1. Selection of customer references

2. © Matchmind. All rights reserved. 2  Requirements collection with Amena Empresas Sales Head to define standard offering format.  Standard offering design and configuration.  Standard offering and form Web programming.  Tool performance tests.  User handbook.  Training actions on COC use to 500 users all over the Spanish territory.  Sales offering format standardisation for the entire Indirect Channel.  The Channel has the option to present an approved and updated offering through a web tool which can be accessed anywhere at any time.  Time saving when preparing a deliverable offering.  Strengthened brand image in front of the client.  Very well accepted by a portion of the sales force.  Homogenization of the sales offering presentation to the customer thanks to the Commercial Offering Configurator (COC) start-up. This is an online tool by means of which, by entering the offering data through a simple form, it is possible to get a standardised, clear, corporate, complete and approved offering format. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

3. © Matchmind. All rights reserved. 3  Initial situation analysis.  Workshops with:  Indirect channel (TOP salesmen).  Direct channel.  “Ideal profile” definition.  Commercial network assessment with specific assessment tools.  Sales Capacity.  Product and internal process knowledge.  Benchmarking development.  Data analysis.  Assessment report.  Commercial Network Assessment.  Product, both technical and processes, knowledge level assessment.  Identifying those aspects to be improved.  Commercial Network development in the areas that need improvement.  Network Certification Plan Proposal.  Indirect Channel segmentation supporting report.  Orange Empresas Channel sizing comprehensive analysis.  Assessment of Orange Empresas Indirect Channel sales potential and product and processes knowledge.  Top salesmen motivation and development. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

4. © Matchmind. All rights reserved. 4  As is analysis.  Procedure optimisation.  Support WEB application development.  Application maintenance.  Improved opportunity assignment and management system.  Unified opportunity reception channel.  Higher business results.  Dealers properly manage the opportunities assigned.  Increase on the number of positive answers from commercial contacts made.  Shorter geographical distance between dealer and opportunity.  Improvement of dealer sales opportunities management and assignment system.  Unify opportunity reception channel.  Improve business results.  Opportunity assignment and follow-up automatically managed. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

5. © Matchmind. All rights reserved. 5  Process and function identification.  Operating process and channel management definition:  Sales.  Delivery.  Support.  Channel management.  Training materials and dealer development.  Analysed operating process maps and high level flows.  Operating processes and distribution channel management chart.  Training material and dealer development.  Commercialisation, delivery and support process model definition to implement two new products at British Telecom. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

6. © Matchmind. All rights reserved. 6  Project scope definition.  Project map design.  Choosing the content.  Access test elaboration.  Choosing development channels.  Product/service dossier development.  Sales script development.  Product/Market benchmarking.  Certification Programme implementation.  Vodafone Spain Commercial Network global vision.  Certification plan follow-up and assessment project.  Sales force assessment.  Comprehensive knowledge of:  Commercial Network  Offering  Certification Plan definition and design for Vodafone Spain (Enterprise Business Unit) Indirect Commercial Network. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

7. © Matchmind. All rights reserved. 7  People sampling interview for each of the roles to be defined (Direct Sales salesmen and Team Managers and Distribution Team Managers).  Identification, analysis and description of all the activities performed by those roles object of study.  Handbook table of contents development and validation.  Partial issues, delivery and validity done through meetings and workshops by Vodafone designated people.  Development of the five most useful tools for difficult processes or for those processes that need to be improved or standardised: Client transfer among salesmen template, etc.  Handbook implementation support.  Operations Handbook for the three roles delivered and implemented in the client sales portal.  Development of 5 tools chosen by Vodafone: Sales Forecast template, Account Plan, commercial visit prep Checklist, documentation transfer, account transfer among salesmen Template, etc.  Identification and development of teaching objects to facilitate Handbook implementation: reminders, examples and case studies; tricks, etc.  Development of Informative presentations about the benefits of using the Handbook in order to facilitate its implementation and promote its use among the target group.  Creation of a tree-page leaflet to promote and inform about the handbooks and tools developed.  Develop Operations and Procedures Handbooks for Direct Sales Team Managers and salesmen, as well Distribution Managers (Indirect Channel).  Develop a management tool kit (sales forecast template, etc.) linked to the new operating model defined and to the role definition done. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMES ACTIVITIES PERFORMED

