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Intellectual

capItal RepoRtORACLE

2005

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CONTENTKNOWLEDGE IS THE WAY TO SUCCESS. 3CUSTOMERS AND PARTNERS. 4. Overview.4. New oer process4. Increased business understanding.4. Network and communities.5. Open knowledge sharing.5. Metalink database.6

. Knowledge committee.6. Increased sales through partners.7EMPLOYEES.8. Overview.8. New employees.8. Retention o employees.8. Development plans.9. Courses, training and education. 9. Variety.9. Satisaction.10. Employees responsible or knowledge sharing.10. Innovation competition.11OTHER INTERESTED PARTIES AND SOCIETIES. 12. Overview.12. Sharing o knowledge via the press.12. External lectures.12. Participation in networks and orums.13. Social responsibility.13OBJECTIVES fOR 2006.14. Human resources14. Structural resources.15. Relational resources. 15

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KNOWLEDGE IS tHe WaY to SucceSS Welcome to Oracle Denmarksirst intellectual capital reportwhich covers the 2005 iscal.

I am delighted to be able to pres-ent our irst intellectual capitalreport which describes whatOracle does to create innovation

and development throughout ourbusiness.

Our mission is to assist custom-ers in creating inormation-drivenorganisations which always haveaccess to accurate, reliable andup-to-date inormation and canthereby gain an overview and in-sight. This requires all employeesat Oracle to have an understand-

ing o business and IT skills.The intellectual capital report isimportant because it documentsOracle Denmarks activities andresults in knowledge develop-ment, which is created by ouremployees, and which puts us ina position to meet the constantlyincreasing demands o the market.

The knowledge that the businessis to ocus on must be careully

selected and create competitiveadvantages that are shared andused by everyone to create an e-icient organisation. This has beena prerequisite o our existence ormore than 30 years, and it hascreated the business which weare today.

Customs and corporate culture,including how knowledge is se-lected, shared and used, arediicult to describe because theyare upheld by the employees andunction as a natural part o beingemployed at Oracle.

I hope that our customers, part-ners and others interested in

Oracle will derive pleasure romthe 2005 intellectual capital re-port.

Enjoy!

Stig JrgensenExecutive Director

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Note: Oracle Denmarks iscal year is rom June to May. This knowledge account covers the iscalyear 2005, i.e. rom 1 June 2004 to 31 May 2005. When reerence is made to 2005 in the report,this means the iscal year.

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MISSION AND VALUES

MANAGEMENT

CHALLENGES

Increased understanding

of customers needs

Reinforced innovative strength

Increased sales through partners

Oracle supports

customers in creating

information-driven

activities based on ourvalues:

- Job satisfaction

- Results- Skills

- Responsibility

New offer process

Training program in customer

understanding

After-action reviews

Network and OpenWorld

Metalink database

New knowledge committee

Internal focus on partner

relations and partnerparticipation in Sales Readiness

courses

Faster and improved

tendering

Better customer dialog andfulfilment of requirements

More effective management

of projects and greatercustomer satisfaction

Increased knowledge sharing

Faster expansion of

technologys new options

Greater market penetration

via partners

REVENUE RESULTS

CUSTOMERSanD paRtneRS

Oracle Denmarks most impor-tant objective is to constantlycontribute to our customers andpartners success. Developmentand knowledge resource sharingplay a central role here.

New offer process

The oer process is crucial toOracle and our partners, and Ora-

cle Denmark has thereore imple-mented a new model or the oerprocess which reduces deliverytime and increases the quality oour oer in 2005.

The oer process oten involvesmore than one business unit in-

ternally at Oracle. The new modelhas made co-operation throughout

the organisation more eicientand has thereore resulted in bet-ter oer quality.

Increased business understandingIn order to provide an even betterservice to our customers, all em-ployees in direct sales have par-

ticipated in the training programSales Readiness. The program

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ocuses on increasing understand-ing o customers business andrequirements, and how theserequirements can be met by goodIT solutions.

