Leading for Success

2016 CSC GRI G4 REPORT

2

Except where indicated, this report presents data and other information for CSC’s fiscal year 2016, from April 1, 2015,

through March 31, 2016.

I. Generic standard disclosure (GSD)

I.1. Strategy and analysis

G4-1: Provide a statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability Please refer to our CEO Letter page 1 of our Corporate Responsibility and Sustainability report:

http://assets1.csc.com/cr/downloads/CSC_CorporateResponsibilityReport.pdf http://www.csc.com/cr

I.2. Organizational Profile

G4-3: Report the name of the organization

COMPUTER SCIENCES CORPORATION (Exact name of Registrant as specified in its charter)

G4-4: Report the primary brands, products, and services

CSC (NYSE: CSC) is one of the world’s leading independent IT services providers, with approximately 2,500 clients worldwide.

CSC leads clients on their digital transformation journey, providing innovative next-generation technology solutions and

services that leverage deep industry expertise, global scale, technology independence and an extensive partner community.

Our people help commercial and international public sector clients solve their toughest challenges by modernizing their

business processes, applications and infrastructure with next-generation technology solutions.

Our software solutions and process-based intellectual property focus on insurance, banking, healthcare and life sciences. CSC

also provides leading cyber security, applications modernization and mobility services.

See additional information on:

http://www.csc.com/cr http://www.csc.com/cr/ds/114829-corporate_responsibility_report pages 2 and 3 “About Us” http://www.csc.com/solutions http://www.csc.com/about_us/infographics/94442-infographic_csc_company_profile G4-5: Report the location of the organization’s headquarters See section "About Us" in the 2016 CR report. http://www.csc.com/cr/ds/114829-corporate_responsibility_reportpages 2 and 3 “About Us” http://www.csc.com/about_us/flex/32026-global_locations Worldwide CSC Headquarters The Americas 1775 Tysons Blvd Tysons, VA 22102 USA +1.703.876.1000 Asia, Middle East, Africa Level 9, UE BizHub East 6 Changi Business Park Avenue 1

3

Singapore 468017 Republic of Singapore +65.6809.9000 Australia 26 Talavera Road Macquarie Park, NSW 2113 Australia +61(2)9034.3000 Central and Eastern Europe Abraham-Lincoln-Park 1 65189 Wiesbaden Germany +49.611.1420 Nordic and Baltic Region Retortvej 8 DK-2500 Valby Denmark +45.36.14.4000 South and West Europe Tour Carpe Diem 31 Place Des Corolles CS 40075 92098 Paris La Défense Cedex France +33.1.55.707070 UK and Ireland Region Floor 4 One Pancras Square London N1C 4AG United Kingdom +44.020.3696.3000 G4-6: Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report. See exhibit 21 on our Annual Financial 10K Report: http://www.csc.com/investor_relations/ds/34081-sec_filings http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf Please find below our facilities country list: N.B. All of the countries listed below are countries where we have physical presence. We operate in over 60 countries as CSC employees deliver services at customer sites, many of which that support the US public sector, and where we do not have actual locations.

4

Algeria Argentina Australia Austria Bahrain Belgium Brazil Bulgaria Canada Chile China Colombia Czech Republic Denmark Dominican Republic Ecuador Egypt Fiji Finland France

Germany Hong Kong Hungary India Indonesia Ireland Italy Japan Korea Lithuania Luxembourg Malaysia Mauritius Mexico Netherlands New Zealand Norway Oman Peru Philippines

Poland Portugal Puerto Rico Qatar Romania Saudi Arabia Serbia Singapore Slovakia South Africa Spain Sweden Switzerland Thailand Trinidad & Tobago Turkey UK United Arab Emirates USA Vietnam

G4-7: Report the nature of ownership and legal form Please refer to our annual 10K report: http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf G4-8: Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries) For the list of our industries and customers: http://www.csc.com/solutions For a list of our global locations and regional sites: http://www.csc.com/about_us/flex/32026-global_locations G4-9: Report the scale of the organization, including: -Total number of employees -Total number of operations -Net sales (for private sector organizations) or net revenues (for public sector organizations) -Total capitalization broken down in terms of debt and equity (for private sector organizations) -Quantity of products or services provided Total number of employees as of March 31/2016 = 59 000 Total number of operations: please see p. 15 of our Annual 10K 2016 report (item 2. Properties) http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf Net sales: See our 10-K p. 20, Item 6. Selected Financial Data FY 16 was $7,106 BILLION USD (FY15 was $8,117 and FY14 was $8,899 USD) Fiscal 2012 through fiscal 2015 have been adjusted to present discontinued operations for the divestiture of the Company's NPS segment in the third quarter of fiscal 2016 (see Note 4 of the Notes to the Consolidated Financial Statements in our Annual Report). Total capitalization broken down in terms of debt and equity (for private sector organizations) See our 10-K p. 20: “Item 6. Selected Financial Data”, p.41 “Liquidity and Capital Resources”, CONSOLIDATED BALANCE SHEETS p.54, and Stock-based compensation expense p.59.

5

in FY16, on our balance sheet, total equity was $2,032 BILLION USD and total debt was $2,644 BILLION USD. Market value of our equity is ~$10.3 BILLION USD. G4-10 Please see tables below. Total number of employees for all HR data statistics: for FY16, 590001. a. Total number of employees by employment contract and gender for FY16 Note: Casual refers to employees who are on call, with no set schedule and will get calls to work. Expat refers to Expatriate workers. Inpat refers to our International Assignees. For example: if an employee from India is coming to the US, their US record will identify them as Inpat (Inbound) while their India record will identify them as Expat (Outbound). NI = Non Identified.

Total number of employees by employment contract and gender for FY16 (See next page)

1 All HR Statistics exclude Xchanging data, explaining the total workforce of 56 221 FTE.

6

Grand Total

Work Country Male Female NI Male Female Male Female Male Female NI Male Female NI Male Female NI Male Female NI

Argentina 0 0 0 0 0 0 0 0 0 0 35 6 0 1 0 5 36 6 5 47

Australia 1 461 535 0 18 5 3 1 0 0 0 1 493 461 1 6 4 0 2 981 1 006 1 3 988

Austria 206 54 0 0 0 0 0 0 0 0 0 0 0 0 0 0 206 54 0 260

Belgium 0 0 0 0 0 0 0 0 0 0 359 87 0 0 0 0 359 87 0 446

Brazil 0 0 0 20 3 0 0 0 0 0 373 150 1 0 0 0 393 153 1 547

Bulgaria 0 0 0 0 0 0 0 0 0 0 264 260 0 0 0 0 264 260 0 524

Canada 0 0 0 4 1 6 0 0 0 0 439 129 0 0 0 0 449 130 0 579

Chile 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 6 0 0 6

China 0 0 0 0 0 0 0 0 0 0 155 136 0 202 149 0 357 285 0 642

Colombia 0 0 0 0 0 0 0 0 0 0 7 10 49 0 0 0 7 10 49 66

Czech Republic 0 0 0 0 0 0 0 0 0 0 315 397 0 0 1 0 315 398 0 713

Denmark 0 0 0 0 0 0 0 0 0 0 618 284 0 50 18 0 668 302 0 970

Ecuador 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 1 0 1

Fiji 22 7 1 0 0 0 0 0 0 0 0 0 0 0 0 0 22 7 1 30

Finland 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 1

France 0 0 0 37 22 0 0 0 0 0 1 251 636 0 10 4 1 1 298 662 1 1 961

Germany 1 316 496 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 316 496 0 1 812

Hong Kong 0 0 0 0 0 13 7 0 0 0 103 18 0 0 1 0 116 26 0 142

Hungary 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 2 0 0 2

India 140 33 0 0 0 0 0 145 14 1 13 320 5 295 0 0 0 0 13 605 5 342 1 18 948

Indonesia 0 0 0 0 0 0 0 0 0 0 13 4 0 0 0 0 13 4 0 17

Ireland 0 0 0 0 0 0 0 0 0 0 26 8 0 0 0 0 26 8 0 34

Italy 0 0 0 0 0 0 0 0 0 0 62 16 0 0 0 0 62 16 0 78

Japan 0 0 0 0 0 3 5 0 0 0 144 36 0 8 4 0 155 45 0 200

Korea, Republic Of 0 0 0 0 0 0 0 0 0 0 6 2 0 0 0 0 6 2 0 8

Lithuania 0 0 0 0 0 0 0 0 0 0 286 173 0 3 4 0 289 177 0 466

Luxembourg 0 0 0 0 0 0 0 0 0 0 98 10 0 0 0 0 98 10 0 108

Malaysia 0 0 0 7 9 15 4 0 0 0 490 185 0 104 49 0 616 247 0 863

Mexico 0 0 0 0 0 0 0 0 0 0 51 10 1 0 0 0 51 10 1 62

Netherlands 0 0 0 0 0 0 0 0 0 0 373 65 0 7 0 0 380 65 0 445

New Zealand 0 0 0 0 0 0 0 0 0 0 33 15 1 0 1 0 33 16 1 50

Norway 0 0 0 0 0 6 0 0 0 0 144 55 0 1 1 0 151 56 0 207

Oman 0 0 0 0 0 0 0 0 0 0 2 0 0 0 0 0 2 0 0 2

Peru 0 0 0 0 0 0 0 0 0 0 15 2 0 7 0 5 22 2 5 29

Philippines 0 0 0 0 0 0 0 0 0 0 154 82 0 7 6 0 161 88 0 249

Poland 0 0 0 0 0 0 0 0 0 0 108 16 0 0 0 0 108 16 0 124

Portugal 0 0 0 0 0 0 0 0 0 0 38 22 0 0 0 0 38 22 0 60

Qatar 0 0 0 0 0 17 0 0 0 0 54 9 0 0 0 0 71 9 0 80

Romania 0 0 0 0 0 0 0 0 0 0 9 0 0 0 0 0 9 0 0 9

Saudi Arabia 0 0 0 0 0 0 0 0 0 0 17 0 0 0 0 0 17 0 0 17

Singapore 0 0 0 1 0 18 3 0 0 0 303 140 0 93 41 0 415 184 0 599

Slovakia 0 0 0 0 0 0 0 0 0 0 10 2 0 0 0 0 10 2 0 12

South Africa 0 0 0 0 0 0 0 0 0 0 62 39 0 0 1 0 62 40 0 102

Spain 0 0 0 0 0 0 0 0 0 0 750 435 1 10 5 0 760 440 1 1 201

Sweden 0 0 0 0 0 6 2 0 0 0 340 105 1 0 0 0 346 107 1 454

Switzerland 0 0 0 0 0 0 0 0 0 0 236 34 0 0 0 0 236 34 0 270

Taiwan 0 0 0 0 0 0 0 0 0 0 4 3 0 0 0 0 4 3 0 7

Thailand 0 0 0 0 0 2 0 0 0 0 25 28 0 0 0 0 27 28 0 55

Turkey 0 0 0 0 0 0 0 0 0 0 7 2 0 0 0 0 7 2 0 9

United Arab Emirates 0 0 0 0 0 32 0 2 0 0 211 30 0 0 0 0 245 30 0 275

United Kingdom 1 0 44 0 0 120 13 0 1 0 3 880 1 268 1 61 11 0 4 062 1 293 45 5 400

United States of America 0 0 1 60 38 978 128 0 2 0 6 842 3 997 9 0 1 0 7 880 4 166 10 12 056

Vietnam 0 0 0 0 0 0 0 3 0 0 723 262 0 0 0 0 726 262 0 988

Location_Ctry_Desc 3 147 1 125 46 147 78 1 219 163 150 17 1 34 256 14 925 65 570 301 11 39 489 16 609 123 56 221

Not Identified Casual IA Outbound Temporary/Fixed Term TotalIA Inbound Regular

7

b. Total number of permanent employees by employment type and gender FY16

c. Total workforce by employees and supervised workers and by gender FY16

* Not identified: data feed from countries where no information has been provided, OR where information was not disclosed.

Male Female Not Identified Total

Casual 147 78 0 225

IA Inbound 1 219 163 0 1 382

IA Outbound 150 17 1 168

Not Identified 3 147 1 125 46 4 318

Regular (= Permanent) 34 256 14 925 65 49 246

Temporary/Fixed Term 570 301 11 882

EmpGroup_Desc 39 489 16 609 123 56 221

CSC Global Headcount by Worker Type - March 2016

Male Female Not Identified Total

Not Identified 1 656 583 44 2 283

Full time 37 530 15 359 79 52 968

Part time 303 667 0 970

Time_Type (FT/PT) 39 489 16 609 123 56 221

CSC Global Headcount by Time Type - March 2016

Male % Female % Not Identified % Total

Executive 637 83% 134 17% 0 0% 771

Mgmt 2421 74% 830 26% 3 0% 3 254

Non Mgmt 36 431 70% 15 645 30% 120 0% 52 196

Total 39489 70% 16609 30% 123 0% 56 221

CSC Global Headcount by Exec/Mgmt/NonMgmt Status - March 2016

8

d. Report the total workforce by region and gender for FY16

* Not identified: data feed from countries where no information has been provided, OR where information was not disclosed. e. Report whether a substantial portion of the organization’s work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors. CSC currently does not globally manage a list of subcontractors for all countries. f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries). CSC has temporary/fixed contract employees but they do not work in seasonal variances. G4-11: Report the percentage of total employees covered by collective bargaining agreements. For CSC globally approximately 14% of the total workforce is covered by collective bargaining agreement (CBA). In the United States, 8% of employees are covered by some sort of collective bargaining agreement (Unions or CBA). For Europe, 56% of employees are overall unionized/CBA. The country detail is as follow: 2015 2016 - Austria 100% 100% - Belgium 100% 100% - Denmark 79% 100% (except employees on PKAT A5, Individual Contract) - France 100% 100% - Germany 99% 99% - Sweden 100% 100% - UK 9,70% 7.90% For Asia/MEA, 17% of employees are overall unionized /CBA. G4-12: Describe the organization’s supply chain CSC has a Global Supply Chain Management function which encompasses the planning and management of activities involved in sourcing and procurement of goods and or services from third party suppliers. Key spend areas include Information Technology Hardware, Software, Network, Labor Services and Corporate Indirect Good and Services. The function plays an important role in developing and implementing global and regional category and supplier management strategies that aim toward strong partner relationships and continuous improvement in the areas of price, quality and services.