8. © Matchmind. All rights reserved. 8  Analyse and redesign supply and processing processes.  Analyse technology structure and its interrelations with contracting and invoicing systems.  Change management of those people affected by the change to the new model.  New process impact analysis on the human factor.  Analysis and impact on the new organisation structure.  Role definition for the implementation.  Getting ready to change.  A map of the new supply and processing processes.  Diagram with the technology structure and the relationship with contracting and invoicing systems.  Actions to be done to make change possible have been identified.  Impact report for both, human factor and organisation structure.  Define roles involved.  Adapting to change.  Redesign orders processing process and supply (activate, assign network installation resources) to implement a new multi-service supply system for Telefónica de España. Customer references – Telco and Media Sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

9. © Matchmind. All rights reserved. 9  Projects Programme Management:, planning, critical points identification, follow-up meetings, dialogue with the people responsible.  Functional Requirements Analysis of an English Internet Bank. Detection of possible gaps with the PARTENON Unified Platform.  IT systems current status assessment and analysis of changes required to introduce PARTENÓN as Cahoots Information system.  Process definition: recording current and future processes, study new processes and improvement detection, improvement detection.  Creation of a Projects Master Plan based on business priorities.  Definition of a Programmes Master Plan and a Project Plan for each project.  Weekly follow up of project planning and progress.  Carry out a communication plan.  Project, management and user coordination.  Risk analysis and critical points and targets follow-up.  trouble ticket and problems monitoring.  Create a programmes office. Prepare a Master Plan and carry out many projects to ensure that PARTENON Unified Platform PARTENON is able to cover Cahoot Internet bank functionalities. Customer references – Banking sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

10. © Matchmind. All rights reserved. 10  Improvement assessment and prioritisation.  New business process modelling and new possible information systems design.  Develop a Software Factory application integrated with its ERP.  New process and operations detailed design.  Hypermarkets and Superstores supply automation.  New information systems model design.  Identify current process improvements, making a new process proposal, identifying improvement opportunities, organisational structure and change projects to be done.  Develop a new tool for Hypermarkets and Superstores sales information analysis, shop supply planning and commission and incentive management. Customer references – Retail sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

11. © Matchmind. All rights reserved. 11  Identify improvement and quantification opportunities in terms of cost and profitability.  Assess the possibility to have most of the processes automated by using an assortment follow-up and planning computer system.  Perform a functional analysis.  Matchmind’s own methodology was used for process analysis, opportunity assessment and reengineering projects.  In addition, Retail methodology was also used to link functional areas to software factories in order to elaborate the proposed application functional design.  Current process analysis with detailed recording of the divergences between the different product categories.  Several improvement opportunities to be made to current processes where identified and assessed.  Definition of a single target process to implement these improvements to which the different categories should come together.  A system was designed to support the different categories when performing assortment planning and follow-up tasks.  Improve textile sector collection prep process.  Detailed analysis of textile sector collections planning related activities. Customer references – Retail sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

12. © Matchmind. All rights reserved. 12  Needs assessment.  Teaching materials development.  Training planning.  Training implementation and assessment.  On site training.  Training plan following the experiential model:  Expert-supervised application development.  J2EE architecture training under an experiential experience-based model. Customer references – Public sector (homeland security) PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

13. © Matchmind. All rights reserved. 13  Technology architecture development.  Methodology design.  3D interface design.  Virtual simulator for patient body mechanics.  Virtual simulators development.  R+D project financed by the Ministry of Industry Customer references – European R & D programs PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

14. © Matchmind. All rights reserved. 14  Development of those applications and tools that give support to the Campus.  Programme planning.  Content design.  Choosing training channels:  e-Learning training.  Presential training.  Blended training  Programme Management.  Training programme addressed to last cycle university students to join technology sector enterprises, following the educational model suggested by the Bologna agreement 2010.  University Campus development. Customer references – Tech University PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

15. © Matchmind. All rights reserved. 15  Elaborate a high level Process/Subprocess map.  Analyse and record Product Life Cycle and Economic- Financial Cycle current processes.  Identify and propose improvements (Organisation, Processes and Technologies).  Analyse and record future purchasing of indirect supplies/ Services and Building Life Cycle processes, including identified improvements in the designed conceptual models.  Create a flowchart for the processes and subprocesses defined.  Define functions and responsibilities by subprocess.  Identify key indicators (KPI’s) and records and reports by subprocess. Process / Subprocess map. Procedures Handbook. Product Life Cycle process improvement identification. As is assessment and Product Life Cycle and Economic-financial Cycle current processes assessment. Design and record new purchasing of indirect supplies / Services and Building Life Cycle processes. Design Inditex Process and /Sub process map. Elaborate a Procedures Handbook, including the activities that form the processes and those responsible for it. Identify key indicators by sub process (KPI’s), base of the Control Panel. Customer references – Retail sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

