforce Management / Security 4 3 Near Field Communications (NFC) 4 4 Network Security Management 4 4 Open Stack 4 4 Physical and Logical Security 4 4 Predictive Analytics 4 4 Process Optimisation 3 2 Secure Remote Access 4 4 Server/Storage Virtualisation 4 4 Service Orientated Architecture 3 3 Social Media 3 3 Software as a Service (Cloud) 3 3 Software Defined Networks (SDN) 4 3 Telepresence/Unified Communications 3 3 Virtualization 4 3 Wireless Technology 4 4 X as a Service 4 4 Public/Private Cloud 4 3 How many endpoints do you have? 100+ Is you data centre in-house or outsourced? Inhouse If in-housed how many servers do you have? How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: Combine and rebuild old legacy system and technique with new systems and technique or migrate? Available IT 365/24/7 is that realistic in terms of capacity, monitoring, safety and maintenance? IT-cost for infrastructure combine with business needs, how does it work in reality? How do you foresee the role of the CIO changing over the next 12 months? CIO and IT needs to be closer to business. More proactive in suggesting solutions to support the business. Provide more IT for less cost. T2M

PART 1: REGISTRATION PROFILE The Swiss Re Group is a leading wholesale provider of reinsurance, insurance and other insurance-based forms of risk transfer. Dealing direct and working through brokers, its global client base consists of insurance companies, mid-to-largesized corporations and public sector clients. From standard products to tailor-made coverage across all lines of business, Swiss Re deploys its capital strength, expertise and innovation power to enable the risk taking upon which enterprise and progress in society depend. NAME: J端rgen Atzgerstorfer EXECUTIVE TITLE: Consulting Partner for IT COMPANY NAME: Swiss Re PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other X

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 20 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 5 Investments to support business growth 15 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 1 1 Application Management/Modernization 4 4 Application Security/ Data Loss Prevention/Email Security 5 5 Big Data 1 1 Business Continuity/ Disaster Recovery 5 5 Business Process Management/ Analysis 4 4 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 5 5 Cloud Security 2 2 Collaboration 2 2 Convergence of Technologies 2 2 Customer Experience Management 4 4 Customer Relationship Management (CRM) 4 4 Data Centre Virtualisation 3 3 Data Centre Optimisation 4 4 Data Loss Prevention 5 5

Data Management 3 Data Mining 2 Data Storage 5 Desktop Virtualisation 2 Electronic Data Interchange and ePayments 5 Enterprise Architecture and Business Process Management 3 Enterprise Content Management/Managed Print Services 4 Enterprise Mobility 2 Enterprise Portfolio Management 4 Enterprise Resource Planning (ERP) 5 GRC 4 Green IT / Energy Management 4 HR, Workforce Management and HCM 5 Hybrid Cloud 2 Identity and Access Management 4 In Memory Computing 3 Internal Communications 5 Internet of Things 4 IT Asset Management / IT Outsourcing / IT Portfolio Management 3 IT Security 4 M2M 5 Master Data Management 3 Mobile Device / Workforce Management / Security 3 Near Field Communications (NFC) 5 Network Security Management 5 Open Stack 5 Physical and Logical Security 5 Predictive Analytics 1 Process Optimisation 3 Secure Remote Access 5 Server/Storage Virtualisation 5 Service Orientated Architecture 4 Social Media 3 Software as a Service (Cloud) 1 Software Defined Networks (SDN) 3 Telepresence/Unified Communications 1 Virtualization 2 Wireless Technology 4 X as a Service 3 Public/Private Cloud How many endpoints do you have? 12000 Is you data centre in-house or outsourced? Outsourced If in-housed how many servers do you have? How many data centres do you have? 2 Topics you would like to see discussed during a workshop or panel discussion: PaaS, IaaS IT target operating models How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE TAURON Polska Energia S.A. is the mother company in the TAURON Group â&#x20AC;&#x201C; one of the largest business entities in Poland, with approx. PLN18 billion equity, with share capital of approx. PLN8 billion and over 26,000 employees. Core businesses of the TAURON Group include hard coal mining, generation, distribution and supply of electricity and heat. The holding is the largest electricity distributor in Poland. The Group's distribution grid covers an area of approx. 57.000 sqkm, which represents approx. 18.3% of Polandâ&#x20AC;&#x2122;s total area, and consists of power lines measuring about 223,700 km. In 2013 the Group Companies sold approx. 47.9 TWh of electricity to more than 5.3 million end clients. In addition, the Group controls approx. 20% of Poland's total hard coal resources and is responsible for 5% of domestic hard coal production. NAME: Lukasz Krause EXECUTIVE TITLE: CIO COMPANY NAME: TAURON Group PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 15 Investments to maintain/run existing systems and processes 35 Investments to support business innovation 5 Investments to support business growth 45 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 1 2 Application Management/Modernization 2 2 Application Security/ Data Loss Prevention/Email Security 1 1 Big Data 3 3 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 3 3 BYOD/ CYOD 4 4 Capacity Planning/Performance Management 3 3 Cloud Security 3 3 Collaboration 4 4 Convergence of Technologies 3 3 Customer Experience Management 3 2 Customer Relationship Management (CRM) 3 2