Male % Female %

Not

Identified % Gender

Americas Region 8 844 66% 4 478 33% 71 1% 13 393

Asia, Mid-east, Africa Region 2 993 70% 1 253 30% 0 0% 4 246

Australia Region 3014 75% 1 022 25% 2 0% 4 038

Central & Eastern Europe Region 2 535 66% 1 278 34% 0 0% 3 813

India Region 13 605 72% 5 342 28% 1 0% 18 948

Nordics Region 1455 69% 642 31% 1 0% 2 098

South & West Europe Region 2 553 68% 1 221 32% 2 0% 3 776

UK & I Region 4 468 76% 1 366 23% 45 1% 5 879

Not Identified 22 73% 7 23% 1 3% 30

Location_GEO 39 489 70% 16 609 30% 123 0% 56 221

CSC Global Headcount by Work Geo - March 2016

9

G4-13: Report any significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain, including: - Changes in the location of, or changes in, operations, including facility openings, closings, and expansions - Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations) - Changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination In November 27, 2015 CSC completed the separation of CSRA Inc. whose assets and business primarily consisted of its North American Public Sector segment. CSRA is now an independent public company trading as CSRA on the New York Stock Exchange.

On May 24, 2016, CSC announced an agreement for CSC to merge with the Enterprise Services segment of Hewlett Packard Enterprises (HPE) other than certain excluded portions. The merger is expected to be completed by the end of March 2017 subject to shareholders and regulatory reviews and approvals. See additional note at the end of this GRI Report (pages 41 and 42). Please refer to the following sections of our 2016 Annual Report: Note 3 - Acquisitions Fiscal 2016 p.71 to 78 Note 4 – Divestitures p.78 to 82. Available at: http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf There were no changes in the location of suppliers, the structure of the supply chain or in relationships with suppliers, including selection and termination. G4-14: Report whether and how the precautionary approach or principle is addressed by the organization At CSC, we adopt a precautionary approach whenever there is a possible risk to health, safety, or the environment. Evaluation is carried out through our internal risk, issue, and opportunity management (RIOM) process, taking economic and social costs into account. This standard process is applied consistently at all levels of CSC (enterprise level to project/functional level). An integrated governance model is applied to ensure that each candidate risk is addressed at the appropriate level of the organization. At the enterprise Level, our continual risk management activity is led by our RIOM Program Office, which supports our CSC Risk, Issue, and Opportunity Governance Board – Steering Team (RIOGB-ST). The RIOGB-ST is comprised of our CEO, his direct reports, as well as industry leads. When a candidate risk is identified through any of our corporate assessment processes (e.g., Delivery Assurance Process, Deal Review Process, Internal Audit Process), our RIOM Program Office supports the risk owner as they follow the RIOM process (Identify, Manager Review, Analyze and Plan, Handling Plan Review, Handle, and Closed). Key elements of this process are clearly documenting a risk statement, development of a handling plan, plan review and approval by the RIOGB-ST, and continual review of progress against the handling plan. At the enterprise level, CSC addresses risks in four domains: operational, financial, compliance and strategic. Depending on the risk domain, financial impacts are measured in either the potential for change in market capitalization or operating income. Non-financial risk impact assessments include dimensions of risk such as the potential for reputational harm, and an evaluation of a risk's velocity, or speed of onset. Gross assessments are wide ranging and so may include an assessment of how a risk presents to the company globally, within a particular region, and within specific facilities. With gross assessments in hand, the management next assesses the effectiveness of its effort to control and handle (i.e., accept, avoid, mitigate, or transfer) the risk. Effective mitigations will reduce residual exposure, ineffective mitigations will not. Material net residual exposures are reported to the RIOGB-ST. At the asset level, CSC includes an assessment of how a risk may present at a regional, country or specific facility level as part of the standard risk assessment process. The identification of asset level risks may also be carried out by asset level business

10

management and in particular through using appropriate quality management systems and compliance assessments such as aspect and impact identification within quality systems management to include social, environmental and legislative risks.

The procedure includes 6 stages: 1) identify, 2) manager review, 3) analyze and plan, 4) handling plan review (by the Risk, Issue, and Opportunity Governance Board), 5) handle and 6) closed. The same approach is used for assessing and managing opportunities, with a slightly different set of scales and levels for assessing impact. For carbon risks and opportunities, this process is managed by the CR Team. CSC also completes a risk and opportunities matrix, aligned to the GRI G4 standard, which uses the RIOM definitions in terms of likelihood and impact to ensure a comparable prioritization of risks and opportunities. Individual facilities may also complete a risk assessment process as part of our continued accreditation to ISO14001 Environmental Management System, which requires us to identify and manage key environmental aspects and impacts affecting our operations. The process is captured within the company’s Environment Manual. Risks and opportunities are prioritized according to their probability of occurrence and potential impact. We have two sets of impact scales, one for risks (“consequence factors”), one for opportunities (“benefit factors”). There are a number of consequence and benefit factor dimensions, each scored 1-10 according to impact based on defined levels. Financial, reputational, schedule and business relationship factors are examples of the dimensions considered. For carbon-related risks, the Environment Manager manages the prioritization process, in consultation with the corporate risk management team. These identified risks may be escalated to the CSC RIOM Program Office for assessment and after investigation and handling assessments for possible inclusion as Enterprise level risks. The RIOM Program Office is required to provide an update to the CSC RIOGB-ST and audit committee of the Board periodically with an assessment of the details of priority risks across the CSC portfolio and the RIOM Program Offices and/or RIOGB-ST direction to management regarding specific handling actions (either planned or underway). G4-15: List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses. CSC routinely engages with a range of third-party organizations globally and regionally including: Associated Parliamentary Corporate Responsibility Group Boston College Center for Corporate Citizenship Business in the Community CBI - Confederation of British Industry Corporate Executive Board Global Compact France since 2008 Intellect G4-16: List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization:

Holds a position on the governance body

Participates in projects or committees

Provides substantive funding beyond routine membership dues

Views membership as strategic This refers primarily to memberships maintained at the organizational level. 100K Jobs Mission American Association of People with Disabilities (AAPD) American Red Cross Bender Consulting Services, Inc. Best Buddies International Corporate Responsibility Officers Association DC BLN - DC Business Leadership Network Employer Assistance and Resource Network (EARN) Hero2Hired (H2H) Hispanic IT Executive Council (HITEC) Military Spouse Employment Partnership

11

National Action College for Minorities in Engineering (NACME) Navy Wounded Warrior Candidates NAVSEA Wounded Warriors Operation IMPACT US Business Leadership Network (USBLN) US Workforce Recruitment Program - Office of Disability Employment Women in Technology (WIT) Wounded Warrior Hiring

I.3. Identified Material Aspects and Boundaries

G4-17 a. List all entities included in the organization’s consolidated financial statements or equivalent documents. Please find the list of all COMPUTER SCIENCES CORPORATION Subsidiaries as of April 1, 2016 on our 10K report under Exhibit 21: http://phx.corporate-ir.net/phoenix.zhtml?c=109974&p=irol-secText&TEXT=aHR0cDovL2<FwaS50ZW5rd2l6YXJkLmNvbS9maWxpbmcueG1sP2lwYWdlPTEwOTk1MjUzJkRTRVE9NSZTRVE9JlNRREVTQz1TRUNUSU9OX0VYSElCSVQmZXhwPSZzdWJzaWQ9NTc%3d G4-18

a. Explain the process for defining the report content and the Aspect Boundaries. b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

a. CSC defines its CR governance framework around five areas of focus, which provides consistency to our sustainability work around the world. These areas include clients and partners, employees, community, environment and governance. Initially 26 sustainability topics were identified, of which 18 significant aspects were used to define the scope of our report, being based in the three most significant quadrants of our matrix of significant issues. The initial list was chosen from aspects referenced in the GRI G4 guidelines; from existing topics from previous CSC CR reporting; from issues identified for the technology industry by the Sustainability Accounting Standards Board (SASB); and from those which have arisen from discussions with various internal and external stakeholders. b. CSC followed the GRI G4 guidelines to undertake a four-step process in defining the report content, by first identifying the Aspects and other relevant topics, and their Boundaries. These were prioritized by assessing their significance, considering their economic, environmental and social impacts to the company’s activities and relationships, whether these impacts occur within or outside of CSC, taking into account stakeholder concerns and CSC’s business strategy. By using an assessment grid, we evaluated on a low, medium, high perspective, how each issue influenced the decisions made by our stakeholders in order to position these aspects on our matrix. CSC is a global information technology services and solutions company with operations in 60+ countries employing some 66,000 employees. See http://www.csc.com/about_us/ds/29505-company_profile. Responses provided in Countries of Operation (G4-6), Markets Served (G4-8) and Scale of Organization (G4-9) define the boundary for reporting. We identified 18 main areas that are significant to the company. In the main, they are consistent with our past evaluation and reporting. They fall within the categories of:

Economic Performance Economic value generated and distributed; climate change risks

and opportunities

Environmental Sustainable energy and emissions management, transport and

travel, resource use and e-waste

12

Social Capital Data privacy and cyber security

Human Capital Talent, recruitment development and retention, diversity and

inclusivity, employee engagement, occupational Health & Safety

Products and Services A design process for our products and services that considers

environmental efficiency and positive social impact

Leadership and Governance Responsible supply chain, business continuity, management of

intellectual property, ethics and compliance

G4-19 18 significant aspects (classified Medium or High Level to CSC or stakeholders) have been selected, among which four are non GRI aspects: 1. Economic Performance 2. Customer Satisfaction 3. Data Security (Non GRI)/ Customer privacy 4. Business Continuity (Non GRI) 5. Emissions Management 6. Data Center Energy Management (Non GRI) 7. Energy consumption 8. Electronic waste (e-waste) 9. Supplier ESG Assessment (Human Rights and labor practices) 10. Anti-Corruption 11. Non-Discrimination 12. Intellectual Property (Non GRI) 13. Legal Compliance 14. Anti-Competitive Behavior 15. Employment 16. Occupational Health & Safety 17. Diversity & Equal Opportunity 18. Training and Education G4-20 and G4-21: G4-20: For each material Aspect, report the Aspect Boundary within the organization, as follows: - Report whether the Aspect is material within the organization - If the Aspect is not material for all entities within the organization (as described in G4-17), select one of the following two approaches and report either:

The list of entities or groups of entities included in G4-17 for which the Aspect is not material or

The list of entities or groups of entities included in G4-17 for which the Aspects is material - Report any specific limitation regarding the Aspect Boundary within the organization G4-21: For each material Aspect, report the Aspect Boundary outside the organization, as follows: - Report whether the Aspect is material outside of the organization If the Aspect is material outside of the organization, identify the entities, groups of entities or elements for which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified - Report any specific limitation regarding the Aspect Boundary outside the organization Summary Table of Aspect boundaries within the organization and outside the organization

13

Significant Aspects Indicator Number Completeness

Within the organization Outside the organization

DIRECT ECONOMIC VALUE GENERATED

AND DISTRIBUTED

G4-EC1Internal External Partial

ENERGY CONSUMPTION WITHIN THE

ORGANIZATION

G4-EN3 CSC sets organizational boundaries by applying the operational control approach as

set out in the GHG Protocol.

Operational control is established in locations where CSC has either triple net leased

or owned facilities, and manages/pays for energy usage.

A portion of CSC's leased facilities operates under full-service where landlord or

property manager pays utilities in multi-tenant facilities - in these cases, energy

usage and associated emissions are estimated as a % of total occupied floor space

within a given site. Scope 1 emissions correspond to direct emissions from burning

heating natural gas, and oil for diesel fired back-up generators in our data center

portfolio. Electricity makes up the vast majority of our Scope 2 emissions, but small

purchases of district steam also contribute.

Note on Exclusions: Offices < 2000 sqft are excluded from our data. Typically

<2000 SqFt offices are found in multi-tenant buildings, and these sources are

estimated to represent less than 0.2% of CSC’s overall emissions in 2016. Data is

derived from the landlord and is commonly an apportionment of total costs to the

space occupied or part of the service charge. Also, sites which are part of the

portfolio of a company acquired by CSC in the last year may not yet be part of our

dataset.

Not applicable Fully

ENERGY INTENSITY G4-EN5 As for G4-EN3 Not applicable Fully

NON GRI ENERGY Data Center

Management

Internal

CSC Data Center Management programs strive towards saving energy and reducing

internal costs.

Not applicable Fully

DIRECT GREENHOUSE GAS (GHG)

EMISSIONS (SCOPE 1)

G4-EN15 Internal

Sites (offices and datcentres) over which we have operational control and are larger

than 2000sq m2 in size are within the scope of reporting. Emissions related to

diesel and natural gas consumption at our buildings are included.

Partial (Scope 1 doesn’t

include leased cars)

ENERGY INDIRECT GREENHOUSE GAS

(GHG) EMISSIONS (SCOPE 2)

G4-EN16 Internal

Sites (offices and datacentres) over which we have operational control and are

larger than 2000sq m2 in size are within the scope of reporting. Emissions related

to electricity and steam purchases are included.

Fully

OTHER INDIRECT GREENHOUSE GAS

(GHG) EMISSIONS (SCOPE 3)

G4-EN17 External

Boundary includes scope 3 reporting (business travel by air and rail) and

transmission and distribution losses associated with the purchase of

electricity. We assess which categories to gather data on based on their

anticipated contribution to our Scope 3 emissions and the potential for

reductions that could be influenced by CSC.

Partial

GREENHOUSE GAS (GHG) EMISSIONS

INTENSITY

G4-EN18 Internal

Sites (offices and datcentres) over which we have operational control and are larger

than 2000sq m2 in size are within the scope of reporting.

External

Boundary includes scope 3 reporting (business travel by air and rail)

Fully

ELECTRONIC WASTE Electronic

waste

Internal

CSC invests to ensure the responsible and safe disposal or re-use of thousands of

our own and our customers’ personal electronic equipment. Internally CSC tries to

extend the lifespan of the equipment.

External

CSC handles internal but also external equipments (from customers),

partners with third party vendors to collect the material and tracks the

amount recycled.

Fully

Emissions

E Waste

Energy

Category: Economic  

Economic performance

Aspects boundaries

Category: Environment

14

Significant Aspects Indicator Number Completeness

Within the organization Outside the organization

TOTAL NUMBER AND RATES OF NEW

EMPLOYEE HIRES AND EMPLOYEE

TURNOVER BY AGE GROUP, GENDER

AND REGION

G4-LA1 Internal

CSC’s employees are key to enable us to innovate, differentiate and succeed. Our

mission and strategy is to attract and retain diverse and results oriented employees

who provide exceptional value to our workplace and customers.

External

CSC’s employees are key to enable us to innovate, differentiate and succeed.

Our mission and strategy is to attract and retain diverse and results oriented

employees who provide exceptional value to our workplace and customers.