16. © Matchmind. All rights reserved. 16  Change management to implement a new function in the IT area, which is the consultant role for the client areas.  Project Management and On-going Improvement planning and follow-up.  Improvement Lines follow-up based on the Customer Satisfaction survey.  Development and implementation of a new project management methodology milestone -oriented.  Support the development and implementation of the Telecommunications and IT Department new management model and operating procedures.  Efficiency improvement in the Telco and IT Department project management.  Promote a Telco and IT Dept. staff paradigm shift: from project managers to client and supplier managers, focusing all training efforts on the Telco and IT Dept. strategic outcomes and on the new role.  User perception improvement with regards to systems training.  Unified an common vision of the improvement lines progress.  Support the launching and operations of the Telecommunications and IT Department Projects Office Customer references – Utilities sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

17. © Matchmind. All rights reserved. 17  Application Planning follow-up and coordination (requirements analysis, functional analysis, development, tests done in several environments, integration test, User Acceptance Test, Pilot, Roll-out).  Follow up and coordination between applications incidents and implementation incidents by country.  Coordination and synchronization of main targets (country production start up dates, updating dates, etc.).  Results follow up after the implementation at a business level (Application Management).  Budget and resources management.  Set-up a “Competent Centre” fully working to coordinate project construction (functional and development) and the “Deployment” in other countries.  Design and create “references” to keep the company master data used in several areas.  Projects oriented to large consumer goods management, in both logistical and supplying functions.  Application development through the software factory.  Implementation of a programmes office responsible for the management, coordination and supervision of actions, jobs and initiatives related to the management and follow up of a combination of projects. This office is currently working and is carrying out several projects. Customer references – Retail sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

18. © Matchmind. All rights reserved. 18  Programmes office set-up.  Technology current situation assessment.  Elaboration of the To Be target situation.  Master plan elaboration taking into account I.T. and business users requirements.  Launching several projects, both business and support (HR, Finance, etc.)  Support in the selection of tool and services providers.  Programmes office start-up.  Master plan creation.  Architecture definition and implementation.  EAI implementation for automation interfaces.  Economical and Financial Solutions.  HR management (Meta4).  Records Manager implementation (HummingBird).  Help Desk solution implementation (Magic).  Data Mart Commercial Roll-out.  Power Centre implementation.  Launch business solutions (Purchasing, Sales Products, Clear to Wear, Distribution, Delivery).  Set-up the Programmes Office, prepare the Master Plan and carry out several projects included in a technology renovation programme coordinated by the Programmes Office. Currently, the programs office is still in place and carries out many projects. Customer references – Retail sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

19. © Matchmind. All rights reserved. 19  Technology and business requirement analysis.  As is analysis and creation of future desirable situation, identifying gaps that mark the master plan.  Analyse market trends and tools that can be applied to fulfil the requirements.  Identify the priorities and establish the project lines of action and planning.  Create a project master plan based on business priorities and taking into account the existing differences between the situation of the company at that given moment and the desirable situation. With the following premises:  Unify the different existing information sources, significant increase on the added value of the services provided to clients, implementation of a single access layer on the web environment to facilitate, both internal and external users, access to the necessary information, application and technology architecture design to act as a common frame for all applications developed.  Elaborate a project master plan for First Data Ibérica, S.A. service access module. Customer references – Other Sectors PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

20. © Matchmind. All rights reserved. 20  Design the methodology to perform an Integrated Self- Assessment of the Repsol YPF HR Management based on the EFQM Model and the Investors in People standard.  Compile information from all levels within the organisation.  Information handling.  Management committee members carry out a self- assessment session.  Action Plan Design.  Repsol YPF Corporate Group own methodology with the integration of the EFQM Model and the IiP standard.  Get to know the perception of the HR Department members and its clients based on these two models.  Analysis and Statistical treatment of the information gathered.  Management Team Strategic Reflection based on the EFQM Model content, and the identification of the management strengths and aspects to be improved.  Action plans definition to tackle the aspects identified during the session as areas to be improved.  Carry out an Integrated Self-Assessment of the HR Management based on the EFQM Model and the Investors in People standard. Customer references – Oil&Gas sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

