1. Trusted Advisory Services STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence USA UK INDIA Progressive Intelligence Partners in Achievement 9225 W. Jewell Place, #101, Lakewood Colorado 80227 USA 1245 Wild Rose Lane Lake Forest Illinois 60045 USA 333 Rector Pl, #908 New York New York 10280 USA 4921 Waterfowl Way, Rockville Maryland 20853 USA 6143 Leesburg Pike, #607 Falls Church Virginia 22041 USA 1st Floor, 19 Bracknell Gardens, Hampstead, London NW3 7EE UK B-18 Swasthya Vihar Vikas Marg Delhi 110092 INDIA info@piplinc.com Procurement of Legal Services Scope and Aspects for Consideration Goals: Efficiency, Effectiveness, Excellence Dr. Sanjeev B. Ahuja Managing Director sanjeev.ahuja@piplinc.com

2. Overview Background Market Opportunity Legal Process Outsourcing Structured Models Way Forward 2 STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence

3. Background Why procure legal services at all? Objectives may include strategic, financial, and operational imperatives, aimed at lowering legal spend, improving the return from such spends, optimizing the legal function, and improving the processes to support the business Essential Cautions Maintain control throughout the engagement process Preserving its professional privilege, client confidentiality, rights/liens on data assets, access by foreign law enforcement and intelligence authorities, and preserving capabilities for e-discovery/search/analysis of all artefacts Mitigate the global risk of procuring sensitive legal services from 3rd parties Ensuring regulatory compliance, information security, data protection, client confidentiality, and damage containment 3 STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence

4. Market Opportunity How has the industry changed? Todays 25B liberalized/open market for legal services represents an unprecedented opportunity, allowing clients to look into Audit/Tax/Advisory, Insurance, and other professional service providers instead of law firms. Other Alternative Business Structures Loosely federated networks of specialist lawyers now address full spectrum of geographies and jurisdictions, internal/external clients, expertise areas, industry sectors, and functional specializations Seamless integration with legal service providers resources, processes, and billing systems further improves efficiencies and productivity Technology can be used to further reduce costs and streamline workflows, online S2P/P2P systems integrate end-to-end procurement processes and contract life cycle management, business social media platforms allow close collaboration, and access to data enables useful analytics and reporting 4 STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence

5. Legal Process Outsourcing Has the legal process outsourcing industry matured? LPO market in 2013 was c. $1.4b with CAGR of c. 30% and projected to grow to $8.6b by 2020. Outsourcing non-core legal activities facilitates higher resource utilization for cost effectiveness, driving profitability and leaving in-house counsel to focus on tasks which are high-value in nature. Burning Issues Challenge is to grow sufficient technical legal skills in-house, given limited availability of resources and associated costs. Capacity planning with elasticity requires matching demand/supply profiles Preserving institutional knowledge while designing scalable resources requires characterization of core competencies and areas of expertise, in order to distinguish between high value and commoditized areas Provisioning client-facing and internal legal services means distinguishing: Requirements for legal counsel, negotiation support, contract drafting, etc., from support needs for DB mgmt, eDiscovery, KM, and production of support collateral Outsourcing brings with it industry standards and best practice with SLAs 5 STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence

6. Structured Models Which engagement model is suitable? Loosely referred to as partnering with a law practice, an engagement model for legal services can take on one or more from among several options, from simple augmentation with 3rd-party resources, to asking a provider to build, operate and transfer back a legal support unit, and possibly even acquiring a captive law firm. Moving away from Traditional T&M Pricing models are moving away from blended rates to pay-for-performance, unbundling based on task/experience/expertise, committed retainer/resource with draw-down, on-demand resources at take-or-pay over a fixed period, fixed price or fee caps, and success-based bonus/incentives Competency models will allow clear stratification across skill type, level, experience and availability of resources; a basic driver for any agreement Operating models, whether preferred, multi-source, or ad-hoc open up options for optimization, including leverage from economies of scale Governance models keep the focus on performance assurance with measurable metrics, accountability, and push for continuous improvement 6 STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence

7. Way Forward What does good look like? Whichever type of legal services are procured and irrespective of an engagement model, success is predicated on focusing with acuity on key objectives. Unless performance is quantifiably measured it is unlikely to come up to expectations. Characterising Value Value must be characterised in terms of metrics that are meaningful to the business, from lowering legal spend, improving the return from such spends, optimizing the legal function, and improving business support processes Define a strategy to derive target value and map out an execution approach on the back of that to ensure optimal sourcing, resource utilization, and steady contribution to business profitability Identify practical but incisive mechanisms to track, evaluate and re-align delivery to evolving objectives, while proactively managing relationships with providers to ensure that any divergence is caught early and curtailed 7 STRICTLY CONFIDENTIAL Copyright 2014 Progressive Intelligence

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