Fully

PERCENTAGE OF TOTAL WORKFORCE

REPRESENTED IN FORMAL JOINT

MANAGEMENT–WORKER

HEALTH AND SAFETY COMMITTEES THAT

HELP MONITOR AND ADVISE ON

OCCUPATIONAL HEALTH

AND SAFETY PROGRAMS

G4-LA5 Internal

The objective of the CSC’s global health & safety Program is to provide governance,

oversight and direction for managing H&S risks posed by our organisations

activities. CSC focuses on a holistic approach, with our goal to ensure a standard of

excellence across our operations.

External

Partial reporting for G4-LA5

- CSC's H&S management system extends externally to client sites and

related aspects with a Client Site Safety Program established to ensure that

CSC meets its legal and moral obligations toward both its own employees

and the client.

- We utilize internal as well as contractor staff to deliver solutions to our

clients. CSC's processes ensure that only selected contractors who meet

CSC's expectations in terms of H&S are permitted to provide services to our

clients. This includes the involvement of the global supply chain and the use

of sustainable procurement processes in addition to ensuring compliance to

applicable country-specific legal requirements. CSC, through our Global

HS&E Management System and related policies, attempts to influence and

assist our clients in driving strategies toward sustainable environmental

practices and H&S programs.

Partial

PERCENTAGE OF EMPLOYEES RECEIVING

REGULAR PERFORMANCE AND CAREER

DEVELOPMENT REVIEWS, BY GENDER

AND BY EMPLOYEE CATEGORY

G4-LA11 Internal Fully

COMPOSITION OF GOVERNANCE

BODIES AND BREAKDOWN OF

EMPLOYEES PER EMPLOYEE CATEGORY

ACCORDING TO GENDER, AGE GROUP,

MINORITY GROUP MEMBERSHIP, AND

OTHER INDICATORS OF DIVERSITY

G4-LA12 Internal : CSC is committed to a diverse and inclusive corporate culture to create a

dynamic workplace. Awareness and engagement benefits everyone--our clients,

our current and prospective employees, and the broader business community.

External : Diversity is at the core of our ability to serve our clients and

shareholders, and it strengthens CSC's reputation as the employer of choice

in the IT industry and beyond.

Partial

PERCENTAGE OF NEW SUPPLIERS THAT

WERE SCREENED USING LABOR

PRACTICES CRITERIA

G4-LA14 Internal External Partial

Aspects boundaries

Labor Practices and decent work

Training and education

Diversity and Equal Opportunity

Supplier Assessment for Labor Practices

Category: Social

Employment

Occupational Health and Safety

15

TOTAL NUMBER OF INCIDENTS OF

DISCRIMINATION AND CORRECTIVE

ACTIONS TAKEN

G4-HR3 Internal External Confidential

PERCENTAGE OF NEW SUPPLIERS THAT

WERE SCREENED USING HUMAN RIGHTS

CRITERIA

G4-HR10 Internal External Partial

COMMUNICATION AND TRAINING ON

ANTI-CORRUPTION POLICIES AND

PROCEDURES

G4-SO4 Internal External Fully reported

TOTAL NUMBER OF LEGAL ACTIONS FOR

ANTI-COMPETITIVE BEHAVIOR, ANTI-

TRUST, AND MONOPOLY PRACTICES

AND THEIR OUTCOMES

G4-SO7 Internal External Not communicated

MONETARY VALUE OF SIGNIFICANT

FINES AND TOTAL NUMBER OF NON-

MONETARY SANCTIONS FOR NON-

COMPLIANCE WITH LAWS AND

REGULATIONS

G4-SO8 Internal External Not communicated

RESULTS OF SURVEYS MEASURING

CUSTOMER SATISFACTION

G4-PR5 Internal

Customer satisfaction is used internally as a key driver to assess, align and innovate

for our clients.

External

The way CSC utilizes customer satisfaction directly impacts our customers by

the decisions and actions taken on behalf of customers.

Fully reported but not

communicated for

confidentiality reasons

TOTAL NUMBER OF SUBSTANTIATED

COMPLAINTS REGARDING BREACHES OF

CUSTOMER PRIVACY

AND LOSSES OF CUSTOMER DATA / Data

Security

G4-PR8

SASB TC0102-

09

Internal External Not communicated

NON GRI : BUSINESS CONTINUITY/

TECHNOLOGY DISRUPTION

SASB TC0102-

14 and TC0102-

15

Internal

Business Continuity/ technology disruption is important internally, as it is a key

component and data set that helps management make investment and risk

decisions.

External

Externally, it is important to our stakeholders to understand CSC's ability to

respond and recover from Business Continuity/ technology disruption,

especially for our business clients or partners.

Confidential

NON GRI : INTELLECTUAL PROPERTY SASB TC0102-

16 and TC0102-

17

Internal

All CSC intellectual property ("IP") is material within the organization in all regions

of the world and for all CSC entities. CSC’s IP constitutes critical business assets of

the Company. CSC encourages and recognizes the creation of new IP in support of

the Company’s business objectives.

External

All CSC intellectual property ("IP") is material outside the organization in all

regions of the world and for all CSC entities. CSC’s relationships with its

customers, partners, suppliers, and other third parties, including all levels of

government, are vitally important. In addition to safeguarding CSC IP, CSC

personnel must protect third-party IP with which CSC is entrusted.

Partially communicated

Compliance

Product Responsibility

Product and Service Labeling

Customer Privacy

Supplier Human Rights Assessment

Society

Anti-corruption

Anti-Competitive Behavior

Non discrimination

Human rights

16

G4-22: a. Report the effect of any restatements of information provided in previous reports and the reasons for such restatements. During the fiscal year, CSC successfully separated the company into two publicly traded pure-play leaders: CSC and CSRA (created by combining CSC’s former North American Public Sector business with SRA International). The financial and revenue numbers have been restated in our 10K post CSRA separation, for more details please refer to Note 24 p.130 of CSC Annual 10 K report: http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf With the separation of CSC from CSRA, we also have restated our reported energy consumption and GHG emission figures for all years from 2012 (the baseline year against which our targets are measured) to the present. The restated data replaces all previously reported data. However, we have retained our absolute energy and GHG reduction targets of 20 percent and 18 percent respectively, measured against a baseline of the calendar year 2012 data. As well as removing consumption and emissions associated with CSRA buildings and travel (by rail and air), we reviewed our data collection scope and methods, and updated our global site list for environmental reporting. G4-23: a. Report significant changes from previous reporting periods in the Scope and Aspect Boundaries. This is our third year reporting to GRI G4. All of our environmental reporting is now by fiscal year, rather than calendar year, unless otherwise stated, to align to our annual reporting period.

I.4. Stakeholder Engagement

G4-24: Provide a list of stakeholder groups engaged by the organization CSC executives and key subject matter experts regularly meet with stakeholders, including shareholders, clients and partners, employees, analysts, regulators, NGOs and others, to engage in open dialogue and assimilate feedback into strategic planning, business decisions and reporting frameworks. A key part of our CR commitment is listening closely to each group, to engage with and understand the issues that are important to them so that we can build the strongest possible relationships over the long term.

Examples include:

Investors and Industry Analysts

CSC’s annual Investor Day. Executive presentations and dialogue with institutional investors and industry analysts to build upon quarterly earnings calls, investor perception surveys and regular analyst briefings.

Clients & Partners Through ongoing dialogue and face to face meetings, joint industry memberships and CSC led conferences such as CSC’s annual TechCom, sharing insights and expertise, analyzing business challenges and next IT innovations; customer feedback meetings and surveys.

Employees Global employee survey, town hall meetings, CEO briefings, employee forums, union and works council meetings, communications through e-mail and CSC internal collaboration network called C3

Suppliers Regular meetings and reviews, sharing best practice in responsible supply chain management.

Community Groups & NGO's

Including our charities, not for profits, social enterprises. Supporting our CSC Foundation program aims and objectives, philanthropic donations, community engagement programs, pro-bono skills giving, diversity initiatives and veteran hiring and support programs.

Government and other Industry-related Bodies

Regular dialogue, face to face meetings, leadership groups, round table discussions on issues of societal and environmental impact.

G4-25: Report the basis for identification and selection of stakeholders with whom to engage. CSC has undertaken a process to identify its key stakeholders to include those who are invested in the organization as well as those who have other relationships to CSC. The reasonable expectations and interest of stakeholders have been taken into account when reporting against our significant economic, environmental and social impacts. Stakeholders likely to use the report include shareholders/investors, CSC clients and business partners, CSC employees, suppliers, media, governments and regulators, academic communities, socially responsible investment analysts, CSR professionals and NGOs.

G4-26: Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

17

CSC recognizes that engaging with external and internal stakeholders is an essential part of responsible business practice, helping us to define our sustainability strategy, share our progress and improve our reporting. We do this in a variety of ways, including annual customer and employee surveys, collaboration websites, committee memberships, participation in special interest groups and face-to-face dialogue. Regularly, we engage with a number of our key stakeholders through a series of in-depth interviews to review and inform our decision making around our issues matrix and also regularly engage in a wider discussion to understand the key sustainability issues faced by our clients and partners going forward. Their valuable insights continuously help us to clarify the content of our reporting and the goals and metrics we are reporting against. Finally, the launch of the United Nations' 17 Sustainable Development Goals (SDGs) in September 2015 is a significant incentive for businesses to support a global cooperation on developing a more sustainable world for all. As a global company, we have identified 5 goals (3, 4, 5, 12, 13) which are closely aligned with our business and internal or community programs. In various countries where CSC operates however, CSC contributes to additional goals that are not currently reported. We will continue to develop our actions to further align our business with other SDGs. G4-27: Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns. Stakeholder engagement is a key part of CSC’s sustainability program. Our business operations affect many groups and organizations across the globe. In turn, these “stakeholders” have a fundamental impact on CSC’s sustainability performance. Our reporting prioritization is the result of a detailed stakeholder process, as well as previous engagement with stakeholders, including clients, analysts, employees, senior leadership team, suppliers, partners, community, investors/shareholders, government and others. We prioritize these topics for reporting based on potential impact to our business and importance to our stakeholders. Through our customers and partners’ interviews, we have been assured by the fact that we correctly placed our significant aspects on our matrix. Most of our customers have ranked legal compliance, customer satisfaction and economic performance on the top three relevant subjects for CSC (our fundamentals). Our customers have also raised topics that are more clearly expected from an IT company such as CSC, such as business continuity, data security, management of our electronic-waste and circular economy, data center management and intellectual property. Our clients expect us to go beyond the thresholds on these aspects, in order to differentiate from the competition. Based on the outcome of our Significance Assessment, we will continue to focus our sustainability reporting on the areas of opportunity that have been identified by our stakeholders.

I.5. Report Profile

G4-28: Reporting period (such as fiscal or calendar year) for information provided. The reporting period used by CSC for the information provided is fiscal year for all data. G4-29: Date of most recent previous report (if any). CSC’s first GRI report was issued in October 2014. This is our third GRI reporting year. G4-30: Reporting cycle (such as annual, biennial). Annual. G4-31: Provide the contact point for questions regarding the report or its contents. Please contact us at: cr@csc.com G4-32: a. Report the ‘in accordance’ option the organization has chosen. b. Report the GRI Content Index for the chosen option (see tables below). c. Report the reference to the External Assurance Report, if the report has been externally assured. a. Core option chosen b. See GRI Content Index on our Web site: http://www.csc.com/cr/ds/113289-gri_g4_report_and_index c. No External Assurance

18

G4-33: a. Report the organization’s policy and current practice with regard to seeking external assurance for the report. b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided. c. Report the relationship between the organization and the assurance providers. d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization’s sustainability report. a. No current external assurance exists for the CR report as of today. We will continue to review our position on external verification going forward. b. Current scope: OHSAS, ISO 9000, 14000 and 50000. Since 2015, we also commissioned Lloyd’s Register Quality Assurance, Inc. (LRQA) to assure our Greenhouse Gas (GHG) Emissions Inventory. The Inventory relates to direct GHG emissions (Scope 1), energy indirect GHG emissions (Scope 2) and other indirect GHG emissions (Scope 3) from company-wide business air and rail travels. The Inventory only includes GHG emissions of Carbon Dioxide (CO2), Methane(CH4) and Nitrous Oxide (N2O), plus emissions of nitrous oxides and water vapor captured in Radiative Forcing associated with air travel. Please see our certification page: http://www.csc.com/cr/ds/82786/103737-csc_certifications CSC does not employ an external agency or organization to audit its GRI or annual Corporate Responsibility report. CSC holds a number of externally-verified standards and awards for environmental and carbon emission management, business continuity, information security, data center management, quality management and health & safety management. Furthermore, we believe our involvement with initiatives such as annual submission to the Carbon Disclosure Project, sustainability rankings such as FTSE4Good and Dow Jones Sustainability Index, as well as stakeholder feedback, add value and credibility to our CR program and reporting.

I.6. Governance

G4-34: Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts. http://www.csc.com/investor_relations/ds/32534-management_and_board_of_directors Corporate Responsibility Governance: http://www.csc.com/cr/ds/31889-our_csc_cr_framework

I.7. Ethics and integrity

G4-56: Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics. CSC promotes a culture of performance with integrity. CSC's Code of Business Conduct applies to all directors, officers and employees of CSC. It sets forth our policies and expectations on a number of topics including conflicts of interest, human rights, confidentiality, insider trading, protection of CSC and customer property, and providing a proper and professional work environment. We maintain a worldwide toll-free and Internet-based helpline, the CSC OpenLine that employees can use to communicate any ethics-related concerns. All staff are required to complete annual mandatory code of business conduct training, which incorporates anti-corruption training. CSC seeks to pursue and conduct all of its business everywhere in strict accordance with the highest standards of ethics and laws of the United States and other nations, and their states and localities. CSC’s standing as an ethical company is a critical asset that all directors, officers, managers and employees are to protect at all times. Officers, executives, managers and supervisors of the company strive as ethical leaders to create and maintain a culture of integrity and compliance in all business activities, in all places and at all times. The Ethics & Compliance Office (ECO), under the authority of the Chief Ethics and Compliance Officer, is chartered by the Board of Directors to carry out the following responsibilities: • Ethical Culture – Promote an organizational culture that encourages ethical conduct and a commitment to compliance with CSC’s Code of Business Conduct, with internal company policies and with the law. • Prevention, Detection, Investigation – Exercise due diligence to prevent and detect criminal and unethical conduct; coordinate investigations of known or suspected criminal and unethical conduct. • Code of Business Conduct – Create, maintain, distribute and enforce CSC’s Code of Business Conduct, which shall apply equally to all directors, officers/executives, managers, employees and representatives of CSC and its subsidiaries around the world. • Business Conduct Policies – Create, maintain, distribute and enforce business conduct and other applicable management policy statements, standards, guidelines and related procedures.

