Satyam Computer Services Ltd

1. Satyam Computer Services Ltd

2. Forward looking statements Certain statements in this presentation and subsequent discussion concerning our future growth are forward looking statements which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties as described in our filings filed with the United States SEC.

3. 1H FY05 Highlights Business Environment Strategy for Growth Agenda Brief Introduction

4. The profile of a Global Company • Established in  1987, 16872 professionals, in 45 countries • Provides Value-added end-to-end IT Solutions • Over 350 Customers, Include 6 of Fortune Global10 and 109 of Fortune 500 • Revenue CAGR of 61.35% from FY 1997 to 2004 • SEI-CMM Level 5 assessed in March, 1999 • Golden Peacock Award for Excellence in Corporate Governance • eSCM for BPO developed with Carnegie Mellon University

5. A Pioneer… Pioneered delivery of offshore service (John Deere & Co.) First Indian Co. to set-up dedicated satellite link First IT company to get ITAA certification Set-up India’s first private ISP – SIFY Among world’s first 10 companies to get SEI-CMM Level 5 assessment Forming Alliances with best of breed technology vendors very early on Adoption of Verticalization and a customer-centric organizational Structure Pioneered ITES quality framework – eSCM Among the first to be certified under BS 7799 for ISMS First & only Lead Auditor for eSCM Leading the way has been the hallmark of Satyam

6. Strategic IT Consulting Product Development Services Embedded Systems Robotics Chip Design R&D Services Enterprise Application Deployment and Integration Data Warehousing Business Intelligence SCM CRM Knowledge Management Infrastructure Management Services (IMS) Software Development & Maintenance Business Process Outsourcing …providing end-to-end services

7. …with a presence across the globe 20 development centers spread across the globe. Operations in 45 countries, 6 continents

8. Banking & Financial Services Healthcare 6.12% Insurance 18.45% 13.90% 11.82% 18.27% Telecom 31.44% Others Manufacturing Engineering Design Services Europe Japan 1.97% 13.71% 3.63% Packaged Software Implementation ROW 10.98% 26.22% 46.59% 73.34% 23.56% Software Maintenance Software Design Development North America …with a consistent performance REVENUE DISTRIBUTION BY INDUSTRY Figs as per Indian GAAP Figs for FY 2004 REVENUE DISTRIBUTION BY TECHNOLOGY REVENUE DISTRIBUTION BY GEOGRAPHY Figs for FY 2004 Figs for FY 2004

9. …and trusted by • 8 of the top 10 Auto majors • 7 of the top 10 Electronics and Electrical Equipment Manufacturers • 6 of the top 10 Pharmaceutical companies • 4 of the top 5 Networking and Other Communication Equipment Manufacturers • 3 of the top 5 Healthcare companies • 2 of the top 5 Securities companies

10. Customer Centric, Business Focused Organisation Structure SharedServices (SSU) Vertical Business Units (VBU) • Network and Systems • Commercial & Contracts • Corporate Services • Internal Audit • Internal Information Systems & Platinum Process group (PPG) • Corporate Communications • Legal • Automotive • Banking& Financial Services • Healthcare, Insurance & Pharmaceuticals • Manufacturing • Retail • Telecom • Infrastructure • Media & Entertainment • Semiconductor • Travel, Transportation & Logistics • Energy & Utilities • Government & Public Services • Non-Hierarchical • Collaborative • Promotes Entrepreneurship Horizontal Competency Units (HCU) • Infrastructure Management Services (IMS) • Enterprise Applications and Business Intelligence Solutions (EABIS) • SAP Solutions • Consulting and Enterprise Solutions • Hi-Tech Solutions • Engineering Services • Microsoft Solutions Group Regional Business Units (RBU) • Canada • Continental Europe • Middle East, Africa, India • Asia Pacific

11. Brief Introduction Business Environment Strategy for Growth Agenda 1H FY05 Highlights

12. Buoyant Revenue Growth • Broad-based growth across geographies, verticals and customers • Revenue growth of 10% and EPS growth of 9% in Q2 surpassed guidance • The CQGR of revenue based on trailing 4 quarters has grown from 4.64% in Q2 2004 to 9.11% in Q2 2005 • Revenue contribution from Europe has increased from 12.90% to 16.00% in the past 5 quarters • Witnessing enhanced opportunities in Enterprise Solutions

13. Improved Customer Traction Revenue contribution US$ million customers • Reduced client concentration • Wider range of services coupled with better relationship management has helped in “mining” of existing customers • The threshold revenue limit for entry into top 10 has increased by 87% vis-à-vis corresponding quarter last year

14. Changing Growth Profile TIMES New Verticals • Creation of new markets by accelerating growth in newer verticals (Transportation, Healthcare, Retail) • During past 5 quarters TIMES have grown at a rate higher than the company’s growth rate Focus on new markets - growth enabler and a risk mitigant

15. Quality Customer Base Fortune Global 500 customers • 70 F Global 500 customers added in the last 3 years – reflects ability to compete favourably with global IT service providers • Enhanced ability to forge partnerships reflected in quality customer addition in newer verticals also • Working with 6 of the top 10 pharma companies • Acquired 14 customers including 6 F Global 500 companies in first year of operations in Retail Ability to partner with global organizations is driving growth

