Creating Enterprise Value

1

• Increasingly Global Operations

– Many customers are moving production overseas to take advantage of decreased costs associated with labor, raw materials and regulatory compliance

– Overall market growth is driven by demand growth in Asia and Eastern Europe

– Global Diversification insulates against geopolitical Risk and cyclical economic factors

● Intense Merger / Acquisitions and Joint Venture Activity

– Increased Joint Venture activity in Asia and the Middle East

– Assets managed as portfolio to be bought or sold to achieve optimal mix

● Escalating cost pressure

– Cost reduction is key due to lack of control over raw material prices

– Feedstock Prices at historic highs resulting in cost increases downstream

– Energy Price Escalation impacting product cost

Key Trends

Natural resource Companies Must Respond To Key Industry Trends

• Expand into new global regions embrace new local business processes

• Assimilate acquisitions quickly and efficiently, evaluate asset value in the context of its fit to the corporate portfolio

• Accelerate cost reduction efforts and embrace efficient, collaborative supply chain and projects, strive for more efficient operation of key assets

Implications

2

Occidental Signs New Exploration Contracts in LibyaLOS ANGELES, March 6, 2005 (PRIMEZONE) -- Occidental Petroleum Corporation (NYSE:OXY) announced that the company and its partners have signed contract agreements with Libya's National Oil Company for nine exploration blocks awarded in the EPSA-4 oil and gas licensing round in January. Preliminary work on the blocks, which encompass an area in excess of 46,000 square miles (77,000 square kilometers), is already under way.

Kerr-McGee Establishes Position in South China Sea New Deepwater License Doubles Acreage in ChinaOklahoma City, Feb. 4, 2005 – Kerr-McGee China PetroleumLtd., a wholly owned affiliate of Kerr-McGee Corp. (NYSE: KMG), has signed a production sharing contract with China National Offshore Oil Corp. (CNOOC) for block 43/11, which covers 2.4 million undeveloped acres (9,729 square kilometers) in the SouthChina Sea. Under the contract, Kerr-McGee holds a 100% foreign contractor’s interest in the first phase of the exploration period. CNOOC has the right to participate with up to a 51% interest if Kerr-McGee enters into the development phase.

Kerr-McGee takes stake in block off AngolaBy OGJ editors HOUSTON, May 24 -- Kerr-McGee Angola Ltd. has signed an agreement with Angola's national oil company Sonangol to take a 25% contract interest in Block 10 off Angola. The deepwater block is operated by Devon Energy Corp., which holds a 35% contract interest. Sonangol and affiliates hold the remaining 40%.

CLEVELAND, OHIO, April 8, 2004 – The Sherwin-Williams Company (NYSE: SHW) announced the acquisition of a majority interest in Shanghai KinlitaChemical Co., Ltd. based in Shanghai, China in order to participate in the growing Chinese automotive coatings market. The company, now named Sherwin-Williams Kinlita Co., Ltd., will operate under the direction of Sherwin-Williams Automotive Finishes Corp. and will be included in the Automotive business segment of The Sherwin-Williams Company. Price and terms of the purchase were not disclosed.

Increasingly Global Operations - Implications

● Asset Intensive Companies must:

● Expand Internationally to remain competitive

● Embrace Global Business Practices

● Mitigate Geopolitical Risks

● Optimize use of mobile assets

● Establish flexible collaborative supply chain

● Establish and track complex contractual arrangements

3

Noble Energy Closes Patina AcquisitionHOUSTON, May 16 /PRNewswire-FirstCall/ --Noble Energy, Inc. (NYSE: NBL) today announced that its acquisition of Patina Oil & Gas Corporation (NYSE: POG) has closed. Patina stockholders will receive 0.6014 shares of Noble Energy common stock or $39.3398 in cash for their shares.

ChevronTexaco Announces Agreement to Acquire Unocal • Stock and cash transaction valued at $18 billion • Acquisition extends ChevronTexaco's strategic positions in core areas

• ChevronTexaco production and proved reserves expected to increase by more than 15 percent

• SAN RAMON, Calif., April 4, 2005 - ChevronTexacoCorporation (NYSE:CVX) and Unocal Corporation (NYSE:UCL) announced today that ChevronTexacowould acquire Unocal in a stock and cash transaction valued at approximately $18 billion, including net debt. The acquisition, which is subject to approvals by Unocal shareholders and certain regulatory agencies, will significantly enhance ChevronTexaco's position as a leading global energy provider.

Valspar to Buy Stain MakerBy Chemical Week Editorial StaffValspar says it has agreed to acquire Samuel Cabot (Newburyport, MA), a privately owned manufacturer of exterior and interior stains and finishes. Cabot had 2004 sales of about $58 million. Financial details were not disclosed, but Valspar says the deal is a cash merger transaction. The acquisition is expected to close in June, Valspar says.

Intense Merger and Acquisitions Activity - Implications

1. Companies must be able to evaluate potential acquisitions effectively

2. Vertical Integration Opportunities enhance value chain

3. Efficient Assimilation of acquisitions can increase consolidation benefits

4. Divestitures require equal scrutiny to acquisitions to ascertain portfolio impact

CLEVELAND, OHIO, April 8, 2004 – The Sherwin-Williams Company (NYSE: SHW) announced the acquisition of a majority interest in Shanghai Kinlita Chemical Co., Ltd. based in Shanghai, China in order to participate in the growing Chinese automotive coatings market. The company, now named Sherwin-Williams Kinlita Co., Ltd., will operate under the direction of Sherwin-Williams Automotive Finishes Corp. and will be included in the Automotive business segment of The Sherwin-Williams Company. Price and terms of the purchase were not disclosed.

Occidental Announces Permian Basin AcquisitionLOS ANGELES, May 19, 2005 (PRIMEZONE) -- Occidental Petroleum Corporation (NYSE: OXY) today announced the acquisition of an interest in oil and gas production from ExxonMobilin the Permian Basin of West Texas for a purchase price of approximately $972 million. The production being acquired from ExxonMobil is primarily from the Salt Creek, Sharon Ridge and Dollarhide fields.

LionOre Mining Acquisition in Botswana Travers Smith has acted for LionOre Mining International in its US$75.9m acquisition of nickel mining and associated assets in Botswana. LionOre acquired Anglo-American's 43.35% interest in Tati Nickel Mining Company (Proprietary) together with Anglo-American's interest in BCL and BRST.