19

• Communications and Training – Publicize and make available to all directors, officers/ executives, managers, employees and representatives of CSC and its subsidiaries awareness and training programs focusing on the Code, on the business conduct policies and on other relevant policies. • Compliance Risk Assessment and Effectiveness – Monitor, audit, assess risk and otherwise evaluate global Program effectiveness. Provide risk assessment, policy, training, effectiveness and other support to ensure the appropriate capability and maturity of CSC’s several compliance functions. • OpenLine Administration – Operate and publicize globally CSC’s OpenLine, which shall be made available for all directors, officers/executives, managers, employees and representatives of CSC around the world to report known or suspected violations of the Code, internal policy and the law and/or to seek ethical advice and guidance. • Management and Board Reporting – Report to management and the Board on the activities and effectiveness of the Ethics and Compliance Program. CSC’s management periodically convenes an Ethics Committee to review ethics and compliance program activities, to monitor the operation and activity of CSC’s OpenLine, to direct and/or monitor ethics and compliance audits and investigations and to be knowledgeable about ECO operations. All CSC employees are expected to observe and preserve CSC’s CLEAR (Client focused, Leadership, Execution Excellence, Aspiration, Results) Values, make decisions and choices that are consistent with these values and comply with applicable internal policies and the law in all places where CSC does or seeks to do business. Link to CSC’s Code of Business Conduct http://assets1.csc.com/governance/downloads/EthicsStandards.pdf Link to the CSC OpenLine http://www.cscopenline.ethicspoint.com

20

Specific standard disclosure (SSD) II.1. Economic

II.1.1. Economic performance

ECONOMIC PERFORMANCE DMA Please see pages 1 to 6 of our 2016 financial annual report: http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf G4-EC1 - DIRECT ECONOMIC VALUE GENERATED AND DISTRIBUTED Total costs and expenses: FY2016 were $ 7,096 billion USD (FY2015 were $ 8,788 and FY14 were $ 8,205) Source: http://assets1.csc.com/investor_relations/downloads/Annual_Report_2016_FINAL.pdf CONSOLIDATED STATEMENTS OF OPERATIONS p.55 Fiscal 2012 through fiscal 2015 have been adjusted to present discontinued operations for the divestiture of the Company's NPS segment in the third quarter of fiscal 2016 (see Note 4 of the Notes to the Consolidated Financial Statements in our Annual Report). CSC does not report globally on: - Employee wages and benefits - Payments to providers of capital - Payments to government (by country) - Economic value retained

II.2. Environment

ENVIRONMENT DMA for ENERGY AND EMISSIONS a. As a leading IT services company, CSC’s most important environmental impacts relate to energy consumption, and the associated carbon emissions, and electronic waste. Inspired by the United Nations Sustainable Development Goals (SDG) and other international frameworks, CSC is committed to responsible consumption and production as well as taking action to reduce our climate change impacts (SDGs 12 and 13). We also recognize our opportunity to help our clients increase efficiency and reduce their carbon impacts, with next-generation solutions such as cloud computing, desktop virtualization, data center management, etc. Increasingly, potential clients are interested in our environmental credentials, and issue questionnaires asking us to report on specific aspects of our performance. In addition, mitigating against rises in utility prices, carbon taxation and energy security of supply concerns strengthens the business case for environmental management. b. CSC has a global environmental strategy addressing these areas. Our latest 3-year environmental plan (FY16-18) sets out targets, responsibilities, resources, progress and actions for the period. The scope of our targets is our global operations:

• 18% absolute GHG Emissions reduction (tCO2e) by financial year 2018 (baseline calendar year 2012) • 20% absolute energy reduction (MWh) by financial year 2018 (baseline calendar year 2012) • Zero e-waste to landfill (%) • ISO 50001 certification to be achieved and retained for global strategic datacenters (%) • ISO 14001 certification to be achieved and retained for global strategic offices and client services • Achieve and retain EU Code of Conduct for Data Centers • Continuously improve our performance in sustainability rankings and indices

c. We review progress annually, with the CR Steering Committee of senior executives meeting three times a year to define strategic direction and set policy for our environmental management program. Following a review of key performance data, our approach can be modified to better meet our targets. For example, in 2016 we have determined that a new building efficiency strategy targeting key areas of energy consumption will increase the rate of energy consumption reduction. Senior Regional Executives drive global environmental priorities in their areas. Regional environmental specialists and coordinators support the global corporate responsibility team in the day-to-day delivery of the strategy. Please note that all environmental data is Financial Year data (April 2015 to March 2016).

21

II.2.1. Energy

ENERGY ASPECT - SPECIFIC DMA CSC recognizes the contribution energy consumption from non-renewable sources makes to Climate Change. We align our approach to the latest standards, and are inspired by the recently renewed Sustainable Development Goals of which Goal 12 (“Ensure sustainable consumption and production patterns”) and Goal 13 (“Take urgent action to combat climate change and its impacts”) are particularly relevant. We have set a 20% reduction target for our energy consumption by FY 2018, against the calendar year 2012 baseline. We achieved a 14.6% reduction by FY16. Energy Aspect ­ specific Guidance for G4­DMA­b. Describe whether the organization is subject to any country, regional, or industry regulations and policies for energy. Provide examples of such regulations and policies. CSC is subject to various federal, state, local and foreign government requirements relating to the protection of the environment. New legislation or regulations may result in increased costs directly relating to our compliance. Various countries and regions down to the city level are increasing taxes and mandating regulations around fuel and energy. This aspect is particularly relevant to CSC as energy costs contribute a large proportion of data center operational costs, and many client deliverable services, in turn, are based on data center operations. As an example the Energy Efficiency Directive (2012/27.EU) establishes a set of binding measures to help the EU reach its 20% energy efficiency target by 2020. Under the Directive, all EU countries are required to use energy more efficiently at all stages of the energy chain from its production to its final consumption. EU Member States were required to transpose the Directive’s provisions into their national laws by 5th June 2014. Article 8 stipulates how large companies will make audits of their energy consumption to help them identify ways to reduce it. CSC has operations in over 20 countries across the EU, of which ten need to comply with the regulations. G4-EN3 - ENERGY CONSUMPTION WITHIN THE ORGANIZATION a. Report total fuel consumption from non-renewable sources in joules or multiples, including fuel types used Natural Gas = 16,441 MWh Oil = 19,987MWh Electricity = 313,874 MWh Steam= 3MWh b. Report total fuel consumption from renewable fuel sources in joules or multiples, including fuel types used = 87,581MWh (Renewable energy for 99% of UK electricity usage) c. Report in joules, watt-hours or multiples, the total: - Electricity consumption (above) - Heating consumption (above) - Cooling consumption (above) - Steam consumption (above) d. Report in joules, watt-hours or multiples, the total: - Electricity sold (NA) - Heating sold (NA) - Cooling sold (NA) - Steam sold (NA) e. Report total energy consumption in joules or multiples = 437,886 Megawatt-hours (MWh) f. Report standards, methodologies, and assumptions used We align our methodology to ISO 14064-1 and the Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition). Sites over which we have operational control and are larger than 2000sq m2 in size are within the scope of reporting. Data is based on meter readings, actual bills and supply logs wherever possible. If these are not available, estimation may be used, based on the most recent actual figures. If no actual energy consumption information is available for a site, an estimate is made based on its size.

22

g. Report the source of the conversion factors used Natural Gas conversion factor (cubic feet to kWh): Multiply by 0.30 [Source – EPA website: here]. Distillate fuel oil no.2 (Diesel, stationary source) conversion factor (liters to kWh), multiply by 10.68 [Source – EPA Website: here]. G4-EN5 – ENERGY INTENSITY a. Report the energy intensity ratio. We report two such metrics: Energy Intensity per FTE –7.42 MWh/FTE Energy Intensity per Revenue – 62MWh/$m. b. Report the organization-specific metric (the ratio denominator) chosen to calculate the ratio. Energy Intensity per FTE – 59,000 Energy Intensity per Revenue –$7106m. c. Report the types of energy included in the intensity ratio: fuel, electricity, heating, cooling, steam, or all. All d. Report whether the ratio uses energy consumed within the organization, outside of it or both. Within

II.2.2. DATA CENTER MANAGEMENT – CSC SPECIFIC ENERGY ASPECT

DATA CENTER MANAGEMENT DMA Data centers represent the biggest sources of energy consumption for CSC and hence are an extremely important point of focus for CSC globally. This year we achieved meaningful reductions in energy consumption at CSC data centers as a percentage of our annual global energy spend. Efficiency measures included isolating hot from cold air, reducing fan and pump power requirements, applying minimum humidity controls in accordance with ASHRAE guidelines and managing temperature using outside air where possible. Our top five largest energy consuming data centers have reduced power usage effectiveness by an average of 5.1% compared to the baseline. Data centers currently undergoing optimization have shown similar progress and are projected to yield the same reductions. Major projects have been employed at some locations to overhaul the uninterrupted power supply systems and cooling systems, which have led to a step change in the energy performance by an average of 11%. To track and accelerate our progress in increasing energy efficiency, we periodically measured each site against itself and targeted achievable reductions based on our experience with our most advanced locations. Overall, this program provided for greater sustainability across our data center portfolio while generating tangible cost savings. DATA CENTER MANAGEMENT INDICATORS :

a. Percentage of Electricity as percentage of total energy = 97% b. Renewable Energy as percentage of total energy = 27% c. Results: CSC has achieved ISO50001 Energy Management Standard for 50% of our strategic datacenters and has

been recognized as qualifying participants under the European Code of Conduct on Data Centre Energy Efficiency Program for our Kent (UK) datacenter and Denmark datacenters. CSC is working towards 69% of our datacenters having ISO15001 by FY2017, and 100% by FY18.

II.2.3. Emissions

CSC aligns its emissions reduction approach with international guidance and objectives, such as Goal 13 of the Sustainable Development Goals – ‘Take urgent action to combat climate change and its impacts’. We have set an 18% reduction target for our emissions (scope 1, 2, and business travel by air and rail) by FY 2018, against the calendar year 2012 baseline. We achieved a 14.3% reduction by FY16. Although REGO-backed green tariff energy makes up 99% of our UK electricity consumption, we currently report our emissions (and related reductions) as gross figures. We align our reporting to the requirements of international reporting standards such as the Greenhouse Gas Protocol. Our

greenhouse gas data collection and reporting approach is externally assured in accordance with ISO 14064–3:2006 by

Lloyd’s Register Quality Assurance.

23

Emissions aspect ­ specific Guidance for G4­DMA­b. Explain whether the organization is subject to any country, regional, or industry regulations and policies for emissions. Provide examples of such regulations and policies. In addition to using the DMA Guidance for reporting on targets, when reporting on GHG emissions targets, identify whether offsets are used to meet the target. Specify the type, amount, criteria or scheme of which they are part. Regulations: Pending rules from the United States Environmental Protection Agency under the Clean Air Act section 111(d), the Clean Power Plan will have the potential to limit the amount of carbon emissions that individual state can emit. These rules, in aggregate, intend to reduce total power plant emissions by 32% against a 2005 baseline by 2030. If enacted, these rules will give States flexibility to meet the federal targets, but have the potential to undermine the power grids’ reliability. Negotiating multi-year bulk power purchases and leveraging commercial business scale ensures price stability for CSC and helps utilities match power supply to grid demand, increasing overall system efficiency. In the UK, the Climate Change Levy (CCL) taxes energy use and this is imposed on CSC's gas bills. CSC is exempt from CCL on electricity because we purchase OFGEM certified renewable energy. In addition, the Carbon Reduction Commitment legislation imposes a tax cost based on total operational emissions from energy and fuel consumption, although this tax is being abolished after the 2018-19 compliance year. The EU Energy Efficiency Directive Article 8 requires the energy management and auditing of facilities for organizations that meet certain size criteria. CSC has extensive operations across Europe; ten countries were required to achieve compliance with the regulations by 5th December 2015. The collection of energy data and auditing of certain buildings will help to better identify efficiencies that can be rolled out to the wider portfolio. In Malaysia, the Efficient Management of Electrical Energy Regs. 2008 requires large facilities to be audited every six months to document the progress being made in implementing energy efficiency measures. G4-EN15 - DIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 1) a. Report gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent, independent of any GHG trades, such as purchases, sales, or transfers of offsets or allowances.

Scope 1 Emissions = 8,043 tCO2e

b. Report gases included in the calculation (whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all). CO2, CH4, N2O

c. Report biogenic CO2 emissions in metric tons of CO2 equivalent separately from the gross direct (Scope 1) GHG emissions.

NA d. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions. Our base year is calendar year 2012, selected because our first set of 3-year reduction targets were set in 2013. Emissions in the base year: 13,735 tCO2e In 2015, a significant part of the previous CSC business separated to form what is now CSRA Inc. Accordingly, emissions associated with “CSRA” buildings have been removed from the base year emissions to provide a better like-for-like comparison of our performance against our targets. We also reviewed our data collection scope and methods, and updated our global site list for environmental reporting. We updated our travel data methodology to reflect best-practice reporting guidance. These changes are also reflected in the base year recalculation. e. Report standards, methodologies, and assumptions used. We align our reporting to the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. Our GHG inventory is assured to ISO14064 by LRQA. Sites over which we have operational control and are larger than 2000sq m2 in size are within the scope of reporting. Data is based on meter readings, actual bills and supply logs wherever possible. If these are not available, estimation may be used, based on the most recent actual figures. If no actual energy consumption information is available for a site, an estimate is made based on its size. f. Report the source of the emission factors used and the global warming potential (GWP) rates used or a reference to the GWP source IPCC (Intergovernmental Panel on Climate Change) Fourth Assessment Report (AR4 - 100 year)

24

g. Report the chosen consolidation approach for emissions (equity share, financial control, operational control). Operational control G4-EN16 - ENERGY INDIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 2) a. Report gross energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent, independent of any GHG trades, such as purchases, sales, or transfers of offsets or allowances.

Scope 2 Emissions = 202,303 tCO2e b. Report gases included in the calculation, if available.

