February 14, 2008 NASSCOM Peter Altabef President and CEO Perot Systems Mergers and Acquisitions

Mergers and Acquisitions History/Credentials Integrating Operations and People Majority of Perot Systems associates transitioned from M&A and account acquisitions Mergers & Acquisitions experience Hundreds of prospects investigated 14 completed acquisitions Acquisitions account for over $1 billion of annual revenue 14% CAGR (Compound Annual Growth Rate) over 5-years $2.6 Billion of revenues (2007) $7.4 Billion total backlog of future contracted business

Integrating Operations and People

Majority of Perot Systems associates transitioned from M&A and account acquisitions

Mergers & Acquisitions experience

Hundreds of prospects investigated

14 completed acquisitions

Acquisitions account for over $1 billion of annual revenue

14% CAGR (Compound Annual Growth Rate) over 5-years

$2.6 Billion of revenues (2007)

$7.4 Billion total backlog of future contracted business

Highly Domain Focused Global Acquisitions Identify your domain strategy Our strategy is to provide integrated Healthcare IT and business process services across the healthcare community of providers, payers, distributors and government Build Vs. Buy determination Understand your capabilities Fill in the capabilities you need to bring onboard in line with your strategy Payer Business Processes Provider Business Processes Payer Platform Provider Platform Offshore Healthcare BPO Claims Services Resource Group Vision Healthsource Advanced Receivables Strategies JJ Wild Health Solutions Design Healthcare Domain Focus

Identify your domain strategy

Our strategy is to provide integrated Healthcare IT and business process services across the healthcare community of providers, payers, distributors and government

Build Vs. Buy determination

Understand your capabilities

Fill in the capabilities you need to bring onboard in line with your strategy

Three Cautionary Tales Straying too far from core business Market research example Underestimating the importance of Founders Public vs. private companies Joint ventures, joint obligations Disparate growth strategies

Straying too far from core business

Market research example

Underestimating the importance of Founders

Public vs. private companies

Joint ventures, joint obligations

Disparate growth strategies

Three Success Stories Where is the puck going? Consolidating Healthcare Payer market Needed a nextgen healthcare platform Now, one of four remaining platforms No pride of authorship Strategic fit with our healthcare unit where we are already the US market leader Genesis of key capability/function in our global business process value proposition Contributed to leadership talent Where is the customer? Growth engine for healthcare in the community hospital space Basis for a new healthcare solution center

Where is the puck going?

Consolidating Healthcare Payer market

Needed a nextgen healthcare platform

Now, one of four remaining platforms

No pride of authorship

Strategic fit with our healthcare unit where we are already the US market leader

Genesis of key capability/function in our global business process value proposition

Contributed to leadership talent

Where is the customer?

Growth engine for healthcare in the community hospital space

Basis for a new healthcare solution center

Three Keys to Success Be strategic. Don’t just look for financial fit: Accretive to core competency Consider reverse synergies Integrate with empathy: Blend organization and cultures, don’t homogenize. Absorb rather than attrite leadership: Disciplined integration First 18 months planned in advance Don’t break it!!!

Be strategic. Don’t just look for financial fit:

Accretive to core competency

Consider reverse synergies

Integrate with empathy:

Blend organization and cultures, don’t homogenize.

Absorb rather than attrite leadership:

Disciplined integration

First 18 months planned in advance

Don’t break it!!!

Acquisition Strategy / Reasons to Acquire Scale operations Extend into new industries, markets, geographies Deepen customer relationships at acquired company through cross-selling Improve practices and processes through knowledge gained from the acquired company

Scale operations

Extend into new industries, markets, geographies

Deepen customer relationships at acquired company through cross-selling

Improve practices and processes through knowledge gained from the acquired company

History / Logic of Acquisition at Perot Systems Infrastructure : has been the bedrock of Perot System’s Service Offering Applications : capability was scaled globally through JV and acquisition of partner’s portion of JV Business Process Management : capability was acquired through acquisition of Vision Consulting : capability was strengthened through acquisition of companies that took consulting practices to higher levels Engineering Services Outsourcing : launched Perot System’s into extending our capabilities through servicing of new industries

Infrastructure : has been the bedrock of Perot System’s Service Offering

Applications : capability was scaled globally through JV and acquisition of partner’s portion of JV

Business Process Management : capability was acquired through acquisition of Vision

Consulting : capability was strengthened through acquisition of companies that took consulting practices to higher levels

Engineering Services Outsourcing : launched Perot System’s into extending our capabilities through servicing of new industries

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