We have strengthened both in-ormal and structured knowledge

sharing, among other things,through a series o meetings andater-action reviews or selectedcustomer projects and oer proc-esses, etc.

Ater-action reviews take placewith employees who have beeninvolved in a completed taskmeeting or some hours to shareand clariy their experiences - in

other words to learn. Moreover,they decide how the experiencesare to be passed on to others inthe organisation.

Ater-action reviews have, amongother things, resulted in ourchanging procedures in connec-tion with the start and inish oprojects so that projects are nowcontrolled more eiciently with

closer customer contact.

furthermore, ater-action reviewspositively contribute to co-opera-tion and training and mean that

a series o new procedures havebeen developed which now havebecome standard in Oracle.

Network and communitiesfinally we have ocused on in-creased networking which hasresulted in aster problem-solving

both internally and externally be-cause the experiences are re-usedboth in Oracles proessional com-munities and in inormal orums.

98 percent o our consultantsparticipate in at least one proes-sional community where thereis high-level knowledge sharingabout, or example, Oracle prod-ucts or methods. This beneits

customers and partners becauseour consultants become more e-icient as a result and can sharetheir knowledge with customersand partners.

Open knowledge sharingWe have also intensiied knowl-edge sharing with our customersand partners in other ways.This sharing o knowledge takes

place at many levels, rom ace-to-ace training at the customerspremises to seminars and work-shops at Oracle, where new prod-uct eatures and new publications

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are presented and participantshave access to expert advice.furthermore, customers andpartners are invited to Open-World which oers a long serieso workshops over a number odays. In 2005 approximately 100Danish customers participated

in OpenWorld in San franciscowhere they took advantage othe opportunity to network withother Oracle customers. In otherwords, there is intensive sharingo knowledge between custom-ers, partners and Oracle at Open-World.

Metalink databasefurthermore, Oracle puts a da-

tabase, Metalink, at the disposalo all customers with a supportagreement, or partners and oremployees.

Metalink contains answers toquestions which have been raisedabout the entire product porto-lio and is thereore a goldmine oknowledge. With a ew searchwords, you can ind the solution

to the problem you have encoun-tered.

Metalink is continuously updatedby Oracle employees aroundthe world as they are obliged todescribe solutions to ault re-ports, enquiries, clever shortcuts in short, anything about whichknowledge has not been sharedbeore.

Knowledge committeeIn 2004 Oracle Denmark estab-lished a cross-organisational groupwhich in 2004 and 2005 workedwith the content o the intellec-tual capital report by preparingactivities and ollowing up objec-tives.furthermore, in 2005 Oracle

established a knowledge commit-tee with the task o selecting themost relevant new product ea-tures and publications rom Ora-cle. In this way, we can quicklyspread knowledge internally andto partners about the latest op-tions made available by the tech-nology.

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Increased sales through partnersOur eicient partners are a de-termining actor in Oracles suc-cess. An increasing proportion oour business is though partnersand this has produced results inthe orm o an increased marketshare.

We have thereore strengthenedour internal ocus on the partnerrelationship and we wish to dis-play openness, reliability, honestyand long-term commitment to ourpartners. Several major partners,or example, participated in Ora-cles Sales Readiness program inwhich we established commonknowledge about customers and

how their requirements can bemet with the aid o Oracle solu-tions. I is siiv r si qiy xhg

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EMPLOYEES Employees competence is de-cisive in Oracles being able tooffer customers and partners thebest solutions. Our aim is there-fore to attract and retain thebest employees on the market.

New employees

In 2005 Oracle Denmark wasselected in the Oracle group to ac-commodate a new Nordic centre

servicing small and medium-sizedenterprises (SME). Thereorewithin a very ew months wewere to appoint more than 20employees with proiles whichOracle Denmark had not previ-ously employed. At the same timethe Consulting division o Oracle

Denmark also needed new em-ployees in 2005.