CO2, CH4, N2O c. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions. Our base year is calendar year 2012, selected because our first set of 3-year reduction targets were set in 2013. Emissions in the base year: 226,641 tCO2e In 2015, a significant part of the previous CSC business separated to form what is now CSRA Inc. Accordingly, emissions associated with “CSRA” buildings have been removed from the base year emissions to provide a better like-for-like comparison of our performance against our targets. We also reviewed our data collection scope and methods, and updated our global site list for environmental reporting. We updated our travel data methodology to reflect best-practice reporting guidance. These changes are also reflected in the base year recalculation. d. Report standards, methodologies, and assumptions used. We align our reporting to the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard. Our GHG inventory is assured to ISO14064 by LRQA. Sites over which we have operational control and are larger than 2000sq m2 in size are within the scope of reporting. Data is based on meter readings, actual bills and supply logs wherever possible. If these are not available, estimation may be used, based on the most recent actual figures. If no actual energy consumption information is available for a site, an estimate is made based on its size. International Energy Agency conversion factors are used to calculate CO2 emissions from kWh data for non-US and non-UK sites (the US uses eGRID, UK uses Defra conversion factors). e. Report the source of the emission factors used and the global warming potential (GWP) rates used or a reference to the GWP source, if available. IPCC Fourth Assessment Report (AR4 - 100 year) f. Report the chosen consolidation approach for emissions (equity share, financial control, operational control). Operational control G4-EN17 - OTHER INDIRECT GREENHOUSE GAS (GHG) EMISSIONS (SCOPE 3) a. Report gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent, excluding indirect emissions from the generation of purchased or acquired electricity, heating, cooling, and steam consumed by the organization (these indirect emissions are reported in Indicator G4-EN16). Exclude any GHG trades, such as purchases, sales, or transfers of offsets or allowances. Upstream: Business travel (air and rail): 48,470 tCO2e Fuel- and energy-related activities (Transport & Distribution losses [purchased electricity]): 17,317 tCO2e b. Report gases included in the calculation, if available. CO2, CH4, N2O c. Report biogenic CO2 emissions in metric tons of CO2 equivalent separately from the gross other indirect (Scope 3) GHG emissions. N/A d. Report other indirect (Scope 3) emissions categories and activities included in the calculation. Upstream:

25

Business travel (air and rail): 48,470 tCO2e Fuel- and energy-related activities (Transport & Distribution losses [purchased electricity]): 17,317 tCO2e We do not collect data for indirect emissions relating to other upstream or downstream activities. We assess which categories to gather data on based on their anticipated contribution to our Scope 3 emissions and the potential for reductions that could be influenced by CSC. N.B. As services company, indirect emissions relating to the transportation and distribution of goods, and the lifecycle of sold products, are less relevant for us. e. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions. Our base year is calendar year 2012, selected because our first set of 3-year reduction targets were set in 2013. N.B. Air and rail travel data was the only scope 3 data available at the time, so our targets relating to GHG reduction only included this part of scope 3. Emissions in the base year (air and rail travel only): 61,653 tCO2e In 2015, a significant part of the previous CSC business separated to form what is now CSRA Inc. Accordingly, emissions associated with “CSRA” buildings have been removed from the base year emissions to provide a better like-for-like comparison of our performance against our targets. We also reviewed our data collection scope and methods, and updated our global site list for environmental reporting. We updated our travel data methodology to reflect best-practice reporting guidance. These changes are also reflected in the base year recalculation. f. Report standards, methodologies, and assumptions used. Air data: The conversion applied is haul “International, to/from non-UK” and class “Average passenger”. 2015 Defra conversion factors have been applied to convert passenger km to CO2e Rail data: Uses the “National rail” conversion factor for 2015 to convert passenger km to CO2e. The average km of the rail journeys indicates that assuming a “National rail” distance is valid. g. Report the source of the emission factors used and the global warming potential (GWP) rates used or a reference to the GWP source, if available. 2015 Defra conversion factors have been applied to travel data. 2015 Defra conversion factors have been applied to calculate transmission and distribution losses for UK data. eGRID factors have been applied to calculate transmission and distribution losses for US and other non-UK data. G4-EN18 - GREENHOUSE GAS (GHG) EMISSIONS INTENSITY a. Report the GHG emissions intensity ratio. GHG Emissions Intensity per FTE – 4.39 tCO2e/FTE GHG Emissions Intensity per Revenue – 36 tCO2e/$m. b. Report the organization-specific metric (the ratio denominator) chosen to calculate the ratio. GHG Emissions Intensity per FTE – 59,000 GHG Emissions Intensity per Revenue –$7106m. c. Report the types of GHG emissions included in the intensity ratio: direct (Scope 1), energy indirect (Scope 2), other indirect (Scope 3). All scope 1 and 2 emissions, and business travel (air and rail) for scope 3. d. Report gases included in the calculation. CO2, N2O, CH4

26

II.2.4. Electronic Waste (e-waste)

ELECTRONIC WASTE DMA CSC electronic waste is mostly comprised of desktops, laptops, printers, monitors and servers. Because of our IT services activities, this type of waste is our main waste concern and we endeavor to be responsible when IT equipment nears the end of its functional life. CSC recognizes the potentially harmful environment and health effects of sending e-waste to landfill. We are committed to sending zero e-waste to landfill in alignment with the UN Sustainable Development Goal 12 of responsible consumption and production. We test used items to determine if they can be re-used, either within the company or by other organizations. We are ethically responsible for data security and ensure that no sensitive information is passed on when re-selling IT hardware that contains hard drives. This is to ensure CSC and its clients are protected from data breaches. All products we re-sell have their hard drives erased to government approved standards; any identification of the previous user is removed and the device is fully inspected and tested before re-sale. We recycle items that are functionally obsolete or beyond repair to extract resources such as rare earth metals by certified downstream contractors. Recycling of such materials for use in new items reduces the environmental impact of IT equipment manufacture. From 2015, CSC has employed a single global contractor for e-waste management, facilitating company-wide reporting and monitoring against our “zero e-waste to landfill” target. TOTAL WEIGHT OF E-WASTE BY DISPOSAL METHOD - NON GRI Waste In FY16, CSC achieved its zero e-waste to landfill target; approximately 450 tons of potential e-waste were collected globally via our contractor, and reused or recycled. That equates to approximately 7.6 kg of e-waste per employee not going to landfill. In FY15, CSC recorded 492 tons of e-waste, which was only US and UK data. In FY16, 47% of equipment was suitable for reuse, while 53% was beyond repair and recycled.

27

II.3. Social

II.3.1. Employment

EMPLOYMENT DMA CSC recognizes that economic and global pressures have presented some unique challenges to our clients around the globe and we constantly look for ways to increase the cost effectiveness of our business solution delivery. Like many companies that has involved some belt tightening on our part, but has also created a unique environment for us to adapt our approach and methods to seize this opportunity to focus more on innovation and modernizing our clients’ IT environments to leverage cutting edge solutions to gain competitive advantages in a tighter market. Attracting and retaining top talent is critical to our success in this rarefied space and we have launched multiple initiatives designed to further improve our value proposition to our employees. Some examples of key focus areas are:

- Recognition programs for top talent such as the newly launched Distinguished Architect award, which recognizes those individuals who truly understand CSCs vision and desire to bring innovative solutions to our clients, and can translate that vision into solutions that tackle real business issues and provide competitive advantages to our customers.

- Future leadership talent is identified through the succession planning process, where we focus on Rising Stars and

Emerging Talent. Rising Stars are individuals at the middle manager level who have the potential to become future successors for senior leader positions in the organization. Emerging Talent are individuals at more junior levels in the organization with the potential to take on positions of increasing responsibility at higher levels in the organization. Development progress is tracked and reviewed as part of the management system.

- The development of sales talent and leadership is a focus of our Sales Excellence initiative. We are creating tools for sales leaders to assess the skills and capabilities of themselves and their teams, and then use this information to drive development activities to improve our sales proficiency. We are also hiring next generation sales workforce leveraging the upskilling and reskilling tools made available to our employees.

- As part of our workforce management strategy we hire approximately 3% of our workforce annually as college and

university graduates from around the globe. These graduates undergo an intensive 2-year development program to ensure they meet the requirements of the business as well as the employee’s career and developmental aspirations.

- Partnerships with industry segment leaders such as our recent alliance with Amazon Web Services, which allows CSC to

send resources directly to Amazon to be trained on AMS. Already over 100 talented technicians have gone through the program with many more scheduled. CSC has achieved 442 VMWare (VCP) certifications as of end of FY15, more than other larger organizations we compete with. We also had many employees attending VMWare VCDX classes to attain certification (considered the "doctorate degree" in VMWare). We send our global staff to various training offerings based on customer requirements. For example, this year we invested in Citrix NetScaler and XenDesktop training, EMConline and instructor-led training, Microsoft e online learning and Oracle boot camps throughout the year for our employees. Our partnerships allow additional training from SAP, Computer Associates, Cisco, Hitachi Data Systems, Salesforce and VCE.

- Creation of a centralized integrated workforce management solution. CSC’s focus on integration of talent management

tools and a commitment to leading edge workforce management solutions, deployed and integrated globally, allows us to have deeper visibility into the current shape of our workforce and align it with the future demands of our business. Demand triggers from long term strategies, operational goals, and tactical demand are analyzed along with attrition, mobility, rotation, and location strategies to understand gaps in the workforce and develop sourcing solutions to close those gaps. Increasing focus on strategic demand provides the foundation to up-skill, reskill, and cross skill current CSC employees providing increased opportunities for professional growth and development.

28

G4-LA1 - TOTAL NUMBER AND RATES OF NEW EMPLOYEE HIRES AND EMPLOYEE TURNOVER BY AGE GROUP, GENDER AND REGION

a. Total number and rate of new employee hires for FY2016, by age group, gender and region

Regions GenderUnder 30

Yrs Old%

31 - 50 Yrs

Old%

Over 50

Yrs Old%

Not

Identified% Total %

Male 14 70,00% 6 30,00% 0 0,00% 0 0,00% 20 100%

Female 4 66,67% 2 33,33% 0 0,00% 0 0,00% 6 100%

Not Identified 1 100,00% 0 0,00% 0 0,00% 0 0,00% 1 100%

Total 19 70,37% 8 29,63% 0 0,00% 0 0,00% 27 100%

Male 260 23,38% 547 49,19% 305 27,43% 0 0,00% 1 112 100%

Female 175 24,17% 360 49,72% 189 26,10% 0 0,00% 724 100%

Not Identified 0 0,00% 0 0,00% 0 0,00% 2 100,00% 2 100%

Total 435 23,67% 907 49,35% 494 26,88% 2 0,11% 1 838 100%

Male 450 57,11% 318 40,36% 20 2,54% 0 0,00% 788 100%

Female 162 61,36% 98 37,12% 4 1,52% 0 0,00% 264 100%

Total 612 58,17% 416 39,54% 24 2,28% 0 0,00% 1 052 100%

Male 196 11,27% 1 205 69,29% 338 19,44% 0 0,00% 1 739 100%

Female 109 17,67% 399 64,67% 109 17,67% 0 0,00% 617 100%

Not Identified 0 0,00% 1 50,00% 1 50,00% 0 0,00% 2 100%

Total 305 12,93% 1 605 68,07% 448 19,00% 0 0,00% 2 358 100%

Male 143 48,15% 125 42,09% 29 9,76% 0 0,00% 297 100%

Female 153 66,23% 64 27,71% 14 6,06% 0 0,00% 231 100%

Total 296 56,06% 189 35,80% 43 8,14% 0 0,00% 528 100%

Male 2 595 71,72% 1 018 28,14% 5 0,14% 0 0,00% 3 618 100%

Female 1 387 89,89% 154 9,98% 2 0,13% 0 0,00% 1 543 100%

Total 3 982 77,16% 1 172 22,71% 7 0,14% 0 0,00% 5 161 100%

Male 121 49,79% 98 40,33% 23 9,47% 1 0,41% 243 100%

Female 61 58,10% 36 34,29% 8 7,62% 0 0,00% 105 100%

Total 182 52,30% 134 38,51% 31 8,91% 1 0,29% 348 100%

Male 281 66,90% 124 29,52% 15 3,57% 0 0,00% 420 100%

Female 151 69,27% 66 30,28% 1 0,46% 0 0,00% 218 100%

Not Identified 0 0,00% 0 0,00% 0 0,00% 1 100,00% 1 100%

Total 432 67,61% 190 29,73% 16 2,50% 1 0,16% 639 100%

Male 237 39,77% 268 44,97% 91 15,27% 0 0,00% 596 100%

Female 65 40,12% 75 46,30% 22 13,58% 0 0,00% 162 100%

Total 302 39,84% 343 45,25% 113 14,91% 0 0,00% 758 100%

Male 4 297 48,65% 3 709 41,99% 826 9,35% 1 0,01% 8 833 100%

Female 2 267 58,58% 1 254 32,40% 349 9,02% 0 0,00% 3 870 100%

Not Identified 1 16,67% 1 16,67% 1 16,67% 3 50,00% 6 100%

Total 6 565 51,66% 4 964 39,06% 1 176 9,25% 4 0,03% 12 709 100%

Nordics Region

South & West

Europe Region

UK & Ireland Region

Total

Not Identified

Americas Region

Australia Region

Asia, Mid-east,

Africa Region

Central & Eastern

Europe Region

India Region

29

b. Total number and rate of employee turnover for FY2016, by age group, gender and region CSC FY16 Terminations by Region by Gender

Regions Gender

Under 30

Years Old %

31 - 50

Years Old %

Over 50

Years Old %

Not

Identified %

Grand

Total %

Not Identified Male 2 100,00% 0,00% 0,00% 0,00% 2 100%

Total 2 100,00% 0,00% 0,00% 0,00% 2 100%

Americas Region Female 142 13,38% 476 44,86% 443 41,75% 0,00% 1061 100%

Male 269 12,42% 1069 49,38% 827 38,20% 0,00% 2165 100%

Unknown 10 23,26% 10 23,26% 1 2,33% 22 51,16% 43 100%

Americas Region Total 421 12,88% 1555 47,57% 1271 38,88% 22 0,67% 3269 100%

Asia, Mid-east, Africa Region Female 139 47,93% 130 44,83% 21 7,24% 0,00% 290 100%

Male 303 42,26% 377 52,58% 37 5,16% 0,00% 717 100%

Asia, Mid-east, Africa Region Total 442 43,89% 507 50,35% 58 5,76% 0,00% 1007 100%

Australia Region Female 44 17,05% 153 59,30% 61 23,64% 0,00% 258 100%

Male 79 10,52% 480 63,91% 192 25,57% 0,00% 751 100%

Unknown 0,00% 0,00% 2 100,00% 0,00% 2 100%

Australia Region Total 123 12,17% 633 62,61% 255 25,22% 0,00% 1011 100%

Central & Eastern Europe Region Female 93 41,52% 98 43,75% 33 14,73% 0,00% 224 100%

Male 121 30,10% 200 49,75% 81 20,15% 0,00% 402 100%

Central & Eastern Europe Region Total 214 34,19% 298 47,60% 114 18,21% 0,00% 626 100%

