This document discusses CSC's workforce management strategy and People Supply Chain approach. The goals are to maximize total shareholder return through workforce optimization and talent management strategies. Some key tactics include pyramid rationalization, bench optimization, improving span of control, using more landed resources and contractors, and increasing utilization and cost per employee. Metrics such as internal fulfillment, on-time fulfillment, and cost per employee are used to track performance. The global mobility program aims to better align international assignments with business needs, reduce costs, and ensure compliance. Factors that have high impact on profitability include revenue and cost per employee, utilization, location mix, and pyramid and rate card management.

1. CSC Proprietary and Confidential 1
Building Best In class People
Supply Chain Management by
Leveraging Power of
Global workforce

2. CSC Proprietary and Confidential 2
We optimized the Workforce management / Resource management
organization using the People Supply Chain approach
Business
Demand
Resource
Supply
Hiring
& Talent
planning
Demand
management
2
▪ Tactical Matching and allocation
Talent management
L&D
Strategy and configuration
Enablers
Strategic skills & workforce planning
1
A
3
5
Organization &
Governance
A Tools, systems &
capabilities
B
6
Change
management
D
B
Sourcing
1. Campus
2. Laterals
3. Executives
4. Sub-contractors
5. Landed
Resources
Employee capacity
4
A
B
A
Supply management
Demand-Supply matching
▪ Demand capture
▪ Demand validation
▪ Demand
forecasting
A
B
C
CultureB
Workforce optimizationB
▪ Operational & Strategic
workforce planning
A
Comp.,benefits,policiesC
Performance mgmtD
People Supply Chain approach
Metrics &
Analytics
C

3. CSC Proprietary and Confidential 3
CSC’s strategy for workforce management stems from the
company’s aim to maximize total shareholder return (TSR)
SOURCE:
Goal: To maximize Total Shareholder Return (TSR)
Workforce management strategy
Workforce optimisation
▪ Pyramid rationalization
▪ Bench optimization
▪ Improvement of span of control
▪ Right location mix
▪ Contractor optimization
▪ Utilization uplift
▪ Cost per FTE improvement
Talent management strategy
▪ Skills segmentation in
alignment with offerings and
career tracks
▪ Active job rotations
▪ Talent development through
cross and upskilling
▪ Maximized internal fulfillment
Maximize OI Maximize revenue Maximize EPS & NPS
Win large deals Effectively deliver to
convert OI to revenues
Optimize costs to
deliver better margins
1
Demand Fulfillment
▪ Maximized lead time
▪ Pipeline forecasting
▪ Skill/capacity gap analysis
▪ Minimized backlog
▪ Just-in-time fulfilment
▪ Strategic capability sourcing
▪ Landed Resources

4. CSC Proprietary and Confidential 4
Demand Optimization
SOURCE:
Use case definition
Use case process map / description
▪ Workforce planners in each region vet the incoming demand against a set of rules to ensure the most optimized
deployment of the workforce over a medium to long-term time horizon
Key decisions & RACI
Key KPIs / Metrics
▪ Key decisions
– Workforce planners vet every
funded demand request against a
set of workforce optimization
rules to ensure the right resource
at the right cost is targeted for a
demand
▪ RACI map
– R/A – iWFM, C – Delivery,
Funding unit
▪ Internal fulfillment (%)
▪ On-time fulfillment (%)
▪ Cost per FTE (USD)
▪ Pyramid (LPI %)
▪ Landed resources (% of on-site
FTE)
▪ LCC (%)
Net new demand
or attrition backfill
Billable
demand
Non-billable
demand
T&M Managed service or FP Corporate-
funded
Business-
funded
 Improve OI for attrition
demand by filling at
lower level than
incumbent
 Prefer landed resources
or sub-contractors to fill
onshore demand
 Monitor DCM
 Limited scope to
optimize pyramid
 Productivity
improvement through
absorption of work
by current staff
 Target landed
resources
 Lower level resource
 New Grads
 Automation potential
 Obtain approval
from funding unit
3A
Target lower cost locations (HLLs, GDC, RDC)

5. CSC Proprietary and Confidential 5
Landed resources & mobility
SOURCE:
Use case definition
Use case process map / description
▪ Demand requestors / regional workforce planners proactively identify demands that can be fulfilled by a landed resource
▪ The onsite/offshore resource managers coordinate with the Global mobility team to fast-track visa and immigration
processes for the resource. Offshore and onsite HR manage off-boarding and on-boarding
Key decisions & RACI
Key KPIs / Metrics
▪ Key decisions
– Workforce Planners actively look for
opportunities for landed resource
and inform Global mobility / offshore
resource managers
– Offshore resource managers and
Global mobility managers work to
support visa processes and prepare
resource for international
assignment
▪ RACI map
– R – iWFM, A – Delivery, C –
HR/Legal
▪ Landed resources (% of on-site FTE)
▪ Fully loaded cost differential between
landed resources and on-site FTEs
(USD)
Delivery raises
International Assignment
(IA) request in WMA
Approval by
delivery/regional heads
in WMA for WD position
creation
Onsite/offshore resource
mgrs. engage delivery to
release resource
Delivery
manager enters
demand in GRM
Onsite/offshore
resource mgrs.
Identify resource
India FAS team
prepares
assignment letter
and gives “no dues”
Regional workforce planner
identifies a demand to be
fulfilled by a landed
resource
Global mobility
manager validates
GIA request
Onsite/offshore global
mobility manager initiates
visa process (if resource
does not have visa)
Resource completes visa
and travel formalities
Onsite HR completes on-
boarding of landed
resource
3B
Business approves
use of IA to fill
demand.
Delivery works with
C&B & GM to define
terms and host country
salary

