KEY TRENDS IN THE ASIAN TALENT MARKET IN TODAYS SCARCE TALENT MARKET: There is an increased demand for more

skilled and multicultural talent Hiring the right tal ent is the primary source of competitive advantage Recruiting the right talent i s a critical business priority Having a strong global EVP that is localized to each key market is essential Implementing a targeted and cost effective sourcing strategy is crucial They use language and images that students dont understand They lose talent to ot her companies Common trends among most fortune 500 companies Talent is often not familiar with Companies as employers. Their offers dont get accepted They do not always know where to find their ideal talent or how to attract them They spend a lot of money on advertising to attract people and fail to get them Engineering and IT students are in high demand across industries SOURCE: NOVA GLOBAL TALENT STRATEGY INDICATOR 2011 Based on a survey sent to For tune 500 companies and 2010 Deloitte Technology fast 500 globally

STATISTICS FROM SURVEY AMONG FORTUNE 500 COMPANIES 66% Of global employers will increase their hiring during 2012 92% Of Fortune 500 companies will focus more on attracting the right talent during t he next three years 57% Say the economic downturn has led to reevaluate efficiency of recruitment effort s 1/ 3 Have few resources on the ground in Asia Pacific, which will experience the larg est recruitment growth over the next three years 83% Say their current access to top students at schools where they dont have campus p resence is limited or non-existent SOURCE: NOVA GLOBAL TALENT STRATEGY INDICATOR 2011 Based on a survey sent to For tune 500 companies and 2010 Deloitte Technology fast 500 globally

APAC KEY SOURCE OF FUTURE TALENT Over the next 3 years, employers are expecting significant recruitment growth in Asia Pacific, but many of them are not prepared and view those same markets as most challenging. Future Expectations per region/market China, India, Hong Kong, Indonesia, and Singapore will experience the largest rec ruitment growth over the next 3 years Asia Pacific will be the most challenging r egion with respect to sourcing ideal talents 1/3 of employers do not have strong recruiting presence in those markets at this time

APAC MAIN CHALLENGES FOR EMPLOYERS Talent Sourcing Employer attractiveness Cultural differences INCREASING DIFFICULTY TO RECRUIT TALENT ACROSS APAC COUNTRIES HIGH DEMAND FOR SK ILLED LABOUR, EXPERIENCED PROFESSIONALS AND MANAGERS Multinational companies lose ground to national champions National as well as mu ltinational companies in investment and growth mode increasing the pressure on t he talent market Millennial trends are seen in Asian students and young professi onals influence employer selection Retention a persistent problem Concern over Job Hoppers (2 year average tenure att rition rate 20-30%, up to 50% in China) Monetary reward and future career opport unities the main driver in employer selection QUALITY OF CANDIDATES STILL A CHALLENGE MAJORITY OF EDUCATIONAL INSTITUTIONS OF POOR QUALITY EXPLOSIVE GROWTH IN ASIAN NATIONALS STUDYING IN THE WEST GLOBAL SOURCING BECOMIN G CRUCIAL FOR MULTINATIONALS 4

ASIA 2006 TO 2011 THE RISE OF LOCAL FIRMS China: From 2 companies in the top 10 IDEAL Employer Rankings in 2006 Company Procter & Gamble McKinsey Citigroup HSBC China Mobile Bank of China Pric ewaterhouseCoopers KPMG Morgan Stanley The Boston Consulting Group Rank 2006 1 2 3 4 5 6 7 8 9 10 to 7 companies in the Top 10 in 2011 Company Bank of China Procter & Gamle China Mobile Rank 2010 1 2 3 China Development Bank ICBC CICC Citi SGCC HSBC PetroChina Company 4 5 6 7 8 9 10 Key conclusions What are the strong factors that domestic companies have? Financial strength and market success Secure employment and professional training and development Offe r a comfortable physical work environment and a friendly work environment Good p rospects for high future earnings and competitive benefits Why arent internationa l companies attractive to Chinas top talent? I do not feel the career opportuniti es are attractive enough The work environment is too competitive I do not percei ve that I would develop at that employer

ASIAN STUDENTS STUDYING ABROAD IN HIGH DEMAND! More and more organizations attempt to bring international students back to thei r home countries! 58% of employers say they recruit international students (occa sionally or frequently) for roles in their home countries Do you recruit international students for roles in their home countries? 35% 41% Top 5 countries where employers recruit international students: 1. UK 2. USA 3. China 4. Germany 5. France Primary employment markets for which employers recrui t international students: 1. China 2. India 3. France 4. UK 23% Never Occasionally Frequently SOURCE: NOVA GLOBAL TALENT STRATEGY INDICATOR 2011 Based on a survey sent to For tune 500 companies and 2010 Deloitte Technology fast 500 globally

THE MAJORITY OF ASIAN STUDENTS ABROAD PLAN TO RETURN HOME Plans for future employment Asian students abroad I plan to work in my current country for 2-3 years before moving back to my home country I plan to work in my current country 26% 50% I plan to work in my home country 10% I dont know 5% Other options 8%

ASIAN STUDENTS ABROAD NOT INFORMED ABOUT OPPORTUNITIES BACK HOME Do you have enough information about career opportunities available for you in A sia? Have you been approached by employers based in home country? Asian students in US 23% 77% 22% 78% Asian students in Europe 18% 82% Yes No 32% 68%

THERES STILL A MISMATCH IN SKILLS DESIRED VS. CURRENT SKILLS What type of skills are you looking for in new hires? What are the skills that y our new hires lack the most? Communication Technical competence Practical experience Business acumen 21 % 22 % 32 % 28 % 24 % 15 % 18 % 39 % 36 % 26 % 25 % 52 % 50 % 49 % 48 % 61 % 59 % Team leadership Adaptability Sales Management Financial expertise Theoretical knowledge Administ ration/Organisation 4% 4% 19 % 9% 19 % Skills Desired Skills Missing 9