4

1. Labor costs rising globally – resulting in outsourcing to lower cost labor markets

2. Energy Prices continue to Rise resulting in cost increases in downstream products due to energy consumption in manufacturing process:

– Gasoline

– Electricity

– Plastics

– Paper

3. Raw Material Costs rising

Escalating Cost Pressures

Rising raw material costs put a crimp in first-quarter profits at paints and

coatings companies. The first quarter is typically the slowest for paintmakers, particularly in the architectural coatings sector because of the weather, producers say.

Dull Finish*(in millions of dollars)Company Sales % Change Earnings % ChangeAkzo-Nobel $1,597.0 0% $79.8 -26%Sherwin-Williams 1,540.0 17 83.3 62DuPont¹ 1,536.0 8 166.0 -12PPG Industries² 1,332.0 5 9.0 -95ICI 961.9 2 94.1 2BASF 607.5 -7NA NARPM³ 516.3 9 4.5 -25*First quarter sales and earnings for paints and coatings operations. NA=Not available. 1) Pretax operating profit. 2) Includes $150-million pretax charge for nonrecurring legal settlement. 3) Fiscal third quarter ended Feb. 28.

5

Fluctuating Market Demand

History: Energy Information Administration (EIA), Annual Energy Review 2003

, DOE/EIA-0384(2003) (Washington, DC, September 2004),

and EIA, Short- Term Energy Outlook October 2004. Projections: Table A16.

Coal Consumption for Electricity Continues To Rise in the ForecastU.S. Consumption of Coking Coal Declines in

the Forecast

*Source: Energy Information Administration*Source: Energy Information Administration

'Smells like money' _ Canada's

tar sands industry booming

Associated Press Writer

FORT McMURRAY, Canada

(AP

6

Changing Environmental Conditions

*Source: Energy Information Administration*Source: Energy Information Administration

Low-Sulfur Coal Continues To Gain

Share in the Generation Market

To reduce sulfur dioxide emissions

…Low-sulfur coal will continue to be

used in generator compliance

strategies and is also expected to be

attractive to many generators…

Emissions Caps Lead

to More Use of Low-

Sulfur Coal From

Western Mines

Clean Air Interstate Rule (CAIR)

and the Clean Air Mercury Rule

(CAMR)… The ripple effect of these

rules impacts allowance prices, clean-

up and fuel decisions for electric

utilities, and coal demand on a regional

level.

7

● Hidden Slide – Place Holder – would like a quote from an analyst or trade magazine talking about the importance of EAM and supply chain in driving value for the Natural Resources industry.

8

How Can Oracle Help?

●Provide better business insight

●Enable adaptive business processes

●Deliver superior ownership experience

9

Oracle’s Information Architecture Is Designed For Business Insight

Oracle SAP

CRM

Distribution

Financials

ServiceSRM

PlanningERP

Data Warehouse

Customer Data Hub

Product Data Hub

Vendor Data Hub

Demand Data Hub

Financial Consolidation Hub

10

13 of the top 20 Paper Companies run

Oracle Applications

Our Large Customer Base Enables Continuous Investment In Natural Resource Industries

● Strong Asset Intensive application footprint

– EAM, Process Mfg., Distribution, Fuels, Supply Chain, Projects, etc.

● Oracle has the lowest Total Cost of Ownership…

– Software

– Hardware

– Professional Services

● …Fastest speed to implementation…

● …And Provides the shortest time to benefit realization

Oracle Is Committed To Asset Intensive Industries…

…And Oracle Has A Strong Value Proposition For Them

9 of the top 15 Global Oil Well Services

Companies run Oracle Applications

4 of the top 10 Gold and Silver Chemical Companies run Oracle Applications

4 of the top 8 Metal Mining Companies run Oracle Applications

4 of the top 10 Coal Mining Companies run Oracle Applications

“The new Oracle tools give Solid Energy the functionality we need to make better decisions about overhaul and replacement of assets, preventive maintenance routines, and rationalization of spare parts and rotables. By ensuring we have accurate records of maintenance and expenditure on assets, we can determine the condition of assets at any given time and identify a poorly designed plant so it can be redesigned.”

-- Warren Maslin, Chief Financial Officer, Solid Energy

11

Oracle Market Position – Mining

4 of the top 10 Coal Mining Companies run Oracle Applications

4 of the top 10 Gold and Silver Chemical Companies run Oracle Applications

4 of the top 8 Metal Mining Companies run Oracle Applications

“The new Oracle tools give Solid Energy the functionality we need to make better decisions about overhaul and replacement of assets, preventive maintenance routines, and rationalization of spare parts and rotables. By ensuring we have accurate records of maintenance and expenditure on assets, we can determine the condition of assets at any given time and identify a poorly designed plant so it can be redesigned.”

-- Warren Maslin, Chief Financial Officer, Solid Energy

● Strong Mining application footprint

– EAM, Process Mfg., Distribution, Fuels, Supply Chain, Projects, etc.

● Cost of Ownership…

– Software

– Hardware

– Professional Services

● Optimal Time to value

– Fastest speed to implementation…

– Provides the shortest time to benefit realization

…And Oracle Has A Strong Value Proposition For Them

Oracle Is Committed To Mining Companies…

12

Oracle Can Provide A Superior Cost of Ownership Experience…

19.8%24.5%Internal Staff

33.4%40.5%Professional Services

13.6%9.6%Hardware

33.2%25.4%Software

172184# Responses

Data Excluding Outliers*

All Responses

Cost Categories As A Percent of ICO

Average Implementation Cost of Ownership

*For each vendor, the two highest relative TCO responses have been removed

$-

$10

$20

$30

$40

$50

$60

$70

$80

Oracle

PeopleSoft

SAP

Millions

Internal Staff

Prof. Services

Hardware

Software

Implementation Cost of Ownership, by Vendor

Source: Meta 2003 TCO Study “Deriving Value from Twenty-First Century ERP Applications”

Hardware and

Professional Services Are Key Drivers of Cost

13

…As Well As Lowest Time To Implement And To Benefits

Median Time To Implementation

12 20 27

0

10

20

30

Oracle Peoplesoft SAP

Time in months

Source: Meta 2003 TCO Study “Deriving Value from Twenty-First Century ERP Applications”

“The success of the POSCO project is definitely attributed to the flexibility of the Oracle E-Business Suite --Inventory turnover increased from 8.7 times to 12 times. Delivery lead time reduced by 53% (from 30 days to 14 days).”