Data Centre Virtualisation Data Centre Optimisation Data Loss Prevention Data Management Data Mining Data Storage Desktop Virtualisation Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing / IT Portfolio Management IT Security M2M Master Data Management Mobile Device / Workforce Management / Security Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud How many endpoints do you have? Is you data centre in-house or outsourced?

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PART 1: REGISTRATION PROFILE For over 60 years Tupperware Brands has made a difference in the lives of women around the world by offering an independent business opportunity. After a decade of success in the United States, Tupperware expanded into Europe and has now expanded to almost 100 countries under its seven brands Tupperware, Avroy Shlain, Beauticontrol, Fuller, NaturCare, Nutrimetics and Nuvo Tupperware Brands' growth comes from its worldwide sales force, and we have made an unwavering commitment to Enlighten, Educate and Empower women across the globe. NAME: Andrew Wheatley EXECUTIVE TITLE: IT Director Datacentres COMPANY NAME: Tupperware PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million X 25 - 50 Million 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 20 Investments to support business innovation 40 Investments to support business growth 30 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business Priority within strategy categories? (1=High / 5=Low) 12 mths Analytics / Business Intelligence 3 Application Management/Modernization 3 Application Security/ Data Loss Prevention/Email Security 3 Big Data 3 Business Continuity/ Disaster Recovery 4 Business Process Management/ Analysis 4 BYOD/ CYOD 2 Capacity Planning/Performance Management 2 Cloud Security 2 Collaboration 3 Convergence of Technologies 3 Customer Experience Management / CRM 4 Data Centre Optimisation / Virtualisation 2 Data Loss Prevention / Data Management 2 Data Mining / Data Storage 2 Desktop Virtualisation 4

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Electronic Data Interchange and ePayments Enterprise Architecture and Business Process Management Enterprise Content Management/Managed Print Services Enterprise Mobility Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management / IT Outsourcing IT Portfolio Management / IT Security M2M Master Data Management Mobile Device Management / Mobile Security Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public/Private Cloud / Hybrid Cloud How many endpoints do you have?

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7500 Is you data centre in-house or outsourced? Mixed If in-housed how many servers do you have? 1200 How many data centres do you have? 3 - Asiapac, Europe, Americas Topics you would like to see discussed during a workshop or panel discussion: Public cloud providers Private cloud providers Security risk in the cloud Prevention of corporate data leaks Mobile communications Apple in the corporate environment How do you foresee the role of the CIO changing over the next 12 months? In recent years I see the role of the CIO having been somewhat diluted by the business due to the global financial situation. In the next twelve months I do not foresee this changing; however expectations and demands for a more flexible and cloud based application environment levering the â&#x20AC;&#x153;internetâ&#x20AC;? will persist centered on Rich Data. This brings the CIO challenges within the organization that require re engineering of the IT services with often a smaller budget.

PART 1: REGISTRATION PROFILE Valmet Corporation is a leading global developer and supplier of services and technologies for the pulp, paper and energy industries. Our 11,000 professionals work close to our customers and are committed to moving our customers’ performance forward. Valmet’s services cover everything from maintenance outsourcing to mill and plant improvements and spare parts. Our strong technology offering includes entire pulp mills, tissue, board and paper production lines, as well as power plants for bio-energy production. The company was reborn through the demerger of the pulp, paper and power businesses from Metso Group. Valmet’s net sales in 2013 were approximately €2.6 billion. Valmet’s head office is in Finland and its shares are listed on the NASDAQ OMX Helsinki Ltd. NAME: Ismo Vaiste EXECUTIVE TITLE: IT Director COMPANY NAME: Valmet PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million X 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 60 Investments to support business innovation 30 Investments to support business growth 5 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 2 1 Application Management/Modernization 1 1 Application Security/ Data Loss Prevention/Email Security 2 2 Big Data 2 1 Business Continuity/ Disaster Recovery 3 3 Business Process Management/ Analysis 3 3 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 3 3 Cloud Security 2 2 Collaboration 2 2 Convergence of Technologies 3 3 Customer Experience Management 4 4 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 2 2 Data Centre Optimisation 4 4

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How many data centres do you have? 3+10 Topics you would like to see discussed during a workshop or panel discussion: How do you foresee the role of the CIO changing over the next 12 months?

