Oracle E&U (Energy and Utilities) SIG Oracle Open World 2014 Meeting September 28 th , 2014

1. Oracle E&U (Energy and Utilities) SIGOracle Open World 2014 MeetingSeptember 28th, 2014

2. Agenda • Introductions • Who We Are • About the Group • Mission & Goals for 2014-16 • Today’s Presentation: Platform As a Service (PAAS) – The Oracle CC&B Service Bureau • OAUG at Open World • Next up…

3. Introductions • Scott Birdsong (Black & Veatch) – Chairman birdsongsa@bv.com • Greg Jones (Black & Veatch) – Membership Director jonesgw@bv.com • Prakash Menon (WIPRO) – Meetings & Programs Director prakash.menon@wipro.com • Ryan Hyman (Laclede Gas) – Communications Directorrhyman@lacledegas.com • Energy Board Member - Open

4. Who We Are The E&U SIG is an affiliated group of nearly 300 professionals within the global Oracle Applications Users Group (OAUG). We are a self-governing, worldwide community of Oracle users and consultants who volunteer our time, energy and knowledge to achieve common goals and objectives connected with our industry and key product lines, including Oracle’s suite of applications for Utilities (CC&B, MDM, SGG, WAM, MWM, NMS, EDM and SOM), as well as e-Business, J.D. Edwards, Fusion, Hyperion, OBIEE and PeopleSoft. The E&U SIG is operated by a Steering Committee with an appointed Board of Directors. The Steering Committee’s purpose is to promote membership involvement, education and influence. E&U SIG members meet twice annually at the OAUG COLLABORATE and Oracle OpenWorld conferences, and through collective efforts serve to encourage product enhancements through the OAUG and the Oracle Corporation. Steering Committee Directors serve two year to further the shared goals, needs and interests of the E&U community. Participation in the Energy and Utility Special Interest Group (EUSIG) is open to employees of all companies that are members of the OAUG, however E&U SIG meetings are reserved for E&U SIG members only. Consultants working on Oracle Applications implementations at utilities are welcome, and they are eligible to chair selected committees, however they cannot vote on E&U SIG items at EUSIG meetings. Steering Committee elections are held every two years. For more information or to join the OAUG E&U SIG, please visit http://eusig.oaug.org/.

5. About the Group • Energy- oil extraction/ refining, nuclear, coal, renewables • Utilities- electric (Gen, T&D, Retail*), gas (Dist, Retail*), water/ waste water • Membership focus is Users / Implementers of: • Oracle Utilities Solutions (CC&B, WAM, MWM, NMS, MDM, SGG, EDM, Analytics, Lodestar*) • e-BS (incl. Projects, Asset Tracking & eAM) • Siebel Energy/ Siebel CRM • PeopleSoft (Enterprise Maintenance Management) • Hyperion / EPM • Fusion • Primavera • OBIEE

6. Mission Drive Superior Project Performances Differentiation through knowledge sharing and industry/ client insight Foster Deep Industry Insights & Knowledge Sharing Uncover key characteristics of industries and share key solutions Establish Culture of Collaboration Collaborate with customers; employees; partners and community E&U SIG Mission ~300 Members Simplify Delivery Delivery models targeting faster, efficient and business aligned KPI’s Leverage Strategic Partnerships Collaborative sharing & innovation across partners Establish an Innovation Network Engage – Retain – Develop - Enable Invest in next generation technologies • http://eusig.oaug.org/ 6

7. 2014-16 E&U SIG Goals • Reinvent • Adapt SIG to accommodate changes in the product mix over the past 5 years • Increase focus on best-in-class, fully integrated, end-to-end solution implementations, upgrades, and application support • Install new Board members with clearly defined roles & responsibilities • Refresh the membership directory • Reinstitute networking channels & communications • E&U SIG Website | LinkedIn Group • Quarterly newsletter and other information broadcasts • Revitalize • Increase year-over-year membership by 25 % and participation at events by 25% • Produce 1 presentation for Open World 2014; 3 for COLLABORATE 2015 • Create consistent, timely communications and informational broadcasts • Establish a culture of effective knowledge sharing • Provide a platform for issue discussion & escalation • Renew • Renew influence with Oracle product group

8. Today’s Speakers Greg Jones, PhD. Black & Veatch Corporation: Industry Director, Utilities North America Rajpal Gohar WIPRO: ENU Competency Center Head

9. Platform As a Service (PAAS) Overview – The CC&B Service Bureau Innovation • A paradigm shift: “Cost Center” to “Revenue Center” for host utilities; “pay by the drink” shift for subscriber utilities • Features single process and single data model architecture in a fully integrated, end-to-end solution • One application program with all CIS modules provided in a utility model (PaaS); subscribers only pay for the modules and transaction volume they need, i.e., “pay by the drink” • Includes a best practices process framework that enables localization while enforcing standardization • Common business objectives are exposed across participants for reuse / expansion • Includes fully operational configuration • Multi-language capable • Out of the Box & operational in days • http://eusig.oaug.org/ 9

10. The Market Need Costly: Approximately $50/customer (external spend) Risky: 30% are abandoned or do not provide expected results Long way back to recovery: 18 - 24 months to get better Characteristics of a typical CIS Implementation Mass Requirements gathering Long development phase Testing Conversion Deployment Very limited view of impact of changes to processes and new processes Changing requirements; business users are unaware of “what’s in store” Testing is compromised due to over-runs; manual workarounds to defects Conflicts between IT and Business interests System does not support customer specific needs; business users skeptical project is considered a failure http://eusig.oaug.org/ 10 10