- Ryoo, Kyeong Ryul, POSCO CIO

Median Time to Benefits

33.625.824

0

10

20

30

40

Oracle Peoplesoft SAP

Time in months

Note: Median Time to Benefits across all vendors is 24.7 months

Note: Median Time to Implement across all vendors is 17 months

14

Agenda

Oracle’s Commitment to Natural Resources - Past, Present & Future

Applications to Support Your Future Needs

How Oracle Raises The Bar – Our Differentiators

15

Oracle Is Committed To Natural Resource Industries

5. Dedicated Sales Team – Many of our sales teams are focused primarily on Natural Resource Industries. Our teams are familiar with the industry issues, trends, terminology, and industry unique business process flows. Natural Resource industries are global in scope so is the local presence and global coverage of Oracle’s Natural Resource Team.

4. Ongoing Product Development – Oracle has over 13,000 total developers: 8,000 are focused on applications and 5,000 on database and application server product development. Oracle is the largest ERP provider in North America and leads the industry in technology innovation. Since the early 1980’s Oracle has provided application solutions for the Natural Resource industry.

8. Recent PeopleSoft / JD Edwards Acquisition – The recent acquisition more than doubles Oracle’s presence within the Natural Resource Industry and provides products with additional functionality to meet the needs of the industry.

3. Our Skilled & Experienced People – Globally Oracle has over 1,500 industry skilled and experienced people servicing the Natural Resource industry. Most are from the industry or management consulting having worked as Natural Resource functional or technical experts.

7. Industry Specific Tracks at OracleWorld – OracleWorld our annual users conference provides a forum for customers to exchange lessons learned, hear about what’s new, and network Oracle Executives and one another. Last year, in addition to product specific sessions there were sessions devoted to natural resource industries compeltewith customer presentations.

2. Our Industry Solutions – Oracle offers solutions that meet the needs of the Natural Resource industry. Several examples of industry specific functions provided include: batch formulation and optimization, supply chain planning and execution, multi-modal transportation, enterprise asset management, strategic sourcing, global purchasecontracts, etc.

6. Revenue / Impact on Oracle Economy – Over 50% of the revenue recorded last year came from manufacturing sector. Oracle serves over 20 industries in three broad markets – Manufacturing Industries, Service Industries and Government.

1. Our Customers Base – More than 675 Natural Resource companies run applications from Oracle and over 1,000 Natural Resource companies run their systems on Oracle technology. Oracle has solutions covering the entire spectrum of Natural Resource companies including specialty, commodity, allied products, and others.

Go to http://www.oracle.com/industries/natural_resources/index.html for more information.

16

Oracle Applications Run Natural Resource Companies

Distribution

Financials

Advanced Planning / SCM

Sourcing and Procurement

Manufacturing/Quality/OPM

Human Capital Management

OraclePeopleSoft/JDE

Asset Lifecycle Management

Oracle’s Commitment –Natural Resources Industry Sample Customers

18

Snapshot of Oracle Mining Customers

19

Oracle Reference Clients – Mining

Teck Cominco

Granite Rock Co.

Alcoa

Inco Limited

Kinross Gold

Placer Dome

Shell Canada

Asset Lifecycle Management(e.g., eIB, EAM Supply Chain, Procurement)

Teck Cominco

Luscar

Stillwater Mining

Drummond Coal

North American Coal

Teck Cominco

Luscar

Stillwater Mining

Mid Market MiningCompanies

Inco Limited

Placer Dome

Kinross

Phelps DodgeAlcoa

Inco Limited

Kinross Gold

Placer Dome

Shell Canada

Top 20 Mining Companies

Customer Management(e.g., Order Management, Provisioning)

HumanCapital Management

FinancialManagement (e.g., Ledgers, SOX Compliance)

Solution Area Segment

20

Oracle Clients – Mill Products

Solo CupBlue Ridge Paper

Abitibi

Stora Enso

Smurfit Stone Cont.

Mead Westvaco

Graphic Packaging

Posco

Alcoa

Asset Lifecycle Management(e.g., eIB, EAM Supply Chain, Procurement)

Appleton Papers

Blue Ridge Paper

Boise CascadeBell PackagingNippon Paper IndustriesGarden State PaperMaverick TubeAlcan Aluminim

Little Rapids Corp.Bull Moose TubeMaverick TubeSolo CupBlue Ridge Paper

Mid Market Mill ProductsCompanies

Abitibi

Stora Enso

Smurfit Stone Cont.

Mead Westvaco

Graphic Packaging

Posco

Alcoa

Abitibi Consolidated

Stora Enso

Mead Westvaco

Posco

Alcoa

Abitibi Consolidated

Stora Enso

Smurfit Stone Cont.

Mead Westvaco

Graphic Packaging

Posco

Alcoa

Top 20 Mill Products Companies

Customer Management(e.g., Order Management, Provisioning)

HumanCapital Management

FinancialManagement (e.g., Ledgers, SOX Compliance)

Solution Area Segment

21

Agenda

Oracle’s Commitment to Dana - Past, Present & Future

Applications to Support Your Future Needs

How Oracle Raises The Bar – Our Differentiators

22

Key Questions from Our Customers

●Application Development Roadmap

●Oracle Approach to Lower TCO

●Designing Next Generation Applications

●Continued Commitment to Natural Resources

●Approach to Software Quality

23

Oracle Applications Roadmap

JDE World

JDE Enterprise One

PeopleSoft Enterprise

20132008200720062005

First Release Fusion Suite

Individual Fusion Applications

Data Hubs and Transaction Base

Fusion Architecture Complete

Oracle Fusion

Continued Enhancements

JDE World

Continued Enhancements

Enterprise One 8.12

JDE Enterprise One

Continued Enhancements

Start Peoplesoft 9.0

Continued Release of 8.9

PeopleSoft Enterprise

Continued Enhancements

E-Business Suite 12.0

Continued Release of 11i.5.10

Oracle E-Business Suite

Fusion Middle Ware Compliant

Support

●Support Extended to 2013 at the earliest

●Ongoing Industry Functionality Enhancements

●Automated upgrades included as part of maintenance

●SOA compliant architecture

94% of Oracle Applications Customers are on the latest Release….14% of SAP

Customers are on the latest releaseSource: GartnerThe following is intended to outline our general product direction and is intended for information purposes only. The development, release and timing of any features or functionality remains at the sole discretion of Oracle. This presentation is not a commitment to deliver any material, code or functionality.