India Region Female 1038 72,13% 400 27,80% 1 0,07% 0,00% 1439 100%

Male 1938 49,83% 1938 49,83% 13 0,33% 0,00% 3889 100%

Male 1 20,00% 4 80,00% 0,00% 0,00% 5 100%

India Region Total 2977 55,82% 2342 43,92% 14 0,26% 0,00% 5333 100%

Nordics Region Female 22 14,47% 78 51,32% 52 34,21% 0,00% 152 100%

Male 40 10,96% 157 43,01% 168 46,03% 0,00% 365 100%

Nordics Region Total 62 11,99% 235 45,45% 220 42,55% 0,00% 517 100%

South & West Europe Region Female 127 46,01% 123 44,57% 26 9,42% 0,00% 276 100%

Male 248 42,32% 270 46,08% 68 11,60% 0,00% 586 100%

South & West Europe Region Total 375 43,50% 393 45,59% 94 10,90% 0,00% 862 100%

UK & Ireland Region 0,00% 0,00% 0,00% 10 100,00% 10 100%

Female 31 12,40% 148 59,20% 71 28,40% 0,00% 250 100%

Male 87 9,00% 500 51,71% 380 39,30% 0,00% 967 100%

UK & Ireland Region 118 9,62% 648 52,81% 451 36,76% 10 0,81% 1227 100%

Grand Total 4734 34,17% 6611 47,72% 2477 17,88% 32 0,23% 13854 100%

30

CSC FY16 (March 2016) Rolling Voluntary Attrition Rate

II.3.2. Occupational Health and Safety

G4-DMA H&S CSC maintains a corporate global Health & Safety Management System that includes: - An overarching Health & Safety Policy, and - A planned Health & Safety program which includes global health & safety objectives & targets and trained resources for implementing programs within the organization at key locations worldwide. CSC seeks to ensure the mitigation and control of health and safety (H&S) risks to employees, clients and our community as a key business principle. The objective of CSC’s global H&S Program is to provide governance, oversight and direction for

Regions GenderUnder 30 Yrs

Old

31 - 50 Yrs

Old

Over 50 Yrs

Old

Not

IdentifiedTotal

Male 85,71% 0,00% 0% 0% 27,27%

Female 0,00% 0,00% 0% 0% 0,00%

Not Identified 0,00% 0% 0% 0% 0,00%

Male 25,55% 16,44% 12,96% 0% 15,95%

Female 31,09% 17,04% 11,39% 0% 15,47%

Not Identified 16,28% 18,46% 42,86% 0% 38,75%

Male 25,71% 16,28% 6,97% 0% 19,03%

Female 29,12% 12,80% 14,49% 0% 18,65%

Not Identified 0,00% 0,00% 0,00% 0% 0%

Male 42,86% 29,90% 13,04% 0% 25,25%

Female 63,69% 25,61% 16,33% 0% 25,64%

Not Identified 0% 0,00% 63,16% 0% 40,00%

Male 30,54% 13,11% 7,08% 0% 13,37%

Female 32,65% 12,67% 8,48% 0% 15,90%

Not Identified 0% 0% 0% 0% 0%

Male 30,43% 21,14% 8,40% 0% 24,85%

Female 26,33% 19,01% 0,00% 0% 23,80%

Not Identified 0,00% 0,00% 0,00% 0% 0,00%

Male 19,86% 17,38% 13,27% 0% 15,84%

Female 20,22% 22,47% 10,89% 0% 17,39%

Not Identified 0,00% 0% 0% 0% 0,00%

Male 37,78% 12,94% 4,85% 0% 17,51%

Female 33,73% 10,50% 10,16% 0% 16,88%

Not Identified 0,00% 0,00% 0,00% 0% 0,00%

Male 20,99% 14,53% 13,90% 0% 14,79%

Female 19,35% 14,81% 11,49% 0% 14,20%

Not Identified 0,00% 0,00% 0,00% 0% 0,00%

Male 29,47% 18,18% 11,95% 0% 19,52%

Female 27,67% 16,36% 11,32% 0% 18,90%

Not Identified 15,53% 17,43% 51,06% 33% 23,80%

Total 28,77% 17,72% 11,77% 32% 19,35%

Nordics Region

South & West

Europe Region

UK & Ireland

Region

Grand Total

Not Identified

Americas Region

Asia, Mid-east,

Africa Region

Australia Region

Central & Eastern

Europe Region

India Region

31

managing H&S risks posed by our organizational activities. We focus on a holistic approach, with our goal being to ensure a standard of excellence across our operations. CSC maintains an independently certified H&S management system through Lloyds Register Quality Assurance (LRQA). This certification has been in place since 2005 for BS OHSAS18001: 2007, Safety Management System. Independent certification was extended to cover additional multiple locations in three countries worldwide (Australia, UK & Spain). Audits are conducted by LRQA at all sites globally and include the involvement of senior management. CSC’s plans include extending our certifications to cover more countries in the future, based on evaluation of H&S risks and business needs. A register of H&S hazards is maintained with specific management programs implemented for “significant” environmental aspects and H&S hazards to ensure that the organization’s key risks are identified and controlled. In terms of management of specific risks, where the magnitude of an identified risk is deemed “intolerable,” CSC's risk management process requires the intervention of senior management to evaluate the impact of the risk and implement effective controls and mitigations. Global senior management has appointed key resources in CSC Regions to drive CSC’s H&S programs. CSC maintains H&S objectives, programs and targets at both a global level and country level to drive compliance to CSC’s policy goals. We measure progress against identified key performance criteria which include both lead and lag indicators and health and safety initiatives implemented during the year. We report this information monthly to CSC’s senior H&S management at the global level. CSC additionally maintains a rigorous Internal audit program that includes legal compliance audits, management system audits, process audits and client site audits to ensure compliance to legal requirements, international standards, client requirements and CSC's own stringent management system requirements. Management reviews are conducted annually with senior management and stakeholders to determine the suitability of the H&S management system for business activities and related impacts. Issues arising from management system reviews, internal and external audits, monthly lead and lag indicator reports, legal non-compliance improvement notices or complaints from clients and/or members of the public are considered for inclusion in the following fiscal year’s objectives, targets and improvement programs. Where appropriate, CSC attempts to influence our clients’ H&S programs to ensure a mutually beneficial corporate responsibility program. CSC's H&S management system extends to client sites and related aspects with a Client Site Safety Program established to ensure that CSC meets its legal and moral obligations toward both its own employees and the client. We utilize internal as well as contractor staff to deliver solutions to our clients. CSC's processes ensure that only selected contractors who meet CSC's expectations in terms of H&S are permitted to provide services to our clients. This includes the involvement of the global supply chain and the use of sustainable procurement processes in addition to ensuring compliance to applicable country-specific legal requirements. CSC, through our Global HS&E Management System and related policies, attempts to influence and assist our clients in driving strategies toward sustainable environmental practices and H&S programs. ASPECT – SPECIFIC GUIDANCE FOR OCCUPATIONAL HEALTH AND SAFETY CSC runs an Employee Assistance Program to assist employees with issues relating to work and family. Key health issues for the business include stress, musculoskeletal/ergonomic issues and cancers. As required, CSC sponsors internal as well as externally sourced programs to monitor employee health and well-being. These programs are run at global and country levels and include regular seasonal flu vaccination programs and employee health checks in some countries. Some CSC sites also run stress management sessions. Each country develops programs to assist employees. For instance, CSC UK provides an Employee Assistance and Wellbeing Program called UNUM LifeWorks which provides employees with a specialist, personal counseling service manned by professional consultants on the phone to provide practical solutions, information and support on life, health, family, work and finances. This service includes access to a website covering these topics, including health-related information to encourage our employees to take care of themselves, keep fit, eat healthy, get adequate rest and understand and cope with diagnosed chronic conditions. G4-LA5 - PERCENTAGE OF TOTAL WORKFORCE REPRESENTED IN FORMAL JOINT MANAGEMENT–WORKER HEALTH AND SAFETY COMMITTEES THAT HELP MONITOR AND ADVICE ON OCCUPATIONAL HEALTH AND SAFETY PROGRAMS At country level, Health & Safety Committees make up approximately 2% of CSC workforce.

32

CSC also maintains independent certification to OHSAS18001 in selected countries. The CSC Management System requires that consultation and communication with employees form an integral part of the health and safety management system. Note: Whilst the "Global HS&E Management System" does not currently include all countries that CSC have a presence in, a global framework for the Safety Management System has been developed and is available on CSC’s Global EHS intranet site. Incident and other related safety Data is collected on a country by country basis and reported at a global level to the CSC EHS Council. Our intention is to progress to the collection of global safety data. Attendance at the EHS Council includes representatives for more than 25 countries including the Head office in the USA, Australia, Belgium, Bulgaria, China, Czech Republic, Denmark, France, Germany, Hong Kong, Italy, India, Ireland, Japan, Luxembourg, Netherlands, New Zealand, Philippines, Spain, Thailand, Turkey, Singapore, Sweden, Vietnam, and the UK.

II.3.3. Training and education

G4-DMA TRAINING AND EDUCATION CSC views professional development as a corporate responsibility — a strategic investment in our employees’ and the company’s future. Through our global learning management system, we offer hundreds of learning programs as well as an outstanding career development system to help all employees reach their potential. Some of these learning programs have earned external awards, including the BEST award, given by the American Society for Training & Development to CSC for exceptional learning practices in the workplace. Providing ways to learn, grow, and explore new and challenging opportunities contributes to our ability to retain a motivated, knowledgeable workforce. Assessing employee abilities and contributions is a cornerstone of development at CSC. Our self-directed learning culture encourages employees to gather feedback informally and frequently about their impact on their teams and projects. We also offer a variety of assessment tools. Our performance review process provides employees with objective feedback not only on specific job results but also on demonstration of certain hallmark traits that we value in every employee. CSC empowers employees to take control of identifying and achieving their career goals through our formal development planning process. Our Career Development Resource Center is a global resource that provides all employees with information, tools and people to support their career planning efforts. Included are tools to gather information about strengths and interests, define a career direction, identify the skills or experiences needed to achieve specific goals and create a plan for enhancing these skills and experiences. We have identified hundreds of roles that exist globally across CSC as well as the corresponding skills needed to succeed in those roles. Employees can use this information to identify their next job or an entire career path, anywhere in the world. We support the belief that people learn best through a multifaceted development approach. A typical learning plan, for example, may include a blend of online courses, technology certifications, instructor-led classes and special assignments. Add in other facets of our learning environment, such as coaching and mentoring, and this creates a robust approach to professional development. Our global environment promotes lifelong learning. We invest in both infrastructure and content to ensure that employees all over the world have access to high-quality learning opportunities when and where they need them, via our employee social media environment and our virtual learning management system, CSC University. Our powerful networks make thousands of courses and virtual learning communities available to all employees 24/7. In fact, CSC University was upgraded in July 2016 to enable easier and more focused access to learning content. For example, in FY16, employees completed nearly 998,000 hours of learning through CSC University, representing an annual training increase of 14 percent. More than 10,000 CSC technologists have completed individual development plans that are enabling them to hone skills in next-generation solutions across big data and analytics, cybersecurity, the Internet of Things, DevOps/automation, mobility, cloud and social media. See our 2016 CR report, employee section: http://assets1.csc.com/cr/downloads/CSC_CorporateResponsibilityReport.pdf G4-LA11 - PERCENTAGE OF EMPLOYEES RECEIVING REGULAR PERFORMANCE AND CAREER DEVELOPMENT REVIEWS, BY GENDER AND BY EMPLOYEE CATEGORY FY2016: 91% of employees completed appraisals in March / April. The real percentage is actually higher, but the delay in moving Germany and Austria to our new internal HR application has impacted our ability to get a more accurate count. This

33

applies equally regardless of gender to all employees who are classified as Regular Full-Time (the only category of employee required to have reviews by CSC policy). As part of the appraisal process all employees are offered an Individual Development Plan annually.

II.3.4. Diversity and Equal Opportunity

G4-DMA DIVERSITY AND EQUAL OPPORTUNITY To learn more about CSC’s commitment to a diverse and inclusive corporate culture, please visit: www.csc.com/diversity a. Individual differences create a dynamic workplace at CSC. To deliver the best solutions to our clients, we harness the energy, creativity, talents and insights of our diverse global workforce. Our strength lies in valuing differences, encouraging input from all perspectives and uniting teams around common goals. b. Our approach to managing diversity is to focus on awareness and engagement and well as inclusion initiatives fostering transparency. Creating an inclusive and enriching environment that attracts and retains the best people is a team effort, with positive results. c. We’ve integrated our diversity and inclusion initiatives into our core human resources and operational programs and processes. As a company with employees around the world, we embrace the many cultures, values and ideas of our global workforce, which collectively drives our success. Our mission and strategy is to attract and retain diverse and results oriented employees who provide exceptional value to our workplace and customers. The perspectives and ingenuity of all our employees help us bring innovative solutions and exceptional value to our global clients. Our diversity and inclusion (D&I) strategy has four dimensions: - We measure our success in Talent acquisition & management and employee engagement - We are engaged in and support Employee networks and communities; rewarding and recognizing superior performance; Promoting corporate responsibility - We are connected, and invest in diverse partnerships and alliances; recruit a diverse talent pool; build our next generation talent pipeline - We develop and grow by providing resources for professional growth; embracing diversity and inclusion principles practices, competencies. G4-LA12- COMPOSITION OF GOVERNANCE BODIES AND BREAKDOWN OF EMPLOYEES PER EMPLOYEE CATEGORY ACCORDING TO GENDER, AGE GROUP, MINORITY GROUP MEMBERSHIP, AND OTHER INDICATORS OF DIVERSITY a. Report the percentage of individuals within the organization’s governance bodies in each of the following diversity

categories: Gender/ Age group: under 30 years old, 30-50 years old, over 50 years old/ Minority groups CSC Board of Director: http://www.csc.com/governance/ds/21933-board_of_directors CSC Executive Leadership Team http://www.csc.com/investor_relations/ds/32534-management_and_board_of_directors CSC Decision Committee, which includes our CEO and his direct reports.