21. © Matchmind. All rights reserved. 21  As is analysis through “work – shops”  Record functional gaps.  Align procurement processes according to best practices.  Define roll-out plan.  Define and develop change management strategy.  800 Bank branches roll-out.  New procurement process definition. Customer references – Banking sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

22. © Matchmind. All rights reserved. 22  Analysis, design, development and implementation of the necessary functional and technology gaps and change management strategy development to properly integrate banks from Abbey National Group to Santander Group.  As is analysis.  Detailed diagram of current and proposed business flows, technology and functional gaps recording, process alignment according to best practices, development, data migration, simultaneous pilot tests, change management strategy definition and development, operating alignment according to impact analysis, post-start-up implementation and support.  Abbey National and Santander Group (Cahoot, AB, Cater Allen) electronic banking platform integration. Customer references – Banking sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

23. © Matchmind. All rights reserved. 23  As is analysis through “work – shops”, detailed diagrams of current and proposed business flow.  Recording technology and functional gaps.  Process alignment according to best practices.  Change management strategy definition and development.  Project in progress, not yet completed.  Santander Group (Hispamer and SCF Spain, Germany and Italy) consumer financing platform integration. Customer references – Banking sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

24. © Matchmind. All rights reserved. 24  Analysis of the different channel operating situations (contact centre, Internet, offices and agents)  Determine multi-channel operating processes.  Channel gap identification  Define implementation strategy.  Acceptance testing.  Define and develop change management strategy.  Project is rolling-out.  Multi-channel operating strategy definition. Customer references – Financial sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

25. © Matchmind. All rights reserved. 25  Needs assessment  Training planning.  Training implementation and assessment.  Training plan development (INDIA).  Convert Software Host architects into e-business architects (awareness and training phases). Customer references – Other Sectors PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

26. © Matchmind. All rights reserved. 26  Needs assessment.  Training planning.  Training implementation and assessment.  Training plan development (URUGUAY).  e-Business architecture training project. Customer references – Other Sectors PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

27. © Matchmind. All rights reserved. 27  Corrective and preventive design and maintenance of the technical infrastructure supporting the Windows 2000 based SQL Server and WebSphere.  The bank has a System technical support with different guaranteed service levels at a reasonable cost with no need to have its own staff to perform these tasks of occasional nature.  Lloyds TSB Spain On-Line Electronic Banking system technical support Customer references – Financial sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

28. © Matchmind. All rights reserved. 28  Definition of the Group’s New Technical and Functional Architecture for the following business units: Retail Banking, Wholesale Banking, Treasury, Asset and Insurance Management.  As is analysis (systems, applications, processes and organisation map), future target model definition, impact analysis, implementation plan definition, migration plans, convergence, cohabitations, change management, etc.  Convey the organisation the benefits of a new open architecture vs. monolithic applications running on several platforms and architectures, Group’s systems target model definition, main action lines delimitation to tackle BBVA technological transformation.  Architecture new model design. Customer references – Banking sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

29. © Matchmind. All rights reserved. 29  Knowledge Management Master Plan design for Repsol YPF worldwide. The Plan articulates the goals to be fulfilled by the company Knowledge Management, the top critical processes to support the company and finally makes a proposal with the most appropriate solutions to give answer to the Plan roll-out.  Actions, resources and indicators detailed plan.  Setting the organisation Knowledge management strategic base, the strategic lines identification, the organisational architecture needed for its proper growth and an action plan.  Knowledge Management Master Plan 2007 – 2010 (Spain, Argentina, Brazil and Bolivia). Customer references – Oil & Gas sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED

30. © Matchmind. All rights reserved. 30  Getting to know and source validation plan.  Architecture definition and creation of the development management basic components.  Integration and start-up.  Follow-up and monitoring.  Creation of a platform to be exported to the entire Carrefour Group worldwide.  Creation of a competence centre in Spain to get important implementation and maintenance synergies in other countries.  Data model and current reference architecture rationalisation.  The client is a technology leader, based on state-of-the-art architecture, able to become a reference in the sector.  Main catalogue and pricing technology renewal. Customer references – Retail sector PROJECT GOALS CLIENT PROJECT OUTCOMESACTIVITIES PERFORMED