1.  Insert text  Second level  Third level Tribal Group plc Preliminary results for the year ended 31 December 2008 Peter Martin Chief Executive Simon Lawton Group Finance Director 17 March 2009

2. Agenda  Summary  Financial performance  Business review  Outlook  Q & A

3. Financial Highlights Year ended 31 December20082007Increase Revenue£234.0m£209.2m+12% Profit before tax*£18.6m£15.4m+21% Earnings per share*14.7p12.2p+20% Dividend per share4.35p3.93p † +11% Operating cash flow£21.4m£22.4m Operating cash conversion136%137% * : Before amortisation of intangibles, goodwill impairment and financial instrument costs † : Pro rata annualised basis 3

4. Business Achievements  Improved operational performance  Strengthened senior management team  Internal reorganisation implemented  Acquisitions successfully integrated  International development progressed  Increased committed income and sales pipeline 4

5. Committed income at 1 January Sales pipeline at 1 January Outlook 5 2009 2008 2009 2008 £139m £124m £297m £168m

6. Financial performance Simon Lawton Group Finance Director 6

7. Financial Performance 7 * Continuing operations only † Before amortisation of intangibles, goodwill impairment and financial instrument costs Revenue (£m) * Profit before tax (£m) * † Earnings per share (pence) * † 194 234 209 18.6 15.4 13.0 14.7 12.2 10.4 2006 2008 2007 2008 2007 2006 2007 2008

8. Income Statement Twelve months ended 31 December 2008 £m 2007 £m Growth % Continuing Operations Turnover294.2256.5+15% Revenue234.0209.2+12% Operating profit*19.817.3+14% Operating margin 8.5%8.3% Interest(1.2)(1.9) Profit before tax*18.615.4+21% Tax(5.0)(4.4) Profit after tax*13.611.0+24% Adjusted fully diluted EPS* (p)14.7p12.2p+20% No of WA diluted shares (‘000)86,45984,795  Revenue increase of 12%  Operating profit* up 14% to £19.8m  Improved operating margin to 8.5%  Significant fall in interest and bank fees  Effective tax rate of 26.8%  Earnings per share up 20% to 14.7p  Final dividend 2.65p; total dividend of 4.35p 8 * Before amortisation of intangibles, goodwill impairment and financial instrument costs

9. Committed Income 9 % of Total £139m £22m £38m £79m 2011 and beyond £6m 2010 £29m 2009 £104m 16% Support Services 27% Consulting 57% Education £53m £21m £5m £4m £33m £18m £4m At 1 January 2009 £1m £4m

10. Sales Pipeline 10 Support Services Consulting Education £164m £22m £16m £6m At 1 January 2009 £104m £86m £12m £47m £52m Jan 08 Jan 09 Total £297m £168m

11. Balance Sheet December 2008 £m December 2007 £m Intangible assets217.5191.2 Other non-current assets11.29.1 Net debt(19.7)(6.8) Net working capital(13.6)(12.3) Net assets 195.4 181.2 Share capital 83.1 79.0 Profit and loss reserves45.936.6 Minority interest1.81.1 Other reserves64.664.5 Total equity and reserves195.4181.2  Intangible assets increased by £26.3m due to acquisitions  No goodwill impairment  Net debt increased by £12.9m following acquisitions  Strong working capital management  Gearing of 10.1% (December 2007 : 3.8%) 11

12. Group Cash Flow Twelve months ended 31 December2008 £m 2007 £m Operating cash flow - continuing operations26.923.6 - (decrease) / increase in restricted cash(1.3)1.6 - discontinued operations-2.6 25.627.8 Interest(0.9)(2.1) Tax(3.3)(0.7) Net cash flow before investing & financing 21.425.0 Capital expenditure(5.1)(6.5) Free cash flow16.318.5 Acquisitions(19.0)- Minorities and deferred consideration(5.6)(2.2) Dividends paid(4.4)(3.4) Disposal of Mercury Health-36.3 Increase / (repayment) of loans10.6(53.2) Net change in cash(2.1)(4.0)  Operating profit to cash flow conversion of 136% (2007 : 137%)  Free cash flow of £16.3m (2007 : £18.5m)  Capital expenditure of £5.1m (2007 : £6.5m) includes product development costs of £1.9m (2007 : £2.3m)  Five acquisitions completed for £19.0m 12

13.  £40m bank facility until June 2012 with HBoS and HSBC ActualCovenant Interest coverx16.7>x3.0 Debt to EBITAx0.9<x3.5 13 Group Net Debt December 2008 £m December 2007 £m Group net debt21.710.0 Less : restricted cash(2.0)(3.2) Group debt19.76.8 Bank revolver facilities (to 2012)40.0 Working capital facility 6.0 3.0 Bank headroom26.336.2  Interest rate swap in place over £25m of debt through to 2010 providing interest rate certainty at 4.99%  Current margin 75 bps

14. Business review Peter Martin Chief Executive 14

15. 15 Market Analysis 2008 Revenue : £234m Education38% Central Government20% Health16% Housing and Regeneration9% Local Government9% UK Public Sector 92% International 4% Private Sector

16. Business Stream Analysis 16 2008 Revenue: £234m 2008 Operating Profit*: £27.4m * Before central group costs Support Services 23% Education41% Consulting36% Education52% Consulting30% Support Services18%