24

Oracle’s Approach to Business Applications Unique Information Architecture

� Start with a common data model that produces a single source of truth

� Build a robust suite of applications designed to work together

� Support modular deploymentby business flow

� Use flexible, open standards to enable integration

Develop

Market

Sell

Order

Plan

Procure

Make

Fulfill

Service

Maintain

Finance

HR

Projects

Contracts

Customers,

Suppliers,

Products…

25

Project Fusion Builds On Our Fundamentals

●Greatest business insight

–System design begins by delivering the key information needed for optimal business operations

–Open to information from other sources

●Deep and adaptive industry processes

– Integrate with legacy and third party systems

–Continued industry-specific functionality focus

–Easily tailored to the needs of your business

– Leverage industry standards

●Superior ownership experience

–Focus on product quality

– Full lifecycle management philosophy

26

Greatest Business InsightInformation You Can Trust

• Single data model for single source of truth, but set for heterogeneity

• Embedded analyticsand management reporting

• Real-time operational analysisand ability to take related actions

• Industry specific KPI’s

• Open to third party data

• Centralized data with additional data hubs

27

Deep and Adaptive Industry ProcessesInformation You Can Use

• Industry-based configuration

• Modularized services

• Broad API / web services support

• Enhanced interoperability through standards-based, open platforms

• User experience personalization

• Standards-based extensibility

• Tailored business process flows

• BPEL Certification

28

Superior Ownership ExperienceInformation You Can Manage

• Automated, tailored installs

• Functional components for individual upgradeability

• Minimal downtime upgrades

• Active system and business monitoring

• Self-supporting, self-tuning

• In-place education

• Packaged integration… from server technology, middleware, to applications

29

Oracle’s Commitment: Support All Product Lines

• Protect applications investment

• Provide more functionality with a lower TCO

• Ensure a smooth upgrade path

PeopleSoftEnterprise

OracleE-Business

Suite

JD EdwardsEnterpriseOne & World

OracleApplications

• Commodity products

• Lack of visibility into customer requirements

• Field failures

• Commodity products

• Lack of visibility into customer requirements

• Field failures

• Product / BOM proliferation

• Lengthy test and approval cycles

• Product / BOM proliferation

• Lengthy test and approval cycles

• Unplanned / excessive asset downtime

• Accidents and downtime caused by improper maintenance

• Unplanned / excessive asset downtime

• Accidents and downtime caused by improper maintenance

• Recipe instability and repeatability

• Tracking materials through continuous processes

• Recipe instability and repeatability

• Tracking materials through continuous processes

• Supply and demand volatility

• Poor visibility into total purchasing spend

• Supply and demand volatility

• Poor visibility into total purchasing spend

• High demand for specialized and proprietary products

• Industry consolidation and re-alignment

• High demand for specialized and proprietary products

• Industry consolidation and re-alignment

• High asset utilization needed for profitability

• Need to increase fixed asset base to remain efficient

• High asset utilization needed for profitability

• Need to increase fixed asset base to remain efficient

• Globalization and competition driving companies to look to produce for the lowest total cost

• Globalization and competition driving companies to look to produce for the lowest total cost

• Renewed emphasis on innovating value-added services

• Market-driven prices for raw materials and products

• Renewed emphasis on innovating value-added services

• Market-driven prices for raw materials and products

• Need to maximize profitability by producing and delivering the right product a the right time

• Need to maximize profitability by producing and delivering the right product a the right time

Attract and Retain Customers

Accelerate Product Development

Maximize Asset Utilization

OptimizeManufacturingOperations

Drive Efficient Planning and Procurement

Marketing & Sales

MarketingQuoting, ProposalsTeleSales, Field Sales

Order Fulfillment

Order ManagementAdvanced PricingWarehouse MgmtTransportation Mgmt

Service

TeleService, iSupportInteraction Center

Product Lifecycle Mgmt

Adv Product CatalogRecipe Development(Process Mfg)

SourcingProject ManagementProject CollaborationProj Resource Mgmt

Asset Management

Enterprise Asset MgmtSelf-Svc Work ReqsField ServiceInventory MgmtSourcingProperty Mgr (Fin)Fixed Assets (Fin)Project ManagementProject Collaboration

Manufacturing

Mfg SchedulingProcess Mfg- Recipe Mgmt- Prod Scheduling- Process Execution- Cost Management- Quality Management- Inventory Mgmt- Order Fulfillment- Regulatory Mgmt

Planning

Collab PlanningAdv SC PlanningDemand PlanningInv Optimization

Procurement

SourcingPO ContractsiProcurementPurchasingServices ProcurementiSupplier Portal

Footprint: Natural Resources

Enterprise Infrastructure: Financials, Human Resources, Customer Data Management

Performance Management: E-Business Intelligence, Balanced Scorecard, Enterprise Planning & Budgeting

Corporate Governance: Internal Controls Manager, Financials, Tutor, iLearning

IT Infrastructure: Database Server, Applications Server, Systems Management, Development Tools

Services: Consulting, IT Outsourcing, Education, Support

Challenges

Drivers

Oracle Enablers

• Product Development for Process Manufacturing

• Project Management

• Inventory Optimization

• Dual Unit of Measure

• Shelf-Life & Status Control

• Shift Level Reporting

• Workflow-Enabled Quality Management

• Lot Traceability

• Skills Database

• Asset Maintenance

• MES Integration APIs

• Advanced Product Catalog

• Product Data Management via Process Parameters

• Collaborative Sourcing

• Enhanced Blanket Orders and Releases

• Validation Procedures

• Quality-Driven Lot Usage and Production Control

• Production Batch Record Keeping System

• Integrated Process Quality Workbench

• Integrated Maintenance and Production Planning

• Self-Service Work Requests

• Procurement Contracts

• Retroactive Pricing in Purchasing

• Multiple Drum Receipt with Automatic Lot Numbering

• Mass Quality Control Result Entry

• Business Account Planning

• Integrated Sales Contracts

• Reserve Manufacturing to Sales Orders

• Transportation Management

• RFID-Based Transactions

Oracle’s EBS Natural Resources Capabilities

Base Differentiators… Just Released in 11i.10…...Added in 11i.9…

• Multi Attribute Product Capabilities

• Robust EAM Solution

• Mixed Mode mfg. Capabilities

• Supply Chain Planning for Process Industries

• Integrated Maintenance and Production Planning

• Agreement Management

• Advanced Pricing

• Co- / By-Products

• Project Management

• Asset Maintenance

• Transportation Execution

• EDI Transactions for POs, Ship Notices, Invoicing & Warehousing

• MES Integration APIs

• Multi-Channel Order Capture

• Real Time Order Promising

• Process Industry Procedures and Business Flows for ISO Certification

• Resource assignment workbench

• Equipment cost analysis

• Capital asset management workspace

• Condition based maintenance –alerts

• RFID outbound

• Buyer workspace

• Customer self service enhancements

• eRequisition (self service)

