1. 0 McGraw Hill Financial | Presentation Taking our GBS Organization on the Next Step of its Journey Tom Hallett, Vice President of Global Business Services 9+ years at McGraw Hill Finance, Accounting, Consulting/Project Management roles at Accenture and Ernst & Young CPA, PMP, MBA Introduction

2. 1 McGraw Hill Financial | Presentation McGraw Hill Financial is a Leading Provider of Ratings, Benchmarks, Analytics & Research Premier provider of high quality data, analytical tools and ratings information The leading index provider Principal provider of commodity price assessments and information Primary quality benchmark provider with deep auto expertise Leading rating agency Leading Indian rating agency, analytics and knowledge process outsourcing

3. 2 McGraw Hill Financial | Presentation A Truly Global Company North America Headcount5,000 Revenue$ 3.1B 31 Countries96 Global Offices EMEA Headcount2,000 Revenue$ 1.2B Asia Pacific Headcount9,500 Revenue$ 0.5B Latin America Headcount500 Revenue$ 0.1B ~17,000 Employees 2

4. 3 McGraw Hill Financial | Presentation From Transition to Transformation – A "Brief" History at McGraw Hill Financial ERP Implementation Outsourcing and Op Model Standup GBS? CPI & Transformation Core Financials 3 “go lives” in 18 months Legal entity restructuring New chart of accounts No customization 350+ positions in scope Contract signed in May; first transition in July “Lift and Shift” approach 2010 - 2015 Portfolio Rationalization

5. 4 McGraw Hill Financial | Presentation  If it worked the first time for Finance……  Transitioned from Lawson HR to a Workday solution; a mix of “fix and shift” and “lift and shift”  HR BPO on a smaller scale relative to finance focused on Workday capabilities, call centers and some other “odds and ends”  Applied learnings on vendor management and cutover planning from FAO projects  Understood how to take a global system implementation and outsourced services live in a single deployment Moving to GBS?

6. 5 McGraw Hill Financial | Presentation Transition Learnings PEOPLE: Assign a leader; manage expectations (e.g., the watermelon rule), understand cultural differences; over communicate TECHNOLOGY: Don’t underestimate connectivity lead times and application access requirements PROJECT MANAGEMENT: Not everyone is cut out to be a Project Manager. Understand how a tollgate should work PROCESS: Assess how your internal controls are impacted. If lifting and shifting don’t expect a different result GEOGRAPHY: Understand international requirements (e.g., consultation, language and localizations) GOVERNANCE: Assign decision rights, RACI’s are great tools

7. 6 McGraw Hill Financial | Presentation Governance starts early and runs through the entire transition process Phase 3 – “Transition Planning” Key Deliverables and Timeline Phase 1 – “Baseline, Opportunities identification & RFP Development” Phase 2 – “Provider Selection & Contract Negotiation” MM/DD Refreshed baseline Preliminary opportunities Business Case Outsourcing scope Vendor Shortlist RFP released Provider down select Provider due diligence Deal economics Governance structure, processes, decision rights Target state design Baseline Opportunity Identification Providers Down Selection / Due Diligence Contract Readiness / LOI Governance Model Defined Transition Plan & PMO Stand Up Retained Organization Right-sized, Right skilled RFP Issued Detailed Transition plan/timing Risks & Mitigation Plans Key deal terms BAFO Letter of intent executed

8. 7 McGraw Hill Financial | Presentation Moving to GBS So what’s next?

9. 8 McGraw Hill Financial | Presentation Our focus is to move from a “back office” service provider to trusted partner Develop relationships and credibility with the business; help business understand the value proposition Go beyond SLAs and leverage process health metrics to evaluate performance Provide self service tools that are intuitive and easy to use Leverage data to produce insight and analytics to support decision making Design for global, localize where supported by legal and regulatory requirements Create transparency around costs and services; run like a business, benchmark against peers Look at the process through an end to end lens; standardize and automate

10. 9 McGraw Hill Financial | Presentation ProcessFocus Areas Consolidate Procurement and Disbursements teams to support E2E process Redesign internal website to simplify buy, pay and travel for employees Expand Ariba footprint Implement master data management solution Provide tools to increase transparency and enhance business unit reporting and analysis Transition from regional model to COEs Deploy BlackLine to enhance visibility and control over account reconciliations Create operational dashboards to drive better decision-support capabilities S2P RTR Project Priorities

11. 10 McGraw Hill Financial | Presentation Reporting and Analytics Focus (sample) Create Transparency across the company, awareness of policy and processes to take action and manage spend

12. 11 McGraw Hill Financial | Presentation ProcessFocus Areas Reorganize to reflect as a global business service Implement self service tools (electronic invoicing and payment) Consolidated end-to-end OTC operations for some key businesses Transition strategic accounts to offshore collections team Implement and enforce suspension policies Prepare for the big one… Evaluate shift from FTE to piece based pricing approach Revisit business continuity planning Evaluate impact of incentive programs on attrition and performance Develop service catalogs to communicate with the business and measure our performance OTC Overall Project Priorities

13. 12 McGraw Hill Financial | Presentation  Added “smart” T&E Audits  Transitioned Financial System Security offshore  Moved customers off “do not call list” into collections scope  Closing our Latin America delivery center  Established a buying center to support compliance, tactical buying, system management and helpdesk support In addition to optimizing existing scope, we expanded and adjusted the portfolio

14. 13 McGraw Hill Financial | Presentation  Make Six Sigma and Lean a part of our DNA  Evolve metrics beyond SLAs and process health to focus on customer experience and satisfaction  Redefine what “talent” means in shared services / GBS  Manage knowledge vs. attrition  Become a destination for enterprise services across the organization Looking Further Ahead