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PART 1: REGISTRATION PROFILE NAME: Kurpall Mann EXECUTIVE TITLE: Global Head of Enterprise Infrastructure Architecture COMPANY NAME: VTB Capital PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million X 50 - 150 Million 150 - 300 Million More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 10 Investments to maintain/run existing systems and processes 80 Investments to support business innovation 5 Investments to support business growth 5 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 5 4 Application Management/Modernization 5 4 Application Security/ Data Loss Prevention/Email Security 3 3 Big Data 3 3 Business Continuity/ Disaster Recovery 2 2 Business Process Management/ Analysis 4 4 BYOD/ CYOD 2 2 Capacity Planning/Performance Management 2 2 Cloud Security 2 2 Collaboration 2 2 Convergence of Technologies 2 2 Customer Experience Management 5 5 Customer Relationship Management (CRM) 5 5 Data Centre Optimisation/Virtualisation 1 1 Data Loss Prevention 3 3 Data Management 5 5 Data Mining 5 5 Data Storage 2 2 Desktop Virtualisation 2 2 Electronic Data Interchange and E-Payments 3 3 Enterprise Architecture and Business Process Management 3 3 Enterprise Content Management/Managed Print Services 5 5 Enterprise Mobility 2 2

Enterprise Portfolio Management Enterprise Resource Planning (ERP) GRC Green IT / Energy Management HR, Workforce Management and HCM Hybrid Cloud Identity and Access Management In Memory Computing Internal Communications Internet of Things IT Asset Management IT Outsourcing IT Portfolio Management IT Security M2M Master Data Management Mobile Device Management / Mobile Security Mobile Workforce Management Near Field Communications (NFC) Network Security Management Open Stack Physical and Logical Security Predictive Analytics Process Optimisation Secure Remote Access Server/Storage Virtualisation Service Orientated Architecture Social Media Software as a Service (Cloud) Software Defined Networks (SDN) Telepresence/Unified Communications Virtualization Wireless Technology X as a Service Public Cloud Private Cloud How many endpoints do you have?

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2500 Is you data centre in-house or outsourced? in house If in-housed how many servers do you have? 650 How many data centres do you have? 8 Topics you would like to see discussed during a workshop or panel discussion: data centre consolidation, IAAS, virtualisation, mobile, C/B YOD, Outsourcing options, next generation security, next generation infra in investment banks How do you foresee the role of the CIO changing over the next 12 months? more marketing oriented and turning asset purchases into operational expenditure

PART 1: REGISTRATION PROFILE Turkey’s leading group in the food sector, Yildiz Holding, began business in 1944 with the production of the Ülker brand of biscuits. Today, Yildiz Holding owns a total of 65 production and marketing companies producing a wide range of products, from biscuits to chocolate, carbonated beverages to milk and milk products, baby food to personal care products and packaging. Due to its size, Yildiz Holding has become Turkey’s largest purchaser of raw materials with 100,000 direct employees and 500,000 domestic support workers. Yildiz Holding produces goods in a total of 54 domestic and foreign factories, making it a recognised leader not only within the country but throughout the region. NAME: Yekta CAYMAZ EXECUTIVE TITLE: Global CIO COMPANY NAME: Yıldız Holding PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 25 Million 25 - 50 Million 50 - 150 Million 150 - 300 Million X More than 300 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated investments to meet regulatory/legal requirements 5 Investments to maintain/run existing systems and processes 70 Investments to support business innovation 10 Investments to support business growth 15 100% PART 3: INVESTMENT PRIORITIES How is your 2014 budget allocated across these business strategy Priority within Priority beyond categories? (1=High / 5=Low) 12 mths 12 mths Analytics / Business Intelligence 3 2 Application Management/Modernization 3 3 Application Security/ Data Loss Prevention/Email Security 4 4 Big Data 3 2 Business Continuity/ Disaster Recovery 4 4 Business Process Management/ Analysis 3 3 BYOD/ CYOD 3 3 Capacity Planning/Performance Management 3 3 Cloud Security 3 2 Collaboration 4 4 Convergence of Technologies 3 3 Customer Experience Management 3 2 Customer Relationship Management (CRM) 3 3 Data Centre Virtualisation 4 4 Data Centre Optimisation 4 4 Data Loss Prevention 4 4

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