• Supplier self service

• Procurement multi-account distribution

• Customer self service enhancements

• RFID inbound

• Resource assignment & scheduling

• Work order management

• Some uses for demand flow manufacturing

Base Differentiators… Just Released in 8.11…...Added in 8.10…

Oracle’s E1 Natural Resource Industry Capabilities

33

Building Quality in Oracle Applications

Release Strategy

● Focus Quality and Process Efforts on the Suite

● Less Focus on Individual Products/Families

● How we Reduced # Customer Configurations

● Autoconfig, iSetup & BFAs

● Do Fewer Things, and Do Them Better

Application LifecycleManagement

● Philosophy

– Evolutionary, not Revolutionary

– Exploit Existing Standards/Processes

– Align Development with Other LOBs

– Visibility, Deliverable Focused, Metrics

● Lifecycle Phase Management

Building the Quality

Automation

● Automation is the Key to 100% Compliance

● Automate Everything Possible

● Allows Processes to Change Rapidly

● Removes Huge Training Burden

● Accelerates Development Capabilities

Quality Systems

● Central Process/Quality Team

● Consistent Metrics, Used to Manage Development

● All Processes Defined/Refined and Documented

● Mercury Partnership

● Automated Testing vs. Manual

34

Summary

Demonstrable customer value today1

Continued focus on Natural Resource industry

2

Next releases protect current application investments and start on the path to Project Fusion

3

Project Fusion builds on fundamentals for delivering on customer technology needs

4

35

Agenda

Oracle’s Commitment - Past, Present & Future

Applications to Support Your Future Needs

How Oracle Raises The Bar – Our Differentiators

36

Partnership

Provide Differentiated Capabilities For Your Business

Flexible

● Industry-based configuration

● Modularized components

● Broad API / web services support

● User experience personalization

● Mixed Mode Manufacturing

● Tailored business process flows Dana

– Best Practices but not rigid

Information Driven

● Embedded analytics

● Pre-built intelligence

● Deep and wide operational dashboards

● Industry-based KPIs

● Business intelligence tied to actions

● Open to third party data

● “We had a series of small problems, none of which individually would have been too much to handle. But together they created the perfect storm.” – Gilles Bouchard, CIO & Exec VP of Global Operations at HP (CIO Magazine, Dec 2004)

– Result = $120M in back-order losses + $40M net-loss at HP

– SAP implementation was $30M, so HP lost $10M + just on SAP

● “30% of all SAP implementations fail to meet buyers expectations” – Bobby Cameron, (Forrester Research, Nov 1999)

● “Although improvements continue, the system is neither sufficiently robust nor efficient” – Bang & Olufsen Financial Statement (Feb 1999)

37

• Oracle – True Collaborative Projects sub ledger system, strong Projects Intelligence, Single Unified Data Model

• SAP – New xApps Release requires multiple 3rd party products, weak in Asset Management, Capital projects arena, requires multiple data models for full footprint

Project Management

• Built on industry standards, used by Independent Software Vendors• SAP – Proprietary tools only used with their software

Open MiddleWare

• Oracle – Strong Purchasing and Strategic Sourcing• SAP – Basic purchasing functionality only. Poor Collaboration and Sourcing

Collaboration with suppliers/ Strategic Sourcing

Technical Features

• Oracle – Embedded performance management on top of transaction systems (does not require separate costly data warehouses and data marts)

• SAP – Separate data warehouse disconnected from transactional data

Drill Down in Reporting

SAP

• Oracle – Single data model consolidates data, reducing IT costs and allows easier access to data.

• SAP – Replicates Data and divides it across databases, resulting in higher IT costs and making it difficult to get consolidated view of data objects

Common Data Model

• Oracle – Solution designed specifically for process• SAP – less robust solution, not designed for process

Supply Chain Planning & Execution

ORACLE

• Oracle – Proven solution and references at an operational level with thousands of users• SAP – Clunky solution with limited success from an installation perspective – mostly marketing material rather than product

Process Manufacturing

Asset Lifecycle Mgmt.

Industry Functional Analysis

• Oracle – customers are using more of the footprint for supply chain and manufacturing capabilities; SAP has weak credibility in this area.

• Oracle provides an integrated solution built for Process Industries, while SAP is an inherently discrete product, adding process functionality as a design afterthought

Differentiation

Why Oracle?Asset Intensive – EBS Superior functionality

Lacking functionality

38

• Built on industry standards, used by Independent Software Vendors• SAP – Proprietary tools only used with their software

Open MiddleWare

• Oracle – Strong Purchasing and Strategic Sourcing• SAP – Basic purchasing functionality only. Poor Collaboration and Sourcing

Collaboration with suppliers/ Strategic Sourcing

Technical Features

• Oracle – Embedded performance management on top of transaction systems (does not require separate costly data warehouses and data marts)

• SAP – Separate data warehouse disconnected from transactional dataDrill Down in Reporting

SAP

• Oracle – Single data model consolidates data, reducing IT costs and allows easier access to data.

• SAP – Replicates Data and divides it across databases, resulting in higher IT costs and making it difficult to get consolidated view of data objects

Common Data Model

• Oracle – Solution designed specifically for process, single inventory model simplifying the planning process

• SAP – less robust solution, not designed for process

Supply Chain Planning

& Execution

• Oracle – building multi attribute functionality along with large customers in the paper consortium. Product is targeted for base code in Fusion eliminating expensive customer modifications

• SAP – limited functionality and focus on mill products

Multi-Attribute

Products

ORACLE

• Oracle – Proven solution and references at an operational level with thousands of users• SAP – Clunky solution with limited success from an installation perspective – mostly marketing material rather than product

Energy / Chemical Capabilities

Asset Lifecycle Mgmt.

Industry Functional Analysis

• Oracle – only viable alternative to SAP, strong success in division of majors and most small oil companies run E1 or niche solutions, not SAP

• SAP – strong in back office financials at majors, not in operations such as fuels distribution, exploration and production, etc. E1 tends to dominate at the operational level.

Differentiation

Why Oracle?Asset Intensive – E1 Superior functionality

Lacking functionality

39

Agenda

Appendix

40

Agenda

Appendix

– Challenges, Capabilities, Value

– What Customers & Analysts Are Saying...