Decision Committee by Gender FY16

Number %

Female 1 5%

Male 20 95%

Decision Committee by Minority Status FY16

Number %

Minority 2 10%

Non-Minority 10 48%

Not identified 9 43%

Decision Committee by Age FY16

Number %

Less than 30 0 0%

31-50 11 52%

51 + 10 48%

34

b. Report the percentage of employees per employee category in each of the following diversity categories: Gender/ Age group / Minority groups

CSC Employees by Gender FY2016

CSC Employees Percentage by Age group by Region FY2016

Male % Female %

Not

Identified% Gender

All Geographies 39 489 70% 16 609 30% 123 0% 56 221

Geo Total

18 - 29

Yrs Old

30 - 49

YrsOld

Over 50

YrsOld Other

Age

Grouping

Not Identified Male 12 10 0 0 22

Not Identified Female 4 2 1 0 7

Not Identified Not Identified 0 1 0 0 1

Not Identified Total 16 13 1 0 30

Americas Region Male 718 4 543 3 582 1 8 844

Americas Region Female 356 1 866 2 255 1 4 478

Americas Region Not Identified 29 33 2 7 71

Americas Region Total 1 103 6 442 5 839 9 13 393

Asia, Mid-east, Africa Region Male 977 1 826 190 0 2 993

Asia, Mid-east, Africa Region Female 399 782 72 0 1 253

Asia, Mid-east, Africa Region Not Identified 0 0 0 0 0

Asia, Mid-east, Africa Region Total 1 376 2 608 262 0 4 246

Australia Region Male 203 1 952 859 0 3 014

Australia Region Female 99 656 267 0 1 022

Australia Region Not Identified 0 1 1 0 2

Australia Region Total 302 2 609 1 127 0 4 038

Central & Eastern Europe Region Male 296 1 278 959 2 2 535

Central & Eastern Europe Region Female 261 713 304 0 1 278

Central & Eastern Europe Region Not Identified 0 0 0 0 0

Central & Eastern Europe Region Total 557 1 991 1 263 2 3 813

India Region Male 5 214 8 252 139 0 13 605

India Region Female 3 375 1 949 18 0 5 342

India Region Not Identified 0 0 0 1 1

India Region Total 8 589 10 201 157 1 18 948

Nordics Region Male 214 594 646 1 1 455

Nordics Region Female 106 272 264 0 642

Nordics Region Not Identified 1 0 0 0 1

Nordics Region Total 321 866 910 1 2 098

South & West Europe Region Male 576 1 519 456 2 2 553

South & West Europe Region Female 312 806 101 2 1 221

South & West Europe Region Not Identified 0 1 0 1 2

South & West Europe Region Total 888 2 326 557 5 3 776

UK & I Region Male 415 2 194 1 856 3 4 468

UK & I Region Female 146 727 493 0 1 366

UK & I Region Not Identified 1 0 0 44 45

UK & I Region Total 562 2 921 2 349 47 5 879

Grand Total 13 714 29 977 12 465 65 56 221

35

CSC Employees Percentage by Disabled Status FY2016 (USA only) * Data is for individuals who have self-identified as individuals with disabilities at time of hiring.

CSC Employees Percentage by Veteran status FY2016 (USA only) *

CSC Employees Percentage by “Minority” status FY2016 (USA only) *

*Note: CSC collects data globally. However, the accuracy of the international data is not guaranteed for the following status: veteran, disabled and minority, as definitions vary globally and tracking may be based on unreliable self-declarations.

II.3.5. Supplier Assessment for Labor Practices

DMA and ASPECT – SPECIFIC DMA FOR SUPPLIER ASSESSMENT FOR LABOR PRACTICES We work with thousands of direct and indirect suppliers across the world and expect them to conduct their operations in a socially and environmentally sustainable manner. All suppliers are expected to comply with applicable laws and regulations as well as our social and environmental standards. CSC has integrated the evaluation of social and environmental criteria in the supply chain selection process and expects suppliers to share a commitment to sustainability and citizenship in line with CSC's Responsible Procurement Principles. In 2013 a sustainability memorandum of agreement was added to CSC's global master contracts to which our suppliers and associated subcontractors are expected to agree to adhere pertaining to human rights, labor and corruption and environmental management. As part of our supplier management process, we now ask CSC suppliers that exceed a certain business volume with us to answer a supplier sustainability questionnaire, which covers how they respect internationally recognized human rights, labor and anti-corruption standards, diversity and environmental sustainability, supplier diversity and data security. Our screening to date has not identified major risks or significant negative impacts related to their social or environmental performance. In

Not

Identified

Disability Status Number % Number %Not

IdentifiedNumber %

Disabled 343 4% 171 4% 0 514 4%

Not Disabled 7623 96% 4026 96% 9 11658 96%

Not Identified 6 0% 2 0% 1 9 0%

Grand Total 7972 100% 4199 100% 10 12181 100%

Male Female Total

USA Only

Veteran Status Number % Number % Number % Number %

Non Veteran 6156 63% 3666 37% 5 0,1% 9827 81%

Not Identified 1128 72% 439 28% 3 0,2% 1570 13%

Veteran 688 88% 94 12% 2 0,3% 784 6%

Grand Total 7972 65% 4199 34% 10 0,1% 12181 100%

Male Female Not Identified Total

USA OnlyNot

Identified

Minority/Non Minority

StatusNumber % Number %

Not

IdentifiedNumber %

Minority 1103 26% 2705 34% 0 3808 31%

Non Minority 2790 66% 4610 58% 4 7404 61%

Not Identified 306 7% 657 8% 6 969 8%

Grand Total 4199 100% 7972 100% 10 12181 100%

Female Male Total

36

the event of major non-compliance with our standards, we would work with our suppliers and request corrective actions. We also use background checks at the early stages of our tender process. G4-LA14 - PERCENTAGE OF NEW SUPPLIERS THAT WERE SCREENED USING LABOR PRACTICES CRITERIA This year we continue to enhance our responsible supply chain efforts by monitoring and enforcing the Memorandum of Agreement (MOA) which incorporates a wide range of social, labor, ethical and environmental factors. To further strengthen accountability we are requiring suppliers to provide annual feedback on their performance, and we are training our supply chain professionals to understand the importance of ethical, environmental and human rights considerations in the supply chain. In January 2015, we asked our top 45% of suppliers by spend to complete a supplier sustainability scorecard. • http://www.csc.com/cr/ds/82786-our_corporate_responsibility_policies_and_principles • http://www.csc.com/cr/ds/118945-csc_responsible_supply_chain_program • http://assets1.csc.com/cr/downloads/CSC_Responsible_SupplyChain_Principles_FINAL.pdf • http://www.csc.com/about_us/ds/29629-supplier_diversity • http://www.csc.com/uk/ds/11507/113901-sme_engagement_programme

II.3.6. Non-discrimination

DMA FOR NON DISCRIMINATION The CSC Equal Employment Opportunity Policy guides our engagement in management practices including, but not limited to, recruitment, selection, job assignment, subcontracting/procurement of goods and services, transfer, promotion/demotion, layoff, return from layoff, discipline including termination, training, education, tuition, social and recreational programs, compensation and benefits without unlawful discrimination on the basis of and without regard to race, color, religion, national origin, citizenship, marital status, sex, sexual orientation, gender identity, age (40 or over), genetic information, disability, pregnancy, protected veteran status or any other basis prohibited by law. We base our policy on HRMP 202 - Equal Employment Opportunity that states: “This Policy extends to employees and applicants for positions within U.S. Business Units and other CSC geographies to the extent required by applicable laws. However, if any specific provision directly conflicts with applicable country law, regulation or labor agreement, the relevant country law, regulation or labor agreement will supersede that section or provision, and the remainder of this Policy will still remain in effect.” CSC also relies on its Policy defined in the Ethical and Legal Business Conduct that states that: “CSC shall pursue and conduct all of its business everywhere in strict accordance with the highest standards of ethics. CSC’s officers, executives, managers, and supervisors shall strive as ethical leaders to create and maintain a culture of integrity and compliance in all business activities, in all places, and at all times. CSC also promotes an organizational culture that encourages ethical conduct and a commitment to compliance with CSC’s Code of Business Conduct, with internal company policies, and with the law. All CSC employees shall observe and preserve CSC’s core corporate values, make decisions and choices that are consistent with these values, and comply with applicable internal policies and the law in all places where CSC does or seeks to do business.” G4-HR3 - TOTAL NUMBER OF INCIDENTS OF DISCRIMINATION AND CORRECTIVE ACTIONS TAKEN CSC does not provide metrics due to the sensitivity/company confidentiality.

II.3.7. Supplier Human Rights Assessment

ASPECT – SPECIFIC DMA FOR SUPPLIER HUMAN RIGHTS ASSESSMENT We work with thousands of direct and indirect suppliers across the world and expect them to conduct their operations in a socially and environmentally sustainable manner. All suppliers are expected to comply with applicable laws and regulations as well as our social and environmental standards. CSC has integrated the evaluation of social and environmental criteria in the supply chain selection process and expects suppliers to share a commitment to sustainability and citizenship in line with CSC's Responsible Procurement Principles. In 2013 a sustainability memorandum of agreement was added to CSC's global master contracts to which our suppliers and associated subcontractors are expected to agree to adhere pertaining to human rights, labor and corruption and environmental management. As part of our supplier management process, we now ask CSC suppliers that exceed a certain business volume with us to answer a supplier sustainability questionnaire, which covers how they respect internationally recognized human rights, labor and anti-corruption standards, diversity and environmental sustainability, supplier diversity and data security. Our screening to date has not identified major risks or significant negative impacts related to their social or environmental performance. In

37

the event of major non-compliance with our standards, we would work with our suppliers and request corrective actions. We also use background checks at the early stages of our tender process. G4-HR10 - PERCENTAGE OF NEW SUPPLIERS THAT WERE SCREENED USING HUMAN RIGHTS CRITERIA Last year we continued to enhance our responsible supply chain efforts by monitoring and enforcing the Memorandum of Agreement (MOA) which incorporates a wide range of social, labor, ethical and environmental factors. To further strengthen accountability we are requiring suppliers to provide annual feedback on their performance, and we are training our supply chain professionals to understand the importance of ethical, environmental and human rights considerations in the supply chain. In January 2015, we asked our top 45% of suppliers by spend to complete a supplier sustainability scorecard. • http://www.csc.com/cr/ds/82786-our_corporate_responsibility_policies_and_principles • http://www.csc.com/cr/ds/118945-csc_responsible_supply_chain_program • http://assets1.csc.com/cr/downloads/CSC_Responsible_SupplyChain_Principles_FINAL.pdf • http://www.csc.com/about_us/ds/29629-supplier_diversity • http://www.csc.com/uk/ds/11507/113901-sme_engagement_programme

II.3.8 Anti-corruption

DMA FOR ANTI-CORRUPTION / ASPECT – SPECIFIC FOR ANTI-CORRUPTION CSC has an Anti-Corruption Program which includes continuous risk assessment activities to identify corruption risks and risk mitigation activities. CSC uses various factors in its risk assessment including CPI scores, size of business, number of third parties, type of business and number of public sector customers. CSC employees are required to avoid situations that may compromise their judgment by causing a conflict between their personal interest and the interests of the company. Employees must investigate their own affairs and ask questions to their managers, Human Resources or the Ethics and Compliance Office (ECO) when there is uncertainty about a situation. When these situations arise, employee must promptly disclose the potential conflict to avoid any problems. Conflicts of interest are included in the CSC Code of Business Conduct and annual Code of Business Conduct training. CSC has a centralized approval process for all charitable giving worldwide, which is managed by the CSC Philanthropy Team. All proposed charitable contributions must be reviewed by the CSC Philanthropy Team and approved in accordance with the procedures it has established. The Philanthropy Team receives training that includes anti-corruption concerns regarding charitable donations. Anti-corruption training is included in the CSC Annual Code of Business Conduct training that is required of employees each year. Additional training in anti-corruption is given to various employees and business partners in high risk regions or holding certain roles within the organization. This additional targeted training is given throughout the year as needed and includes in-person training. CSC participates in various collective action activities including policies and procedures on anti-corruption, "Tone at the Top" messaging from senior management, a third-party due diligence program, various training opportunities both online and in-person, regular communications to employees on anti-corruption issues and ongoing audit and monitoring activities to address our highest risks. Our Business Conduct Policy referring to Anti-Bribery/Anti-Corruption, states that “CSC will compete fairly for business solely on the merits of its competitive offerings. Employees are prohibited from bribing anyone to obtain, retain, or direct business, or to secure any other improper advantage. Neither CSC nor any of its associated persons, commercial intermediaries, or other third-parties will make or be a party to any improper payments. Third-party commercial intermediaries will be engaged only with a written agreement and only after a satisfactory evaluation of a comprehensive, risk-based, independent due diligence inquiry regarding business integrity. CSC policy requires that all business development gift and/or hospitality expenditures be recorded accurately and completely in CSC’s books and records, where no false, misleading, incomplete, inaccurate, or artificial entries are to be knowingly be made for any reason. G4-SO4 - COMMUNICATION AND TRAINING ON ANTI-CORRUPTION POLICIES AND PROCEDURES Anti-corruption is included in CSC's Global Code of Business Conduct and training completed by all employees annually. Additional training in anti-corruption is given to various employees and business partners in high risk regions or holding certain roles within the organization. This additional targeted training is given throughout the year as needed and includes in-person training. Various communications are also sent to all employees throughout the year on anti-corruption topics in company-wide emails, newsletters and intranet posts.

38

II.3.9. Anti-Competitive Behavior

DMA FOR ANTI-COMPETITIVE BEHAVIOR AND COMPLIANCE a. As a large multinational corporation doing business in more than 60 countries, from time to time CSC may be involved in

various legal proceedings in the ordinary course of business. As a publicly traded company, any significant legal matters affecting the company are disclosed in our corporate filings. During the reporting period, CSC has not had any legal actions regarding anti-competitive behavior or violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. CSC has a policy covering anti-competitive behavior, anti-trust and monopoly practices entitled “Compliance with Anti-Trust Laws”. CSC is committed to the principles of fair competition and the regulation of activities that would violate long-standing antitrust protections. As such, CSC’s policy requires compliance with the laws governing economic regulation and the preservation of a competitive and free enterprise system.

b. Please check our CSC Code of Business Conduct, available in 8 languages. G4-SO7 - TOTAL NUMBER OF LEGAL ACTIONS FOR ANTI-COMPETITIVE BEHAVIOR, ANTI-TRUST, AND MONOPOLY PRACTICES AND THEIR OUTCOMES During the reporting period, CSC has not had any legal actions regarding anti-competitive behavior or violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. As a publicly traded company, we disclose in our corporate filings any significant legal matters affecting the company. Please refer to www.csc.com, under Investor Relations section: http://www.csc.com/investor_relations/ds/34081-sec_filings

II.3.10. Compliance

DMA FOR ANTI-COMPETITIVE BEHAVIOR AND COMPLIANCE Please see above

G4-SO8 - MONETARY VALUE OF SIGNIFICANT FINES AND TOTAL NUMBER OF NON-MONETARY SANCTIONS FOR NON-COMPLIANCE WITH LAWS AND REGULATIONS During the reporting period, CSC has not had any legal actions regarding anti-competitive behavior or violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. As a large multinational corporation doing business in over 60 countries, from time to time CSC may be involved in various legal proceedings in the ordinary course of business. As a publicly traded company, we disclose in our corporate filings any significant legal matters affecting the company. Please refer to www.csc.com, under Investor Relations section: http://www.csc.com/investor_relations/ds/34081-sec_filings

II.3.12. Product and Service Labeling

G4-DMA - DMA FOR CUSTOMER SATISFACTION a. Customer satisfaction is significant as it is a key indicator of how CSC is meeting our customers’ needs and delivering value. b. Customer satisfaction data is used throughout the organization to positively impact customers. c. CSC does not make statements outside of the company about our client satisfaction results. ASPECT–SPECIFIC GUIDANCE FOR CUSTOMER SATISFACTION Describe organization-wide practices in place to assess and maintain customer satisfaction. These may include: -The frequency of measuring customer satisfaction -Standard requirements regarding methodologies of surveys -Mechanisms for customers to provide feedback CSC views clients as partners and in that light seeks to incorporate their voice in everything we do. Satisfaction is a key driver to CSC's ability to leverage our wide array of capabilities and resources for clients. Customer feedback is captured globally through a variety of methods including, but not limited to, surveys, service delivery reviews, project-related calls and meetings, relationship meetings, sponsored and internal events, quarterly business reviews, digital and social media presence, customer summits and strategic discussions. This information is captured on a continual basis to ensure that customer needs are heard, understood and properly met. To these ends, CSC monitors satisfaction, loyalty and advocacy. Metrics adopted include the universally recognized Net Promoter Score, which is also applied to employee incentive targets. By enabling our customers to meet their goals, we are able to meet ours. This symbiotic relationship is a reflection of our continued belief that our clients are our partners.

