1. Studio Bid To Bill Phase 2 IT Funding Request 12/10/2013

2. 2 Executive Summary Without accurate and timely financial reporting of profit margins (revenues plus costs) by each line of business, Operations and Finance are unable to make sound economic decisions about which businesses no longer make sense to be in and which businesses are not making a reasonable profit but changes can be implemented to turn them around. The overall goal of Bid2Bill was to provide the data necessary to help the LOB’s getting better insight to the profitability of their respective areas.

3. 3 Deliverables & Scope Bid to Bill Directive Re-build revenue interface to SAP to improve financial detail and accountability. Retire siloed, redundant operating systems to increase standardization and lower costs. Develop system with vendor to eliminate manual, labor intensive and offline activities. Provide detailed, timely reports to support operational and financial decision making. Scope Changes Since Initial Launch (some are due to new stakeholders): New company codes for FY15 and business unit / vault consolidations. Deeper level of financial reporting required resulting in additional requirements. Interim solutions required for both Bid and Labor Cost reporting. TAAS integration opted for over original SAP method for labor cost capture including more detailed master data to support “Baby CIPs”. Enhancements needed to support business to streamline operations including workflow tools and detailed mass updating capabilities and items jettisoned to meet original compressed timeline in original release. Increased level of user support due to higher complexities from Finance, users transitioning from offline to online management of business. Interim reporting solution (Tableau) and long term reporting universe (SAP BW).

4. 4 Current Phase 1 Implementation ReleaseScope Delivery Date 1Retire ScheduAll and Stages, build new SAP interface, build new billing functionality, provide real-time replica of data in Sony Data Center for reporting. Completed. 3/21/13 225 functional enhancements to increase operational and billing efficiency – vendor delivered all tickets, passed QC, currently in QA environment undergoing QA testing. 11/30/13 3New crew portal to replace paper timecards and replace current electronic timecard system – (85% build complete) 12/20/13 4Bid module – both an interim and long term solution with interim ready by 11/30/13 and long term to provide new module in system to author bids, track bids vs. actuals 2/15/14 5ShowMgr interfaces - provide labor hours from Shotgun and occupancy information for Archibus graphical floor plans 1/15/14 6Labor Cost Capture from ShowMgr thru to SAP - both an interim and long term solution are being worked on with interim ready by 11/30/13 and long term dependent on TAAS availability with result to be a true fully loaded cost model by Profit Center, by Business Track, by Project, by Customer leading to strategic decisions in both Ops and Finance 6/15/14

5. 5 Project Funding As the current Phase 1 is running $380,000 under budget, this rollover amount will greatly offset the ask for Phase 2: Previous Funding$ 3.1 M Funding Needed for Phase 2 $ 990 K Rollover from Phase 1$ 380 K Total Funding Request $ 610 K All additional project work needed is to improve current / implement net new functionality. As a result only some of the internal labor will be expense with majority of the cost being capital. Phase 2 Scope to include: Extended Operations – enhancements for Ops to better manage Orders Labor Interface – switch from SAP to TAAS / Baby CIPs model Crew Portal – additional scope needed to support new labor cost capture Bid – additional scope required to support Master Bid for internal productions Workflow – enhancements for Ops, Finance to increase accountability and automation Gold Interface – improve handoff of Orders from Gold to ShowMgr Other – “Tier 3 & 2” enhancements to improve billing, full string SAP validation, pre-bills in ShowMgr UI

6. 6 Appendix

7. 7 Detailed Progress to Date Release 1 & 1.5 (Go-live 3-21-13 ) 90% of Sound and Post on ShowMgr: ScheduAll, SOS & CAFM Tools all retired savings $1.56M in license fees, $380K in IT support & new negotiated site-wide ShowMgr license resulted in $650K in saved license “seat” fees New revenue interface in place to SAP providing detailed revenue that includes fully redesigned g/l accounts, profit centers and by project posting (GPM by project) and eliminated leaving transactions behind in operating system via new pkg billing UI Operational efficiencies through first release working toward $864K in hours spent Reporting – full SQL “near real-time” replica of ShowMgr data now housed in Sony data center and successfully up on Tableau while working on a proof-of-concept long term solution leveraging SAP BW with several Sony IT groups Release 2 – System Enhancement 25 Functional Enhancements – currently in QC environment undergoing QA testing / bug fixes with resulting functionality going toward realizing $864K in Ops efficiencies Release 3 – Crew Portal 85% build complete – awaiting a few key Sony requirements to be added to the final delivery

8. 8 Detailed Progress to Date Release 4 - Bid Both interim and long term solutions are being worked on with interim solution up and running in approximately 2 weeks and will highlight drastically better run rates than the manual method and much simpler Bid vs. Actual report to present to Customer Need for “Master Bid” across all of Post has created additional requirements in many areas that need to be incorporated into the long term bid module Release 5 – ShowMgr Integration with Shotgun and Archibus Finishing up final requirements gathering and functional specifications for ShowMgr interfaces to provide labor hours from Shotgun and occupancy information for Archibus graphical floor plans Release 6 – Labor Cost Reporting from ShowMgr thru to SAP Both an interim and long term solution are being worked on with interim being ready by end of November and long term dependent on TAAS availability (currently February 2014 to begin analysis) Result will be a true fully loaded cost model by Profit Center, by Business Track, by Project, by Customer leading to strategic decisions in both Ops and Finance

9. 9 Projected Cost and Benefit Summary for Overall Project Project Costs Internal Labor:$ 240K External Labor: $ 750K Phase 1 (approved):$ 3.14M Phase 1 (rollover)$ (380K) Total Projected Costs:$ 3.75M Project Benefits - 5 Years Hard Benefits : (revenue enhancement) $ - Hard Benefits: (Cost Reduction) $ 10.4M Hard Benefits: (FTE Saving) $ 6.7M Soft $ Benefits (Efficiencies): $ 1.3M Total Benefits – 5 Years:$ 18.4M Seven-year Summary and Payback Seven-year total costs: $ 4.8M Seven-year total benefits: $ 18.4M Seven year net benefit: $ 13.6M Internal Rate of Return 63.9% Net present value @ 10%: $ 6.74M Payback (Months): 13.1 Funding Needed FY15 * $ 990K Total Funding Request * $ 610K Previous Funding$ 3.1M * $380K savings from FY14 being rolled over so net $610K

10. Bid2Bill Phase 2 Cost Estimate 11/11/2013 10

11. 5 Year Summary Original Greenlight 11

12. 5 Year Summary New 12

13. Proposed Timeline 13

14. 14 Resource Plan Project Management Bernie Leypold Jeff Rollo System Implementation Jeff Rollo Kara Jenkins David Yu Operational Improvement Kara Jenkins Alice Tu Finance Alice Tu Tammy Lee Jalal Lalani Key User / SMEs Business Advisory Group Peter Jensen Richard Kirkland Ivan Gueron Bernie Leypold Executive Sponsors Randy Lake Emmanuelle Borde Tom McCarthy Chris Holt Steve Andujar Ron McNair Steering Committee Core Team