– Oracle Proof Points

– Oracle Support

41

� Fragmented view of product information

� Need for increased part reuse to reduce costs / leverage designs

� Inability to effectively collaborate -- both internally and externally

� Long design cycles

� Need to eliminate product defects while in design

� Manual product issue resolution processes

� Need to more effectively utilize scarce engineering resources

Challenges

� Faster time to market

� Increased part re-use

� Enhanced engineering productivity

� Enhanced enterprise BOM and change management process

� Enhanced collaboration while protecting Dana’s intellectual property

Value

Challenges / Capabilities / Value

Concept to Design – PLM

� Enterprise wide product and component catalog

� Collaboration tools – document management & internet

conferencing▲

� Full integration to document repository system

� Proven integration with leading

CAD/CAE systems▲

� Flexible user-defined issue resolution

� Project & resource management

� Product data hub – data model linking part to: project, supplier, customer, issue and BOM

structure ▲

Capabilities

▲ Oracle differentiator

42

� Lack of uniform data collection processes and analytical tools

� Difficult to identify root cause of problems

� Difficult to monitor progress of corrective action programs

� Difficult to determine cost of inferior quality and attribute to source (e.g., charge back for external sources)

� Inability to share best practices across Dana and certify ISO compliance

Challenges

� Rapid quality issue resolution process – “Manage based on fact”

� Reduced total cost of quality

� Enhanced customer satisfaction

� Improved operational performance (e.g. first pass yield, field failures, etc.)

� Supports kaizen / continuous improvement process

Value

Challenges / Capabilities / Value

� Collect quality data from multiple functional domains (e.g., manufacturing, purchasing and field service)

� Centralized enterprise quality

data repository▲

� Enhanced analytical tools

� Real time quality KPIs▲

� Common repository of shared best practices across Dana divisions

� Centralized repository of procedures, corrective action programs and quality knowledge

Capabilities

Detection to Issue Resolution – Quality▲ Oracle differentiator

43

� Manage multiple demand streams in multiple formats

� Optimizing inventory management in a complex multi tiered supply chain network

� Plan and execute globally & locally

� Holistic collaborative planning including regional participation, Customer and supplier collaboration

� Determining how much inventory to carry and where in manufacturing cycle

Challenges

� Optimized inventory location and quantity / Better manage within budget constraints

� Optimized order execution & fulfillment

� Enhanced planning productivity

� Reduced planning cycle time

� Increased supply chain agility & responsiveness

Value

Challenges / Capabilities / Value

� Multiple channel order capture and fulfillment

� Inventory Postponement

Optimization▲

� Multi-echelon supply chain planning enabled at the plant,

division and business unit level

▲

� Collaborative Sales and Operations Planning (S&OP) –Internal and External

Capabilities

Plan to Order – Planning/SOM▲ Oracle differentiator

44

� Lack of visibility on global spend by commodity or supplier

� Lack of meaningful supplier performance information

� Purchasing resources engaged in non value add administrative tasks

� Time-consuming and cumbersome RFx process

� Need to migrate from decentralized procurement to global shared service environment

� Need for more Global sourcing contracts

� Too much leakage – off contract purchases

Challenges

� Information for more timely decision making

� More assured supply

� Reduced spend

� Enhanced supply base operational performance

� Improved operational productivity

� Enhanced supplier communications

� Improved supplier relations

Value

Challenges / Capabilities / Value

� Integrated intelligence and KPI’s - providing spend analysis by supplier, commodity, region

� Global procurement contracts

� Advanced sourcing with optimized award selection & full

supplier enablement▲

� Single integrated solution for direct, indirect and services purchasing

� Retroactive pricing including automated invoice adjustments

� Self service requisitioning

Capabilities

Analyze to Action – PO▲ Oracle differentiator

45

� Complex modular and systems assembly processes

� Support for Lean and the Dana Production System

� Improving Customer Delivery Performance

� Limited enterprise wide visibility of manufacturing load and capacity

� How to manage inventory utilizing several different material management methods

Challenges

� Improved on time delivery performance

� Improved inventory turns

� Reduced freight expense

� Enhanced manufacturing and transportation planning efficiency

� Maximize operating efficiency and flexibility

� Infrastructure support for lean initiatives

Value

Challenges / Capabilities / Value

� Mixed mode manufacturing from a single production plan, in

a single instance▲

� Broadcast supplier sequence

scheduling▲

� Kanban simulation▲

� Integrated manufacturing data collection & quality management

� Transportation Planning advanced optimization integrated with OM/WMS/Purchasing

� Advanced inventory

replenishment methods▲

� Built in RF/mobile technology

Capabilities

Make to Ship – Manufacturing/Freight▲ Oracle differentiator

46

� Inability to obtain required information to manage the business in a timely manner

� Enterprise wide visibility across all legal entities

� Rising administrative costs

� Ability to perform financial operations in a shared service center environment

� Continuously evolving, challenging corporate compliance requirements

� Non-standard, transaction focused and non-value add tools and legacy systems

� Lengthy month end close

Challenges

� Enhanced fact based decision making - Better information about internal operations, customers and suppliers

� Process standardization and automation

� Administrative process productivity improvement

� Enhanced cycle time

� Reduced compliance risk

� Improved balance sheet

Value

Challenges / Capabilities / Value

Capabilities

� Information driven decision-making tools for complete, real-time visibility

� Oracle’s architecture for Shared Services provides a powerful framework to enable “lights out”

automation▲

� Robust statutory and tax support through business rule setups

� Self-Service, collaborative capabilities

� Embedded performance management / role based KPI’s

Global Compliance Management – AR/AP▲ Oracle differentiator

47

Agenda

Appendix

– Challenges, Capabilities, Value

– What Customers & Analysts Are Saying...

– Oracle Proof Points

– Oracle Support

48

Oracle Reference Clients – Mill Products

“The new software puts data in the user’s hands to be proactive to the needs of our customers.

- Barry Warren, VP Sales & Service

“In the next month, for regulatory reasons, I need to open two new companies and split another. In any other system, this would be very time consuming to organize and arrange, but PeopleSoft, now Oracle, makes it very easy for us.”

“You can’t separate information technology from competing in the marketplace. PeopleSoft, now Oracle, is helping us integrate systems into our operations that are going to help us do exactly that.”

- Mike Sullivan, CFO

49

Oracle Reference Clients – Mining

“JD Edwards (now Oracle) significantly lowered our operating costs, improved our efficiency, Helped us face the challenges posed by technologies and also facilitated smooth execution of our exports. The net effect has been An improvement of quality and the reduction of costs.”

– Nayan Pansare, Chief Financial Controller

“The new Oracle tools give Solid Energy the functionality we need to make better decisions about overhaul and replacement of assets, preventive maintenance routines, and rationalization of spare parts and rotables. By ensuring we have accurate records of maintenance and expenditure on assets, we can determine the condition of assets at any given time and identify a poorly designed plant so it can be redesigned.”