6. CSC Proprietary and Confidential 6
Key KPIs across the iWFM value chain6A
▪ Billable demand gap
to revenue targets
▪ Billable demand gap
to revenue targets
closure rate
▪ Time to fill
Internal fulfillment %
▪ Filled with training %
▪ New hires meeting
onboarding target %
▪ Started on time %
▪ Time to bill
▪ Billable utilization %
▪ Productive utilization
%
▪ Voluntary attrition %
KPIs
▪ Pipeline demand
lead time
▪ Demand accuracy %
▪ Number of pipeline
positions
▪ Committed deals in
GRM%
▪ Past due demand %
▪ Canceled demand %
▪ Demand lead time
▪ Re-skilable
resources on bench
%
▪ Landed resources %
▪ Time to offer to
onboarding ration
▪ Past due demand %
▪ Available capacity
(Bench %)
▪ Strategic bench %
▪ Cost/FTE
▪ Fully loaded cost
▪ Work location mix
▪ Work location HLL %
▪ Subcontractor %
▪ Subcontractor cost
▪ Revenue by FTE
▪ Revenue realization
▪ Pyramid & LCC %
▪ Job rotation %
▪ Promotions %
▪ Span of control
ration
▪ Upskill/cross-skill
ratio
▪ Rate card
▪ Employee
engagement score
▪ Brand value
▪ Good & bad attrition
%
▪ Retention rate of
trained talent
▪ Retention rate of
critical skill set
What’s
tracked
▪ Pipeline managers
▪ Workforce planners
▪ Workforce planners
▪ Resource managers
▪ Recruiting
▪ Recruiting Ops ▪ Resource managers
▪ Optimization team
▪ Optimization team
▪ Talent development
▪ Optimization team
Account-
ability
Integration: Process, Tools & Automation, Workforce Analytics, Behaviors & Change Management
Workforce effectiveness ratio ($E/$P)
Revenue gap of
Demands
Demand to
Fulfillment
Fulfillment to
Onboarding
Onboarding to
Billable
Billable to
Productivity
Productivity to
Retention
Time to billability Productivity index/Good retention
SOURCE: Client interviews

7. CSC Proprietary and Confidential 7
Directional Statistics of CSC’s International Assignments
In FY 16:
~4,000 globally mobile employees
~2,348 formal assignees and Knowledge Transfers from India in US
4
1104
231
3261358
828
Global international assignments
Core LT
Rotational LT
Short Term
1070
64
1214
India to US Assignments
Rotational LT Short Term
Definition:
Core LT : > 12 months mostly VP & Director level
Rotational : > 12 months, project based, mostly assignments from India
Short Term : 3-12 months
Fixed Term : > 12 months in Asia and Middle East
Knowledge Transfer : up to 90 days
Business Travelers and Commuters : Intermittent

8. CSC Proprietary and Confidential 8
Global Mobility Improvement Program
Global Mobility Improvement launched in Feb’16
Problem Statement:
• Lack of understanding of the costs, policies and
processes associated with using IAs.
• Usage of IAs not always driven by sound business
reasons & needs
• Lack of visibility and understanding of the global
mobility demand
• Lack of holistic interdepartmental approach to
international mobility, as well as lack of in-country
and regional skills and knowledge
• Lack of governance and tools to monitor and
ensure compliance
• Lack of repatriation process (ex Shadow payroll,
salary adjustment & assignment after repatriation)
Successful execution of the Global Mobility
Improvement Program will help enhance the
understanding of the cost and compliance
implications of using IAs across CSC through
training and education
 Cross functional task force to address 4 focus areas
 Policy & Process
 Resourcing
 Cost & Execution
 Compliance
 Identified quick wins vs mid/long term goals
 Implemented solutions:
 Aligned IAs with Demand –
Developed IA process for the WFMA tool.
Created & distributed educational materials
 Enforced India to US localizations - OGM has
established a mechanism to track IAs subject of
localization.
Total savings FY to date > $1,500,000
 Drafted Fixed term policy to further manage IA
costs
 Launched an effort to take an inventory of existing
global tax, payroll, and immigration contacts and
vendors. Target deliverable is a matrix showing
resourcing gaps & providing creative solutions to close
these gaps and address inefficiencies
 Drafting global processes/policies to standardize
process
 Evaluating local AMEA initiative to cut short term
allowances for India employees as a possible best
practice and global implementation
Executive summary FY17 Q1 Status Update

9. CSC Proprietary and Confidential 9
Profitability per
FTE
Revenue per
FTE
Cost per FTE
-
Volume by
BU and region
Offering Life Cycle mix
Bench size
Span of Control
Contractors role/ Spent
Utilization
Location mix
f
High
Opportunity
Impact Time
Rate card
Pyramid Management
f
Landed Resource
Medium
High Long
MediumMedium
High Medium
High Now
High Now
High Now
High Now
High
High Now
Medium
Impacting Revenue and Cost per FTE