Smart Work Center - Value Case

1. Smart Work Center- Value Case Cisco Internet Business Solutions Group - November 2008

2. Carbon Excellence Service Excellence Service adoption and retention Cost Quality Delivery Closed Economic Profit 80% Passenger Impact Loop Revenue Impact Adoption and Utilization Systems x Node • Performance • Cost (internal/external) • Utility • Data Integrity • Risk Management (ID and Mitigation) Operational Excellence Value Monitor Return on Invested Capital Value Drivers

3. Business Model for Smart Work Center • Providing comprehensive flexible work space propositions to larger employers. Flexible work stations can be retained at any time by any employee • The proposition includes the actual work space, connectivity, IP phones, on the premise telepresence access, other hardware • Further services on the premises are provided by third parties and can be retained separately (i.e. child day care, restaurant) Leases per squared meter + possible commission fees

4. Business Model for Smart Work Center(2) • One year agreements with large employers are imperative to the short term viability of the SWC. Larger Employers therefore serve as ‘launching customers’. Individual ‘per day’ or ‘per hour’ arrangements follow in secondary phase of SWC development • Financial advantages to the larger SWC customers emerge if the customer translates SWC usage into a reduction of fixed work stations at their own premises. A SWC aims to offer all-inclusive work stations at 50 to 90% of the costs involved in maintaining fixed traditional workspaces, allowing for substantial reductions in operational cost to the customer Leases per squared meter + possible commission fees

5. Business Model for Smart Work Center

6. Scalability, Replication of Smart Work Center • Pilot SWC in Amsterdam officially launched in September 2008 • Scaling in and around Amsterdam in collaboration with a larger arrays of private partners, with the City of Amsterdam in the role of initiator and enabler • Vision, concept and technology driven by CUD, Cisco • Forging of partnerships (public sector, investors, employers) initially driven by CUD, Cisco, to be left to public and private partners beyond pilot phase • Replication and scalability ensured by viable business model (zero subsidies required) • Public sector assuming the guiding role, public awareness and promotion, management of PPPs • Business Models, Value Cases, Updates and Experiences to be shared and replicated worldwide

7. Smart Transportation (Packaged Program) Total Impact Short-Term Smart Transportation Pricing Mobility Management Traffic VolumeReduction Avg. SpeedIncrease Emission Reduction • Total decreased traffic volume • Total decreased VKT • Increased public transport volume 13.7% 5.42% 17% Smart Work Center Traffic VolumeReduction MobilitySubstitute Avg. SpeedIncrease Emission Reduction 2.92% 1.52% 4% + • Decreased Traffic Volume • Increased Public Transport Volume Mobility Alternatives Connected Bus Longer-Term • Less use of Energy • Less use of Space Traffic VolumeReduction MobilityMarketing Personal Travel Assistant Avg. SpeedIncrease Emission Reduction 12.68% 12.8% 6.3% Package-based Program BuildingSmart Work and Transportation