–Warren Maslin, Chief Financial Officer

50

What The Analysts Are Saying…

“Oracle’s Enterprise Asset management product is turning heads in Asset Intensive industries , and for good reason. For the past three years, Oracle has invested heavily in developing a suite of EAM functionality that rivals products from competitors specializing in the markets.”

-- Allison Smith, Oracle Poised to Strike Gold in Asset intensive Midmarket, 2005

“At many companies, the rising costs of supporting an SAP implementation have become a board-level discussion”

– Colin Masson, Derek Prior, CIO Dilemma, Apr 12, 2005

““In terms of industries again, Oracle's greatest penetration according to Gartner is in the manufacturing segments, and with a 7.4% growth in Process Manufacturing actually slightly outgrew SAP.” – Gartner 2004 ”

51

Agenda

Appendix

– Challenges, Capabilities, Value

– What Customers & Analysts Are Saying...

– Oracle Proof Points

– Oracle Support

52

SAP

OracleAsset Turnover

SAP

OracleReceivables Turnover

SAP

OracleInventory Turnover

SAP($ 000)

OracleRevenue per Employee

Oracle Advantage over SAP(1)

Operating Metric

Publicly Available Info Shows Oracle Customers Perform Significantly Better Than SAP Customers

154 257 315

86 212 418

11.7 17.57.3

7.54.7 12.8

6.44.9 9.2

5.61.3 8.2

1.3 1.51.0

1.10.7 1.4

Source: OneSource; Oracle team analysis

SAP Customers from SAP website, excludes companies for whom publicly available financial data was not available.

Notes: (1): Computed based on average metric of the sample companies

21.4%

57.0%

13.5%

14.4%

Min / Max

Average

Average

53

Oracle Enables Lower TCO, by lowering Operating Costs

Software Acquisition Costs● Software License

● External Implementation

● Maintenance (support fees)

LifeCycle Costs● Additional Implementation (Internal Staff etc.)

● Hardware

● Changes and Ongoing-Maintenance

● External Labor: In-State (local community) vs. Out-of-State

● Upgrades

54

Non-Recurring Acquisition &

Implementation Costs

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Recurring Maintenance Costs

100

150

200

250

300

Oracle OracleSAP SAP

Average $k

Average $k

Oracle costs 48% less than SAP

Oracle costs 14% less than SAP

Source: Current Analysis “Oracle / SAP Cost and Satisfaction Study” Jan 2003

Oracle Applications Cost Less

55

$4,238$2,816Other Costs*

$308$264Annual Maintenance Fee

Maintenance Costs

$5,045$1,927External Labor Costs

$331$53Database Hardware

$717$256Application Hardware

$376-Upgrade Fees

$1,538$1,315License Fees

SAPOracleAcquisition & Implementation Costs

Major Cost Differences(Average per Customer $K)

Oraclecosts 48%

less than SAP

Source: Current Analysis “Oracle / SAP Cost and Satisfaction Study” Jan 2003

Oraclecosts 14%

less than SAP* Other Costs include other hardware, internal labor costs and training

Oracle Applications Cost Less than SAPDetails

56

Oracle Delivers Lower Total Cost of Ownership

Oracle's acquisition, implementation and maintenance costs are significantly lower than competitors’

Acquisition Costs

•Oracle's license fees are as much as 34% lower than SAP's

•Oracle customers spend 55% less on hardware than SAP's

Acquisition Costs

•Oracle's license fees are as much as 34% lower than SAP's

•Oracle customers spend 55% less on hardware than SAP's

Implementation

•Oracle implementations take almost 38% less time than SAP's

•Oracle's implementation labor costs are 62% lower than SAP's

•71% of Oracle customers are web-enabled, compared to 13% of SAP's

Implementation

•Oracle implementations take almost 38% less time than SAP's

•Oracle's implementation labor costs are 62% lower than SAP's

•71% of Oracle customers are web-enabled, compared to 13% of SAP's

Maintenance

•Oracle's annual software maintenance fees are 14% lower than SAP's

•Oracle customers require 20% fewer administrators than SAP's

•Oracle customers make 40% fewer support calls than SAP's

Maintenance

•Oracle's annual software maintenance fees are 14% lower than SAP's

•Oracle customers require 20% fewer administrators than SAP's

•Oracle customers make 40% fewer support calls than SAP's

Satisfaction

•95% of Oracle customers rated Oracle applications good, very good or excellent

•93% of Oracle customers consider Oracle a strategic software vendor

Satisfaction

•95% of Oracle customers rated Oracle applications good, very good or excellent

•93% of Oracle customers consider Oracle a strategic software vendor

Source: ‘Delivering Lower Total Cost of Ownership’ a report by Current Analysis

57

Oracle’s Average 3 Year Costs Are Half Of SAP’s

~50% reported that their SAP implementations exceeded initial deployment budget

64% of Oracle deployments were completed on time & 55% were completed on budget

Implementation Schedule

Average: $14.50m

Median: $5.22m

Average: $7.44m

Median: $3.44mTotal 3 year costs

Average: $3.36m

Median: $1.44m

Average: $1.59m

Median: $0.90mPersonnel Maintenance Costs

Average: $1.02m

Median: $0.64m

Average: $0.59m

Median: $0.33mSoftware Maintenance Costs

Average: $10.12m

Median: $3.14m

Average: $5.25m

Median: $2.21mTotal implementation Costs

Average: $1.27m

Median: $0.14m

Average: $0.26m

Median: $0.06mTraining Costs

Average: $2.48m

Median: $0.81m

Average: $0.68m

Median: $0.75mPersonnel Costs

Average: $0.88m

Median: $0.35m

Average: $0.28m

Median: $0.06mHardware Costs

Average: $3.64m

Median: $0.85m

Average: $2.30m

Median: $0.79mConsulting Costs

Average: $1.85m

Median: $1.00m

Average: $1.73m

Median: $0.56mSoftware Costs

57% of customers did not believe that they had achieved a positive ROI from their deployments

65% had achieved a positive ROI. Nucleus believes that 90% of all Oracle apps customers can expect a positive ROI within a 5 year timeframe

ROI

21 companies from 93 contacted22 companies from 80 contactedNo. of customers participating

Source: “The Real ROI from Oracle eBusiness Suite Application” (April 2004) and “The Real ROI from SAP” (Mar 2004) – independent studies conducted by Nucleus Research

58

73%

56%

27%

44%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Configured Heavily

Customized

Degree of Customization

Oracle

SAP

Oracle Requires Less Customization And Also Fewer Resources

Source: Harte Hanks

37%

65%

0%

20%

40%

60%

80%

Oracle SAP

% Requiring > 6 months of

Customization

3%

25%

0%

5%

10%

15%

20%

25%

Oracle SAP

% Requiring > 10 developers to

Customize

59

Lower Costs and Risks of Operating Oracle Software

21540● Database hardware

466195● Application hardware

SAP has decentralized client-server solution, ERP and CRM have separate databases. Not so with Oracle, centralized, single data model.

