Draft RWS Presentation

Global Update: 

Global Update Robert W. Selander March 17, 2005 MasterCard Global Board of Directors Confidential

Overview: 

Overview 2004 Results / 2005 Priorities (Bob) Strategy Implementation Update (Alan) GTO’s Support of Strategy (Roy)

2004 Corporate Objectives: 

2004 Corporate Objectives Improve performance  key customers/key markets Improve customer-focused strategy Achieve corporate financial targets Enhance organizational capabilities

2004 Results: 

Improve Performance  Key Customers/Markets 2004 Results Worldwide GDV: $1.5 trillion, up 10.6% MasterCard-branded cards: 679.5 million, up 8.6% Maestro cards: 562.6 million, up 8.0% Transactions: Nearly 16.7 billion Acceptance locations: 24 million Business Build Program Momentum MasterCard Advisors Continued to gain ground

Slide5: 

4Q04 Worldwide Performance 5.3% 5.8% MasterCard branded including credit, charge, and offline debit. Includes China. 8.6% 12.5% GDV and Card Growth Rates (YAG)

2004 Results: 

2004 Results Improve Customer-Focused Strategy GTO MasterCard Rewards System enhanced Flawless Switch processing New tiered debit interchange program Hit 1 billion transactions in December Computerworld “Best Places to Work” list

2004 Results: 

2004 Results Enhance Organizational Capabilities Key Initiatives Significant legal wins Compliance with Sarbanes-Oxley 404 Employee Engagement Survey MasterCard recognized as a top workplace

2004 Results: 

2004 Results Improve Customer-Focused Strategy Other Initiatives Global debit growth Corporate payments growth Over 200 million smart cards worldwide PayPass momentum Diner’s Club alliance 25th anniversary of the MasterCard brand

Select Income Statement Data: 

Select Income Statement Data 1 1 1 1 Operating loss includes $469 and loss per share includes $4.69 for costs related to the settlement of the U.S. merchant lawsuit

2005 Financial Performance to Date: 

2005 Financial Performance to Date [Jan. and Feb. Financial slide to be inserted.]

2005 Corporate Objectives: 

2005 Corporate Objectives Implement Corporate Strategy Customer-Focused Strategy Merchant Plans Processing Plans Achieve Financial Targets Revenue growth EBITDA Operating Expenses as % of Revenue Return on Equity

2005 Corporate Objectives: 

2005 Corporate Objectives Enhance Organizational Capabilities Affirmatively address legal & regulatory environment Proactively manage HR assets and implement Employee Engagement Survey action plans Institutionalize compliance with Sarbanes Oxley Complete Integration plan Develop and implement a share-transfer process Finalize share/proxy and complete all systems Implement Enterprise Risk Management

Corporate Strategy: 

Corporate Strategy Continue customer-focused approach Focus on 73 high-potential customers Better leverage our expertise Emphasize processing opportunities Recognize merchants as key stakeholders

Slide14: 

Customer Group Alan Heuer

Strategy Development: 

Strategy Development

Affirmation of Customer Focus: 

Affirmation of Customer Focus Build competitive advantage around the way we work with customers and the value we bring them

Three Mandates: 

Three Mandates Extend target group Leverage expertise Engage merchants

Extension of Target Group: 

Extension of Target Group Account teams Planning process Metrics

Leverage Expertise: 

Leverage Expertise Product Advisors Marketing Technology

Engage Merchants: 

Engage Merchants Regional organization Advisory groups Rules and processes

Key Steps: 

Key Steps Organization and staffing Integrated customer planning Strategic review CRM Joint objectives Control and reporting

Staffing: 

Staffing New positions 320 Reallocations 100 New hires 80 Open positions 140

Slide23: 

Right people Right skills Right roles People Right results

Slide24: 

New process defined 2006 planning begun Communications and road shows in progress First Strategy Summit planned for May Integrated Customer Planning

Slide25: 

Industry trends Competitive challenges Technology developments Product priorities Strategic Review Identify key opportunities for MasterCard

Slide26: 

Approach for engaging customers Understand customers’ competitive strategies Identify customer needs Apply MasterCard’s resources CRM

CRM Rollout: 

CRM Rollout Status Update Road shows completed B-Smart capabilities being extended Research in field Sales training under development

Slide28: 

Brand High-Potential Products Advisors Merchants Processing Joint Objectives Corporate Joint Objectives

Slide29: 

Joint Objectives Status Update Agreed on objectives with Operating Committee Established specific terms of reference Agreed to true joint accountability Linked to sales and business unit compensation

Control and Reporting: 

Control and Reporting Status Update Control and reporting mechanism established Detailed implementation plans against key milestones Formal “report back” process to Operating Committee Customer “snapshots” built into B-Smart

Affirmation of Customer Focus: 

Affirmation of Customer Focus Build competitive advantage around the way we work with customers and the value we bring them

Slide32: 

Global Technology and Operations Roy Dunbar

Delivering Value With Every Transaction: 

Delivering Value With Every Transaction

Where We Are Going: 

Where We Are Going After the new corporate strategy was announced, GTO began to define its role relative to the strategy. We began considering how we could articulate our role, and what initiatives were required to deliver our part of the strategy.

Our Mission: 

Our Mission To make every transaction more valuable.

Our Mission: 

Our Mission A transaction is more valuable when: It carries a MasterCard brand. MasterCard processes it. It improves profitability for us and our stakeholders. It is a secure, reliable, convenient and rewarding experience. It provides rich information for everyone in the value chain.

Brilliant at the Basics: 

Brilliant at the Basics 1.

We think like a customer: 

We think like a customer

Secure the future through processing: 

Secure the future through processing

Differentiate in order to win: 

Differentiate in order to win

Our foundational value: 

Our foundational value Internal Partnership

Summary: 

Summary MasterCard is firmly positioned for growth Focused on delivering enhanced value to customers New strategy will help us deliver a higher level of performance