THE MOST ATTRACTIVE INDUSTRIES TO BUSINESS STUDENTS 1. 2. 3. 4. 5. Engineering and manufacturing Automotive Telecommunication Servic es Aerospace and defense Hardware equipment 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Banks Auditing and Accounting Financial Services M anagement consulting Business services and operational consulting Banks Financial Services Auditing and Accounting Management consulting Public se ctor & Governmental Agencies China Japan 1. 2. 3. 4. Banks Financial Services Auditing and Accounting Business services and operation al consulting 5. Travel and leisure 1. 2. 3. 4. 5. Engineering and manufacturing Chemicals Aerospace and defense Industrial engineering Pharmaceuticals and biot ech Hong Kong India Singapore 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Financial services Investment banking Accounting ( public) Private banking Hotel/restaurant/tourism/hospitality Engineering/manufac turing Academic research Chemical/petroleum Engineering consulting Government/pu blic service 1. 2. 3. 4. 5. 1. 2. 3. 4. 5. Banks Financial Services Auditing and Accounting Business services and operation al consulting Travel and leisure Engineering and manufacturing Banks Public sector and Governmental Agencies Educ ational and research institutions Construction and materials 10

THE MOST IMPORTANT CAREER GOALS Top Career Goal Trends in APAC -What career goals do you hope to attain within three years of graduation? Business 1. 2. 3. 4. To have work/life balance To be secure or stable in my job To be a l eader or manager of people To have an international career Engineering 1. 2. 3. 4. To have work/life balance To be secure or stable in my job To be a t echnical or functional expert To be a leader or manager of people Differences do occur on a country by country basis in the ordering of the above career goals and the addition of countryspecific career goals. Local Differences Business China: To be a leader or manager of people Japan: To be autonomous or independent H ong Kong: To be dedicated to a cause or to feel that I am serving a greater good Singapore: To have work/life balance India: To be a technical or functional exper t Local Differences Engineering: China: To be a leader or manager of people Japan: To be a technical or functional expert Hong Kong: To be secure or stable in my job Singapore: To have work/life ba lance India: To be a technical or functional expert The local differences are based on the biggest positive difference to the averag e among the career goals in each market.

ASIAN STUDENTS IDEAL EMPLOYERS My IDEAL employer should offer. . . Business 1. 2. 3. 4. 5. Good prospects for high future earnings (Remuneration & Advanceme nt Opportunities) Will enable me to have good work/life balance (People & Cultur e) Good reference for future career (Remuneration & Advancement Opportunities) P rofessional training and development (Job Characteristics) Offers a friendly wor k environment (People & Culture) Engineering 1. 2. 3. 4. 5. Challenging work (Job Characteristics) Will enable me to have goo d work/life balance (People & Culture) Good prospects for high future earnings ( Remuneration & Advancement Opportunities) Offers a creative and dynamic work env ironment (People & Culture) Secure employment (Job Characteristics) Local Differences Business: China: Competitive benefits (Remuneration & Advancement Opportunities) Japan: Secure employment (Job Characteristics) Hong Kon g: Professional training and development (Job Characteristics) India: Financial s trength (Employer Reputation & Image) Local Differences Engineering: China: Competitive benefits (Remuneration & Advancement Opportunities) Japan: Chal lenging work (Job Characteristics) Hong Kong: Professional training and developme nt (Job Characteristics) India: Leadership opportunities (Remuneration & Advancem ent Opportunities) This data excludes Singapore as the data due to differences in the methodology. The local difference is based on the biggest positive difference to the average among the Top 5 attributes in each market.

EXPECTED ANNUAL SALARY 13

OUT OF ALL THE MAJOR ASIAN COUNTRIES, CHINA ACCOUNTS FOR THE MOST OVERSEAS STUDE NTS IN US FOLLOWED BY INDIA AND SOUTH KOREA Japan 21K South Korea 73K Taiwan 25K India 103K China 158K Vietn. 14K Number of Chinese born students in USA went up by 23,3% between 2010 and 2011 Number of undergraduate Chinese students in USA increased by 43% between 2010 and 2011 14

CHINESE STUDENTS ARE TO A LARGE EXTENT SPREAD OUT IN USA, MAKING IT DIFFICULT FO R COMPANIES TO FIND THEIR IDEAL TALENT Total Chinese Students Undergraduate Level Graduate Level 4. Purdue Univ. 1600 3. NY University 1800 2. Univ. of Illinois 1800 1. UCLA 1900 Total USA 158 000 57 000 77 000 5. Columbia University 1600 15

THE ACTUAL SOURCING BASE IS MUCH SMALLER THAN MOST COMPANIES THINK AND THE COMPE TITION FOR OVERSEAS TALENT IS FIERCE 77 000 Chinese study in US on Graduate level 19% study engineering 20% study com puter science 10% plan to go back to China after graduation 50% consider to go 28% study business Total potential sourcing base: back to China after graduation 12 936 2 560 21 970 46370 62156 16

WHERE AND WHAT DO INDIAN STUDENTS STUDY? Total Indian Students Undergraduate Level Graduate Level 2. USA 104 000 14 000 63 000 1. UK 41 000 5. SWEDEN 1900 3. FRANCE 1700 4. GERMANY 4000 17

HOW BIG IS YOUR TARGET GROUP? 63 000 Indians study in US on Graduate level 37% study engineering 20% study com puter science 10% plan to go back to India after graduation 50% consider to go 15% study business Total potential sourcing base: back to India after graduation 5670 945 9 450 27090 39 690 18