55% less

Hardware

Limited configurability means extended customization, more time consuming

38% less

● Implementation length

(META) SAP requires higher level of data migration, interface development, custom code, users training). More labor means more risks of failure

1200365● Labor Content

SAP complexity and inflexibility of software. Need for configuration and customization

32801460● External Labor

Implementation Factors

DriverSAP*Oracle*Lifecycle Costs

* All costs based on an Oracle license fees of $1000; Source is Current Analysis unless other wise specified

60

Modern Technology, Easier and Cheaper to Change

SAP has proprietary technology – ABAP, BAPI, BSP, ALE etc. Requires expensive, hard-to-find personnel. Oracle is on Java and much easier and cheaper to find resources, esp. locally.

CheapLabor Resources (in-state vs. out-of-state)

(Nucleus Research)3 times● Ongoing-Personnel

(Current Analysis) Training administrators for support.

2 times● Training Administrators

SAP requires “thousands of tables” to be configured and changed which is extremely difficult. Oracle’s approach is a lot more flexible, open and easier:

- Flex fields, folders, html customization framework, powerful setup engines, workflow tool

● Making Changes

Ongoing Maintenance & Changes

DriverSAPOracleLifecycle Costs

Source is Current Analysis unless other wise specified

61

Easier and Cheaper to Upgrade Oracle Software

Limited configurability means extensive customization and therefore, upgrades can be very expensive

high● Upgrade costs of customizations

SAP has much smaller base on web-enabled versions and customers are reluctant to upgrade due to high costs (Gartner Report)

10%90% ● Installed base on current releases

Upgrade to mySAP requires unexpected round of contract negotiations as new modules added (SEM, BW, Self-Service) (AMR Research, Apr 2005)

25-50% higher re-licensing costs

● Upgrade fees

Upgrades

DriverSAPOracleAdditional Costs

Source is Current Analysis unless other wise specified

62

Oracle Advantage – Modern, Safer and Less Expensive

Only Oracle offers itLower TCO further with Hosting

Strong mid-market presence

High Tech Base (Bay Area)

● Oracle: 360 customers < $500M; 110 customers < $100M

● SAP: 100 customers. Majority > $500M

Lower risk

Open standards and architectureEasy integration with 3rd party

Configurable optionsAlign to company’s business processes

90% base is 11iTrue internet-based applications

Reduced complexity of architectureLower cost & easier deployment

Database Materialized ViewsBetter information at lower cost

HowBenefit

Source is Current Analysis unless other wise specified

63

SAP does not provide SRM for both services and equipment – they only provide SRM for equipment and spare parts purchases.

SAP supply chain does not focus on process manufacturing.

Unproven solution with limited end user adoption. Not focused on managing the entire lifecycle of an asset.

Limited footprint and experience in Mill Products industries

SAP Advantage

Ability to negotiate preferred rates and leverage them enterprise wide with visibility into enterprise spend; direct, indirect, and services.

Supplier Relationship Management

Oracle solutions manage the entire supply chain enabling Mill Products companies to drive costs out of the extended supply chain.

Supply Chain Planning and Optimization

Tightly integrated, robust solution enables Mill Products companies to maximize asset utilization from capital expenditure planning though asset construction, maintenance, and decommissioning.

Enterprise Asset

Management

●13 of the top 20 Paper Companies run Oracle

●4 of top 7 Steel Companies run Oracle

●Dominant solution provider to Mill Products Companies

Mill Products Market Position

OracleFunctional Area

Why Oracle? – Mill Products

64

SAP does not provide SRM for both services and equipment – they only provide SRM for equipment and spare parts purchases.

SAP does not offer a pre-configured solution for EAM.

Functionally weak EAM solution lacking end user functionality and adoption.

Portions of the top Global Mining Companies

SAP Advantage

Ability to negotiate preferred rates and leverage them enterprise wide with visibility into enterprise spend; direct, indirect, and services.

Supplier Relationship Management

Pre-configured solution built around maintenance best practices allowing mining companies to rapidly realize the benefits of the EAM solution.

EAM Performance Plus

High end user adoption of robust EAM functionality allowing mining companies to leverage their large investment in physical assets.

Enterprise Asset Management (EAM = ERPII in Mining)

●4 of top 10 Coal Mining Companies run Oracle

●4 of top 10 Gold and Silver Mining Companies run Oracle

●4 of top 10 Metal Mining Companies run Oracle

Mining Market Position

OracleFunctional Area

Why Oracle? – Mining

65

Agenda

Appendix

– Challenges, Capabilities, Value

– Dana/Oracle Partnership

– What Customers & Analysts Are Saying...

– Oracle Support

66

Oracle’s Support Service Has Won Numerous Awards…

"The SSPA STAR Award showcases companies who demonstrate outstanding achievement in the support services industry. The investment and high standards Oracle maintains for delivering superior technical support, evidenced by the success of its customers, made Oracle the clear leader in the Innovative Support category."

2002 SSPA Awards

"Oracle delivers an impressive array of 'high touch' customer support as well as world class web-based services which include self-service tools and resources. These services demonstrate that Oracle is truly deserving of a WebStar Award.“

Bill Rose, SSPA Founder and CEO, 2003

Oracle Support Services recently received two 2004 Software Technical Assistance Recognition (STAR) Awards for customer support service from the SSPA. The Association also honored Oracle with the WebSTAR Service Award for the company's Web-based support offerings that reduce customer time to resolution

2004 SSPA Awards

• Innovative Support, Software Service Professionals Association (SSPA), October 2004 (2nd time)

• WebSTAR Service Award, Software Service Professionals Association (SSPA), October 2004 (2nd time)

• Customer Satisfaction Award, Database Software Services, IT Services Annual Conference, October 2004, Beijing, China (2nd consecutive year)

• Best Customer Service Organization, International Business Awards, March, 2004

• 2004 Best Support Organization• 2003 Stevie Winner Award for Best Support Organization

67

Oracle’s Global Support Reach

● 6,000+ support staff

● 1.25M service requests filed electronically

● 450k service requests over the phone

● 110M+ web knowledge transfers

Sydney

São Paulo

Pleasanton

Vancouver Amsterdam

Denver

SingaporeBangalore

TokyoOrlando

Redwood Shores

Reading

Melbourne

Toronto

CO Springs

Romania