11. 100% Current Cost Structure Typical Value Proposition Objective: Provide innovative, sustainable cost savings plus improved business performance The Value Equation—Cost Structure Illustration The “Pillars” of Full Value Outsourcing Focus on cost savings • SLAs: Accuracy & TAT • Best Shore Delivery • Operating metrics, SLAs and governance • Offer savings of more than 35%-50% of sub-process costs 50%-70% Incremental Process Improvement • Use of enhanced quality tools • Productivity gains • Improve TAT and accuracy • Additional 5-10% cost savings Optional Business Performance Arbitrage • Automation to drive productivity & quality • Centers of excellence • Additional 15-20% cost savings Future Cost Structure Phase I Today Phase II 3-12 Months Phase III 2-3 Years 11 11

12. New Value Proposition • Faster and higher ROI with reduced TCO • Market aligned processes • Easy Change management • Operational Stability (Both front office and back office) • Proven model for better Customer Experience & CSAT • Best Practice Business process maps to accelerate Blueprint & Configuration • Pre-configured & ready to deploy set of functionalities in Oracle CC&B • Effective migration of customer & technical data aligned with regulatory requirements • Training Manuals ,Testing Framework & Pre-configured test scripts • Early Look & Feel of the solution to boost end users confidence, Business Benefits Realization - Quicker “go - live” and higher ROI • Reduce cost & timeline by 30% • Pre configured template based Accelerated deployment • Risk Minimization - Proven processes configured on Oracle CC&B http://eusig.oaug.org/ 12

13. Benefits BENEFITS Prep Business Blueprint Realization Testing Go Live Traditional project 5 Overall time for the project will be reduced by 30% 1 Template Benefits 5 3 4 2 Start Deploy Run 1 2 3 4 A starting point for Business Blueprint and reduces time by 50% as core configurations are already in place In-build components, test scripts and migration paths reduce time of implementation by 30% Gives Business Users a Day-1 reckoner and reduces Change Management complexity For customer already in CC&B, it provides bolt-on components through which transformation of current landscape is less complex http://eusig.oaug.org/ 13

14. BPO Transformation Roadmap Knowledge Management Framework and Route Map Knowledge objects from the BPO Transformation Roadmap and Transition Planning engagement are organized according to this framework, which provides the route map for deal activity

15. BPO Transformation Roadmap Knowledge Management Framework and Route Map

16. Service Level Agreement Lifecycle Implementing • Agree mechanism for changing SLAs • Agree reporting frequency, formatand mechanism • Configure tools • Set SLA penalties & credits and process • Agree escalation path & contact map Monitoring • Reported and reviewed monthly • Analyze trends • Analyze missed SLAs • Develop action plan Setting • Define ‘To-Be’ SLAs • Involve the business • Identify key services to be measured • Agree Criticality and Severity definitions Delivering • Track all events • Automate logging and tracking • Set real-time alerts • Escalate as necessary Evolving • Revised Annually as needed • Anticipate changes where possible • Update the SLA document as needed 16

17. Transforms Business Visibility Outcome driven services & business SLA tracking • Manage and Measure Business KPIs / BLA • (Business Process SLA) Business Process Map apps to key Business Process and monitoring Value chain enablement Value Chain Enablement Looking at End User Experience and Transaction success; measuring composite Availability & Performance Transactions Measuring and Managing the availability & performance of applications & Infra Applications • Basic Infrastructure monitoring • with Auto-ticketing Infrastructure 17

18. Scope of Services - Sample Account Creation Field Services Meter data management Billing Payment Processing Credit and Collections • Verify customer information • Credit analysis, risk assessment • Application processing, account set up • Generate field service ticket • Order scheduling, dispatch, routing • Meter installation • Order tracking • Meter reading • Upload to CIS • Data validation and processing • Prepare bill • Bill verification • Generate and dispatch bill • Update A/R • Receive payment • Process payment • Apply payment • Finalize accounts • Process credit requests / adjust charges • Collections Subscriber Utility to perform these activities Customer Care Operations • In-Bound contact • Service request, Billing & account queries, dispute resolution • Customer complaints, meter relocation/removal requests • Out-Bound contact • Payment reminders • Customer promotion/campaign management • Correspondence CIS is core to the M2C function • Customer Information Systems are “hubs” for meeting today's utility customer, financial, and operational challenges. However, they are costly (multi million/ multi year), disruptive and complex to modify and/or upgrade • With the new business and environmental challenges , CIS’s have to adapt to a whole raft of new capabilities • As AMI and home automation come on line, the CIS will have to be flexible enough to incorporate information derived from massive new data flows. • New regulations and requests for data by regulatory authorities will require more flexible/agile information systems 18

19. CC&B Platform Migration - Sample 19

20. Questions

21. Next Meeting: COLLABORATE 15Las Vegas | April 12th – 16th

22. Connect with OAUG at Open World • Booth 3131 in MosconeWest and Users Group Pavilion in MosconeSouth • Ask questions and share answers with other Oracle Applications users and experts. • Visit oaug.org/openworld to join the discussion • Special membership offers • 15 months for the price of 12 • 3 months at ¼ of the regular price

23. Thank you See you at Las Vegas | April 12th – 16th