17. Education 17 Year ended 31 December20082007 Revenue (£000)96,40891,581 Operating profit (£000)14,30314,928 Operating profit margin (%)14.8%16.3% Financial performance  Revenue increased by 5% to £96.4m  Operating profit fell by 4% to £14.3m  Good performance in software, training and delivery contracts and inspections  Margin impacted by: - contract / business mix - investment in products and services - increase in bid costs / development capability  2009 margin anticipated to be at similar level Business review  New chief executive appointed – November 2008  Reorganisation being implemented – six market facing business units  Restructuring / investment costs in H1 2009  Committed income of £79m at January 2009  Ofsted contract award (£75m over 6 years)  UK sales pipeline remains healthy  Good range of international opportunities

18. Consulting 18 Financial performance  Revenue increased by 24% to £85.2m  Operating profit increased by 68% to £8.3m  Contribution of £2.4m from acquisitions  Operating margins increased to 9.7%  Excellent performance in Central Government  Good results from Health - establishment of commissioning business - strategic acquisitions  Housing, Regeneration & Local Government - integration (local government) - acquisitions (regeneration, local government) - softer trading conditions in regeneration  Strong performance from Tribal HELM Business review  Significant increase in committed income to £38m at January 2009  Continued importance of frameworks  Anticipate tightening in the spending environment but…  Public sector reform agenda will continue: - performance improvement - commissioning - value for money - resource allocation  Strong pipeline in UK and internationally Year ended 31 December20082007 Revenue (£000)85,19168,666 Operating profit (£000)8,2504,911 Operating margin (%)9.7%7.2%

19. Support Services 19 Financial performance  Revenue increased by 4% to £54.3m  Operating profit increased by 20% to £4.9m  Margin improved significantly  Architecture made good progress - health contracts / new frameworks  Excellent performance from Communications - acquisition / rebranding  Resourcing exceeded expectations despite difficult markets Business review  Architecture - record order book in health - no significant dependence on PFI - uncertainty in FE / reducing cost base  Communications - acquisition provides distinctive, integrated offering - digital capability established - activity levels high  Resourcing - challenging conditions likely to continue - new business wins remain high  Committed income of £22m Year ended 31 December20082007 Revenue (£000)54,27751,997 Operating profit (£000)4,8614,041 Operating margin (%)9.0%7.8%

20. 20 Outlook Peter Martin Chief Executive

21. 21 Macro Outlook  Tribal operates in the public services industry (PSI)  The Julius report (July 2008)* confirmed the importance of the UK PSI  Worth £79bn in 07/08 – 6% of GDP  Employs 1.2m people  Fastest growing sectors: health, education and environment  Competitive tendering reduces costs  Significant export potential  OGC estimates UK public sector consultancy spend at £2.8bn  World Bank alone spends $1.5bn a year on public sector reform in the developing world * The Public Services Industry review by Dr DeAnne Julius CBE published by the Department for Business, Enterprise and Regulatory Reform

22. 22 Macro Outlook  09/10. Headline spending plans to be maintained  Tightening being seen ‘on the ground’, but…  Pressure to reform, improve performance and achieve better value for money  10/11. Post-election retrenchment  Public sector finances will have deteriorated, however “…maintaining the government’s spending plans for the NHS, schools, defence and international development…” David Cameron, 5 January 2009  Tribal’s business driven by change, not by overall spending patterns  Current pipeline  Top 30 opportunities (by value)  73% health or education  22% international  ~4% capital-related  ~1% PFI-related

23. 23 2009 Priorities  Retain focus on existing sectors  Increase market share  Develop international activities  Exploit competitive advantages:  Domain expertise  Breadth of capability  Technology  Increase committed income:  Larger, longer-term contracts  Pipeline conversion  Control overheads / reduce costs / planned investment

24. 24 Current Trading  Delivered plus committed revenue 49% of 2009 plan at end of February  H1 : restructuring costs £1.0m / investments of £0.7m  Restructuring  Cost reductions will generate annualised cost savings of at least £4m  Investments  New health and education initiatives  International development  Business development / bid costs  Strong pipeline / Ofsted contract secured  Further progress anticipated in 2009

25. Q & A

26. 26 Client Feedback “ The success of the NCETM is in no small part due to Tribal’s expertise in portal development, project management and in many other areas. The blend of Tribal’s expertise and NCETM’s mathematics education experts has proved very successful in developing an innovative model for a national centre and thus establishing the NCETM ‘from scratch’. The Centre is now highly regarded across England and internationally.” Celia Hoyles OBE, Director, National Centre for Excellence in the Teaching of Mathematics and Professor of Mathematics Education, Institute of Education, University of London Education Health “Tribal have demonstrated their ability and skill in both influencing and challenging the organisation in relation to the key priority areas, and have done so by a process of engagement and support across the organisation. Tribal are a valued and dynamic partner, who both share our core values and have helped us to aspire to realise our potential” Hilary Heywood - Programme Director, Ashton, Leigh & Wigan Primary Care Trust “Tribal bring expertise and are transparently committed to achieving our goals. You have seamlessly become part of the organisation and that is a big benefit for us. Many of the stakeholders involved have commented about the value that you are adding. People are feeding back how different it all feels now, how fresh the approach is and that it embodies everything that the organisation should be. You have created a real buzz about the work.” Director of Projects and Programmes, Rural Payments Agency Central Government International “The project is creating a continuously growing, critical mass of senior officers who feel comfortable in handling change. At the same time, its development programme is letting the Government of Bangladesh see that improvements are possible if our officers have the right skills and proper support. It is also helping with key improvements in governance that will benefit important areas such as poverty reduction.” Secretary, Ministry of Establishment, Government of Bangladesh

27. Tribal Group plc Preliminary results for the year ended 31 December 2008 END This presentation is intended only as a summary of key points from Tribal Group plc’s announcement of its results for the year ended 31 December 2008 (“the Full Year Results 2008”). Accordingly, reference should be made to the Full Year Results 2008 and not to this presentation.