16. Wage Inflation Pricing • Onsite hike of 4% in April 2004 • Offshore hike of 18%-20% in October 2004 • Stabilized • New customers added at higher than average rates • In Q2, negotiations were favorable • High value and newer services have the potential for premium Operating Margins • Focus on increasing utilisation • Lowering delivery Costs - Intake of trainees – 4210 trainees (40%) recruited during last 6 quarters • Shift towards offshore • Managing Fixed bid engagements better Operational Excellence Cost Management Overcoming Margin Challenges

17. Nipuna • 16 active customers of which 14 are existing customers of Satyam. • Associate strength at the end of Q2 is 1350 • Total seating capacity of 1500 • Q2 2005 revenue of US$ 2.40 mn • Revenue guidance for FY 2005 at US$12 m. • Expect to break even by end of this fiscal High potential for cross selling of services across entire customer base

18. FY 2005 : Guidance Introduction of US GAAP Guidance for convenience of investors

19. Brief Introduction 1H FY05 Highlights Strategy for Growth Agenda Business Environment

20. Market Drivers Increased Outsourcing Level Playing Field • More Organizations are outsourcing – big & small • Expanded outsourced services portfolio • Increased breadth and depth of outsourced services • Increased volume of services outsourced • Stringent Due-Diligence exercises • Contract & Solution merit wins • Indian companies and MNCs perceived on par • Long-term and pro-active benefits win • Brand Equity counts STATE OF THE MARKET • Vendor Consolidation • Vendors brand equity – critical • Vendors partnering for Large deals • Long-term and deep partnerships • Many Organizations moving into India • Partnering with local entities • Setting up Captive units • Big5 & others moving-in big-time Vendor Partnerships Movement to India

21. Customer Expectations Changing Characteristics Increased Capabilities • New & changed Sourcing Patterns • Changed interest levels • Vendor Managers to CXO involvement • Comprehensive Selection Criteria • Cover wider geography • Provide solutions to complex problems • Expanded service offerings • Delivery capability – people processes and depth CUSTOMER SPEAK • Concrete measurements to Relationship evaluation • Greater Transparency & control of operations • Comprehensive Frameworks / working models • Increased Expectations • Looking beyond cost advantage • Consulting – upstream services Vendor to Partner Measured Governance

22. Business Climate Stable Pricing Offshore clearly mainstream • Some New Deals coming in at higher than average prices • No out-of-turn renegotiations • High Value and Newer services have the potential for premium • Willingness consider a broad range of services from Offshore • Laggard Industries also adopting offshore as a strategy • Scale and Maturity seen as differentiators SERVICES PORTFOLIO • Domain Awareness increasingly expected and assumed • Offshore players considered business partners • Relationship maturity makes a difference • More Inclined to customize packages than build from scratch • Solution integration as an extension of interest Package Solutions Focus Business Partner Focus

23. Competitive Trends Complex Business Solutions Leading Brands • Branded and reputed companies • Leadership in segments of technology and industries • Proven Service & delivery excellence • Ability and track-record of solving complex problems • Needs cutting across wider tech and domain areas • Specialist knowledge of Industry native products LEADERSHIP ASPIRATION • Increased upstream services • Increased Technology and domain depth • Ability to manage large engagements • Big names and bigger needs • Large deal management capabilities • Abilities to follow the customer everywhere Deeper Competencies Demanding Customers

24. Brief Introduction 1H FY05 Highlights Business Environment Agenda Strategy for Growth

25. Strategies for Growth Partnership Model STATE OF THE MARKET Vertical Focus CUSTOMER SPEAK BUSINESS STRATEGY Regional Approach BUSINESS CLIMATE Branding COMPETITIVE TRENDS

26. Evolution from RELATIONSHIPS to PARTNERSHIPS Partnership Model • Managing Relationships – Highest Maturity Level • Upstream Involvement • Leadership Enhancement • Investment in markets and opportunities Convert every Platinum Relationship into Partnerships

27. Vertical Focus • Build on Traditional Strengths • Invest in Partnerships • Niche Solutions for Industry Hot Topics • Invest in Growth Engines • Capitalize on Strong Momentum • Focus on Aggressive Growth in promising Verticals • Competitive differentiation through innovation

28. Regional Approach • Enhanced Focus on Europe • Increased Traction due to Wide Adaptation of Global Delivery Model in Europe • Structured for Acceleration • Vertical Focus to Capitalize on Strengths • Near Shore Options • Toronto Near Shore already in Operation • Continued focus on China as Near shore for Far East • Operations in Budapest to commence shortly • “Follow the Customer” Model • Increased instances Global MSAs • Other Regions of Growth

29. Brand Enhancement • Enhanced Stakeholder Perception • Stakeholder Summits • Publicize Significant Accomplishments • Segmented and Focused Branding • Collaborative Forums by Industry Segment • Advisory Committees consisting of industry Leaders • Media Events • Industry recognition from market research firms

30. Summary • Global Services Delivery Poised for a Paradigm Shift • Business Value Creation Capabilities will determine Quality and Quantity of Growth • Multi-pronged Strategy of Growth to Take Advantage of the Opportunities • Satyam is Well Positioned to deliver “What the Business Demands”