Agenda

1. Tribal Group plcPreliminary results for the yearended 31 December 2008Peter MartinChief ExecutiveSimon LawtonGroup Finance Director17 March 2009

2. Summary Financial performance Business review Outlook Q & A Agenda

3. Financial Highlights * : Before amortisation of intangibles, goodwill impairment and financial instrument costs † : Pro rata annualised basis

4. Business Achievements • Improved operational performance • Strengthened senior management team • Internal reorganisation implemented • Acquisitions successfully integrated • International development progressed • Increased committed income and sales pipeline

5. Outlook Committed income at 1 January Sales pipeline at 1 January 2009 2008 £139m£124m 2009 2008 £297m£168m

6. Financial performance Simon Lawton Group Finance Director

7. * Continuing operations only Financial Performance Revenue (£m) * Profit before tax (£m) * † Earnings per share (pence) * † 18.6 234 15.4 209 194 14.7 13.0 12.2 10.4 2008 2007 2006 2008 2007 2006 2007 2008 2006 † Before amortisation of intangibles, goodwill impairment and financial instrument costs

8. Income Statement • Revenue increase of 12% • Operating profit* up 14% to £19.8m • Improved operating margin to 8.5% • Significant fall in interest and bank fees • Effective tax rate of 26.8% • Earnings per share up 20% to 14.7p • Final dividend 2.65p; total dividend of 4.35p * Before amortisation of intangibles, goodwill impairment and financial instrument costs

9. % of Total Education £79m 57% Consulting £38m 27% Support Services £22m 16% £139m 2009£104m 2010 £29m 2011 and beyond £6m Committed Income At 1 January 2009 £21m £5m £53m £33m £4m £1m £18m £4m £4m

10. Education Consulting Support Services Sales Pipeline At 1 January 2009 £164m £104m £86m £22m £12m £47m £16m £6m £52m Jan 09 Jan 08 Total £297m £168m

11. Balance Sheet • Intangible assets increased by £26.3m due to acquisitions • No goodwill impairment • Net debt increased by £12.9m following acquisitions • Strong working capital management • Gearing of 10.1% (December 2007 : 3.8%)

12. Group Cash Flow • Operating profit to cash flow conversion of 136% (2007 : 137%) • Free cash flow of £16.3m (2007 : £18.5m) • Capital expenditure of £5.1m (2007 : £6.5m) includes product development costs of £1.9m (2007 : £2.3m) • Five acquisitions completed for £19.0m

13. Group Net Debt • £40m bank facility until June 2012 with HBoS and HSBC • Interest rate swap in place over £25m of debt through to 2010 providing interest rate certainty at 4.99% • Current margin 75 bps

14. Business review Peter Martin Chief Executive

15. Market Analysis 2008 Revenue : £234m UK Public Sector 92% International 4% 4% Private Sector

16. Business Stream Analysis 2008 Operating Profit*: £27.4m 2008 Revenue: £234m Education 52% Education 41% Consulting 30% Consulting 36% Support Services 18% Support Services 23% * Before central group costs

17. Education

18. Consulting

19. Support Services

20. Outlook Peter Martin Chief Executive

21. Macro Outlook • Tribal operates in the public services industry (PSI) • The Julius report (July 2008)* confirmed the importance of the UK PSI • Worth £79bn in 07/08 – 6% of GDP • Employs 1.2m people • Fastest growing sectors: health, education and environment • Competitive tendering reduces costs • Significant export potential • OGC estimates UK public sector consultancy spend at £2.8bn • World Bank alone spends $1.5bn a year on public sector reform in the developing world * The Public Services Industry review by Dr DeAnne Julius CBE published by the Department for Business, Enterprise and Regulatory Reform

22. Macro Outlook • 09/10. Headline spending plans to be maintained • Tightening being seen ‘on the ground’, but… • Pressure to reform, improve performance and achieve better value for money • 10/11. Post-election retrenchment • Public sector finances will have deteriorated, however “…maintaining the government’s spending plans for the NHS, schools, defence and internationaldevelopment…” David Cameron, 5 January 2009 • Tribal’s business driven by change, not by overall spending patterns • Current pipeline • Top 30 opportunities (by value) • 73% health or education • 22% international • ~4% capital-related • ~1% PFI-related

23. 2009 Priorities • Retain focus on existing sectors • Increase market share • Develop international activities • Exploit competitive advantages: • Domain expertise • Breadth of capability • Technology • Increase committed income: • Larger, longer-term contracts • Pipeline conversion • Control overheads / reduce costs / planned investment

24. Current Trading • Delivered plus committed revenue 49% of 2009 plan at end of February • H1 : restructuring costs £1.0m / investments of £0.7m • Restructuring • Cost reductions will generate annualised cost savings of at least £4m • Investments • New health and education initiatives • International development • Business development / bid costs • Strong pipeline / Ofsted contract secured • Further progress anticipated in 2009

25. Q & A

26. Client Feedback Education “The success of the NCETM is in no small part due to Tribal’s expertise in portal development, project management and in many other areas. The blend of Tribal’s expertise and NCETM’s mathematics education experts has proved very successful in developing an innovative model for a national centre and thus establishing the NCETM ‘from scratch’. The Centre is now highly regarded across England and internationally.” Celia Hoyles OBE, Director, National Centre for Excellence in the Teaching of Mathematics and Professor of Mathematics Education, Institute of Education, University of London Health “Tribal have demonstrated their ability and skill in both influencing and challenging the organisation in relation to the key priority areas, and have done so by a process of engagement and support across the organisation.  Tribal are a valued and dynamic partner, who both share our core values and have helped us to aspire to realise our potential” Hilary Heywood - Programme Director, Ashton, Leigh & Wigan Primary Care Trust Central Government “Tribal bring expertise and are transparently committed to achieving our goals. You have seamlessly become part of the organisation and that is a big benefit for us.Many of the stakeholders involved have commented about the value that you are adding. People are feeding back how different it all feels now, how fresh the approach is and that it embodies everything that the organisation should be.  You have created a real buzz about the work.” Director of Projects and Programmes, Rural Payments Agency International “The project is creating a continuously growing, critical mass of senior officers who feel comfortable in handling change. At the same time, its development programme is letting the Government of Bangladesh see that improvements are possible if our officers have the right skills and proper support. It is also helping with key improvements in governance that will benefit important areas such as poverty reduction.” Secretary, Ministry of Establishment, Government of Bangladesh

27. Tribal Group plcPreliminary results for the year ended 31 December 2008ENDThis presentation is intended only as a summary of key points from Tribal Group plc’s announcement of its results for the year ended 31 December 2008 (“the Full Year Results 2008”). Accordingly, reference should be made to the Full Year Results 2008 and not to this presentation.