39

G4-PR5 - RESULTS OF SURVEYS MEASURING CUSTOMER SATISFACTION: a. Report the results or key conclusions of customer satisfaction surveys (based on statistically relevant sample sizes) conducted in the reporting period relating to information about: -The organization as a whole -A major product or service category -Significant locations of operation a. Customer satisfaction results are used to: - Calibrate service delivery to drive increased customer value - Innovate to establish new and compelling services for customers - Align CSC's overall strategy to our customers’ objectives The information is subject to specific confidentiality constraints: CSC does not make statements outside of the company about our client satisfaction results. Whilst as a publicly quoted company subject to SEC guidelines we do not provide any market-sensitive data that is not in the public domain, our Net Promoter Score has been improving over the three years we have been conducting the Program globally.

II.3.13. Customer Privacy

G4-DMA - DMA FOR CUSTOMER PRIVACY As a provider of information technology services to private and public sector customers operating in a number of regulated industries and countries, we handle sensitive client data, including personal information and information relating to sensitive government functions. CSC, like other global companies, recognizes that privacy and the safeguarding of confidential employee, client, and business partner data including the protection of personal data ("confidential information") from a multitude of risks in an increasingly sophisticated and interconnected business environment is a key business imperative. CSC’s Global Privacy & Data Protection Office aims to foster uniformly and cohesively the protection of confidential information as well as comply with international regulations on data privacy and data transfer. Implementation and maintenance of a global data privacy program is a strategic part of achieving consistent data protection across all CSC companies worldwide via standardized policies and privacy aware employees. CSC privacy and information security policies and procedures are designed to mitigate and minimize vulnerabilities including loss, misuse, unauthorized access, and unauthorized disclosure of confidential information including personal data. In this regard, comprehensive and strategic mitigation of the risks associated with a data breach is a top priority for CSC and includes a preconceived crisis management plan to prepare for potential data breach incidents through a data breach response team triaging adequate defined and comprehensive investigation and notification protocols to ensure a coordinated timely data breach response, including management escalation and reporting actions as well as management of remediation efforts. If a breach occurs, CSC will duly report the incident to the relevant customers and authorities in accordance with contractual and legal requirements. To ensure that company, client and personal information is accessed only to meet business requirements, CSC provides employees with training on privacy and security matters. In addition, CSC is Safe Harbor self-certified via the European Union and the U.S. Department of Commerce to signal our compliance with global privacy and data protection requirements. Across our global Data Security Program, we use cyber security expertise to deter and mitigate threats, and we maintain ISO 27001 Information Security Management certifications at key delivery centers. G4-PR8 - TOTAL NUMBER OF SUBSTANTIATED COMPLAINTS REGARDING BREACHES OF CUSTOMER PRIVACY AND LOSSES OF CUSTOMER DATA / SASB TC0102-09 - NON GRI: DATA SECURITY Any specific communication is deemed client confidential information and cannot be disclosed under these circumstances. SASB TC0102-09 - NON GRI: Data Security: NUMBER OF DATA SECURITY BREACHES AND % INVOLVING CUSTOMERS’ PERSONALLY IDENTIFIABLE INFORMATION The information is subject to specific confidentiality constraints. Reason(s) for Omission(s): confidentiality Explanation for Omission(s): CSC is subject to confidentiality constraints.

40

II.3.14. Business Continuity

G4-DMA - NON GRI: BUSINESS CONTINUITY / TECHNOLOGY DISRUPTION (BC/TD) a. CSC has corporate governance programs for corporate security, information security, business resilience and disaster recovery. Policies support each area, and services exist to assess, prepare, test and mature the company to manage BC/TD. Management's approach is to avoid, mitigate or remediate negative impacts.

b. CSC deploys a holistic approach to business resilience designed to facilitate the response to and management of adverse events at every level of the company with the goal of minimizing the negative impacts a crisis, business disruption, or emergency can have on operations, customers, resources, revenue, reputation, and shareholders. CSC has developed plans that are reviewed and exercised regularly and teams that are trained regularly to facilitate the swift implementation of recovery and continuity strategies and procedures.

The Program encompasses crisis management, business continuity and emergency response to facilitate the management of undesirable events at all levels of the company (i.e., executive/corporate level, regional level, site level, and operational level).

We have assembled a global Business Resilience Group (BRG), led by the Corporate Crisis Coordinator, which reports to Workplace Operations within CSC’s Finance organization. The BRG is responsible for establishing the business resilience capability globally and facilitating a coordinated response during a crisis, business disruption or site emergency.

Crisis Management: Crisis management focuses on decision-making and communications during a crisis. We have developed a Corporate Crisis Management Plan that documents Corporate Crisis Management Team (executive leadership) roles and responsibilities during a corporate crisis. We have also developed Regional Crisis Management Plans that document Regional Crisis Management Team (regional leadership) roles and responsibilities during a regional crisis.

Business Continuity: Business continuity focuses on the recovery or continuity of critical business processes within CSC’s corporate functions and accounts. Through a business impact analysis (BIA), we are identifying and prioritizing those processes and services that cannot lapse for 4 hours to 30 days without having a significant adverse impact. Our focus is on the recovery or continuity of processes in the absence of key third parties, applications and systems, buildings or staff (TABS). Our business continuity efforts are closely aligned with our disaster recovery efforts to facilitate the quick recovery of applications and systems needed for the continuity of critical business processes and services.

Disaster Recovery: To mitigate against the adverse impacts of a technology disruption, CSC requires technology business units, sectors, and regions to implement documented technology disaster recovery strategies and capabilities that meet business requirements. Disaster Recovery Plans (DRP) outline the procedures for the restoration of critical systems and data in the event of a crisis or disaster, including the loss of a data center or specific technology. The critical DR plans are reviewed and tested at least once a year.

Emergency Response: Emergency response focuses on safeguarding staff and recovering facilities following a site-level disruption. It documents evacuation and shelter-in place procedures as well as Emergency Response Team (ERT) roles and responsibilities. Our emergency response capabilities are designed to align with the Incident Command System (ICS), where applicable, and are flexible to address individual country requirements.

c. We have completed an internal service maturity measurement based on Control Objectives for Information and Related Technology (COBIT) to measure effectiveness. The COBIT is a framework created by ISACA for information technology management and IT governance. We also conduct internal and external audits against the programs. Results are as expected based on the funding and resources assigned to the program. What CSC is doing differently as a result is that management has shifted scope to be more in alignment with key risk areas versus looking at all of CSC. SASB TC0102-14 and TC0102-15 - BUSINESS CONTINUITY / TECHNOLOGY DISRUPTION 1. Number of performance issues: The information is subject to specific confidentiality constraints. 2. Days of service disruptions: The information is subject to specific confidentiality constraints. 3. Total customer downtime: The information is subject to specific confidentiality constraints. 4. Discussion of business continuity risks related to disruptions of operations: See G4-DMA - NON GRI: BUSINESS CONTINUITY / TECHNOLOGY DISRUPTION section above. Reason(s) for Omission(s): confidentiality Explanation for Omission(s): CSC is subject to confidentiality constraints.

41

II.3.15. Intellectual Property

G4-DMA - NON GRI: INTELLECTUAL PROPERTY a. CSC’s intellectual property (“IP”) constitutes critical business assets of the Company. These assets are uniquely

fundamental to the Company’s continued growth and success. CSC’s active support of the creation and protection of Company IP is vital to maintaining CSC’s leading position in the marketplace and effectively confronting competitive threats.

As an industry leader in technology and innovation, the Company focuses on IP protection at every level. In addition, a dedicated, global team of IP professional’s exercises vigilance over Company IP in collaboration with relevant cross-industry teams to gain strategic insight and to achieve optimal results. For example, CSC protects its innovations and R&D investments under the leadership of an IP Team that closely manages the procurement, maintenance and enforcement of all intellectual property rights, including patents, trade secrets, trademarks and copyrights. Along with safeguarding CSC intellectual property, we use proven methods to safeguard the IP entrusted to us by clients, suppliers and others. We take seriously our responsibility to safeguard the intellectual property we and our clients, partners and other stakeholders create. Proper management of intellectual property rights optimizes our return on investment and allows CSC to better respect the intellectual property rights of others. As one example of the company’s dedication to protect intellectual property, CSC personnel are committed and contractually bound to protect all trade secret and confidential information of the company and third parties. Some steps CSC takes to protect confidential information include requiring employees and contractors to sign non-disclosure agreements, implementing security measures such as badges and security stations and limiting use and distribution of trade secret information. As another example, incentives also encourage employees to invent new technologies and contribute to CSC’s patent portfolio.

b. We evaluate the success of our approach by assessing the value and support we provide to the Company and our

shareholders. We strive to protect and grow the R&D and technology investments made by the Company. We also support the strategic direction of the Company and help to safeguard it from competitive threats.

SASB TC0102-16 and TC0102-17 - NON GRI: INTELLECTUAL PROPERTY

1. Number of patent litigation cases, number successful, and number as patent holder Information related to FY16 patent litigation is subject to specific confidentiality constraints. We do not comment on any aspects of any currently pending patent litigation.

2. Amount of legal and regulatory fines and settlements associated with anti-competitive practices in US Dollars

CSC has not had any fines or settlements during the reporting period associated with anti-competitive behavior such as those related to enforcement of U.S. laws and regulations on price-fixing, anti-trust behavior (e.g., exclusivity contracts), patent misuse or network effects and bundling of services and products to limit competition including violations of the Sherman Antitrust Act of 1890 and the Clayton Antitrust Act of 1914. ----------------------------------------------------------------------------------------------------------------------------- ----------------------------------- ADDITIONAL INFORMATION ON CSC/HPE Enterprise Services Proposed Merger In connection with the proposed transaction, Everett SpinCo, Inc., a wholly-owned subsidiary of Hewlett Packard Enterprise created for the transaction (“Spinco”), will file with the SEC a registration statement on Form S-4/S-1 containing a prospectus and CSC will file with the SEC a proxy statement on Schedule 14A and a registration statement on Form S-4 containing a prospectus. INVESTORS AND SECURITY HOLDERS ARE ADVISED TO READ THE REGISTRATION STATEMENTS/ PROSPECTUSES AND PROXY STATEMENT WHEN THEY BECOME AVAILABLE, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE PARTIES AND THE PROPOSED TRANSACTION. Investors and security holders may obtain a free copy of the prospectuses and proxy statement (when available) and other documents filed with the SEC by CSC, Hewlett Packard Enterprise and Spinco at the SEC’s web site at http://www.sec.gov. Free copies of these documents, once available, and each of the companies’ other filings with the SEC, may also be obtained from CSC’s web site at www.csc.com. This communication is not a solicitation of a proxy from any investor or security holder. However, CSC, Hewlett Packard Enterprise, and certain of their respective directors, executive officers and other members of management and employees, may be deemed to be participants in the solicitation of proxies from stockholders of CSC in respect of the proposed transaction under the rules of the SEC. Information regarding CSC’s directors and executive officers is available in CSC’s 2015

42

Annual Report on Form 10-K filed with the SEC on June 8, 2015, and in its definitive proxy statement for its annual meeting of stockholders filed on June 26, 2015. Information regarding Hewlett Packard Enterprise’s directors and executive officers is available in Hewlett Packard Enterprise’s 2015 Annual Report on Form 10-K filed with the SEC on December 17, 2015, and in its definitive proxy statement for its annual meeting of stockholders filed on February 12, 2016. These documents as well as other documents filed by CSC, Hewlett Packard Enterprise or Spinco with the SEC can be obtained free of charge from the sources indicated above. Other information regarding the participants in the proxy solicitation and a description of their direct and indirect interests, by security holdings or otherwise, will be contained in the registration statements, prospectuses and proxy statement and other relevant materials to be filed with the SEC when they become available. This communication shall not constitute an offer to sell or the solicitation of an offer to sell or the solicitation of an offer to buy any securities, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act of 1933, as amended. All statements in this presentation that the transaction announced above including risks relating to the completion of the transaction on anticipated timing, including obtaining shareholder and regulatory approvals, anticipated tax treatment, unforeseen liabilities, future capital expenditures, inability to achieve expected synergies, loss of revenues, delay or business disruption caused by difficulties in integrating the businesses of CSC and Enterprise Services. For a written description of risk factors that could cause actual results in CSC’s business to differ materially from forward looking statements regarding those matters, see the section titled “Risk Factors” in CSC’s Form 10-K for the fiscal year ended April 1, 2016 and any updating information in subsequent SEC filings. The Company disclaims any intention or obligation to update these forward-looking statements whether as a result of subsequent not directly and exclusively relate to historical facts constitute “forward-looking statements.” These statements represent the Company’s intentions, plans, expectations and beliefs, and are subject to risks, uncertainties and other factors, many of which are outside the Company’s control. Many factors could cause actual results to differ materially from such forward-looking statements with respect to the transaction announced above including risks relating to the completion of the transaction on anticipated timing, including obtaining shareholder and regulatory approvals, anticipated tax treatment, unforeseen liabilities, future capital expenditures, inability to achieve expected synergies, loss of revenues, delay or business disruption caused by difficulties in integrating the businesses of CSC and Enterprise Services. For a written description of risk factors that could cause actual results in CSC’s business to differ materially from forward looking statements regarding those matters, see the section titled “Risk Factors” in CSC’s Form 10-K for the fiscal year ended April 1, 2016 and any updating information in subsequent SEC filings. The Company disclaims any intention or obligation to update these forward-looking statements whether as a result of subsequent event or otherwise except as required by law.