Retention of employeesThe departure o employees atOracle Denmark was 8.4 percent.There is thereore good retentiono employees who today remain acouple o years longer than previ-ously. This has a good eect onour customer and partner relations

which experience increased conti-nuity o contact.

MISSION AND VALUES

MANAGEMENT

CHALLENGES REVENUE RESULTS

Attract the best employee

profiles on the market

Train managers to handle

increased demand

Establish SME Center

Variety in employee composition

Increased job satisfaction

Continued development

of methods for knowledgesharing

Oracle supports

customers in creating

information-drivenactivities based on our

values:

- Job satisfaction

- Results- Skills

- Responsibility

Development plan for all

employees

Broad range of training options

Stress management program

in Sales business field

Employees responsible

for knowledge sharing

Participation in innovationcompetition

Improved job satisfaction

Increased internal knowledgesharing and improved

accumulation of experience

Increasing skills level

among employees

Employees stay at Oracle longer

Two employees completed

MBA program

Increased focus on making

innovation visible

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Due to its size with representationin 142 countries, the Oracle con-cern oers good opportunities oran international career with a basein Denmark. In 2005, 10 employ-ees exchanged their career at Ora-cle Denmark or a career at OracleEMEA (Europe, Middle East and

Arica), and a total o 51 Oracleemployees in Denmark worked ininternational positions in 2005.

Development plansIncreased competition and

speed in the market places de-mands on Oracles employeesto train and develop themselves

throughout their working lives,and the organisation must be at-

tentive to training requests fromemployees.

At Oracle one o the tools orachieving this is or individualemployees to receive a yearlypersonal assessment rom theirmanager and a development planor the coming year.

Courses, training and education

All employees have learned some-thing new in 2005: Either throughcourses and seminars, internalcourses via the Internet or on-the-

job training which is incorporatedinto all job unctions.

The range o courses whichOracle oers employeescomprises training in ourproducts, solutions, sales tools,manager development, personal

development, etc.furthermore, in 2005 our outo ive business ields carriedout a tailor-made developmentplan or the department includingcourses and other developmentactivities. Moreover, two employ-ees completed their MBA.

Variety

Oracle aims at employee composi-tion that relects society, includ-ing a male:emale ratio with atleast the same number o womenas in the rest o the IT sector,as well as variety in employeesages, educational and ethnicbackgrounds, where the level oeducation at Oracle is higher thanin Denmark as a whole.

More men than women choosethe IT sector and or this reasona totally equal distribution othe sexes is not possible. Oracle

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Denmarks distribution o thesexes is quite reasonable againstthis background. 67 percent menand 33 percent women. In OracleDenmarks top management, theCountry Management Team, thedistribution o the sexes was78 percent men and 22 percent

women.The youngest employee was 21years old, the oldest 61, and theaverage age was 40.5 years old.

SatisfactionOracles values ocus on individualsatisaction and on good relationsbetween employees and managersand between employees.

Part o being satisied is havinga challenging job as well and thisrequirement is met, among otherthings, by Oracle oering particu-larly good career opportunities (seealso the section on retention oemployees and employee develop-ment).

2005 has oered special chal-

lenges in connection with tacklingstress in the Sales business ield.

We thereore started a stress-han-dling program in which all employ-ees in one o the sales depart-ments participated.

for all o Oracle Denmark, aver-age absence due to sickness was3.6 percent per employee, which

must be seen as an acceptable,low level.

Employees responsible for knowl-edge sharingAll national companies within theOracle group have a portal man-ager and an employee responsibleor knowledge management andor promoting the internal sharingo knowledge.

Among other things, the portalleader is responsible or the lo-cal intranet in co-operation withOracles global IT organisation andis thereore responsible or struc-turing the local sharing o knowl-edge online.

The employee responsible orknowledge management partici-

pates in an international team atOracle EMEA (Europe, Middle East

The employees network across the organisa-

tion is the most important basis for our increased

skills at Oracle. We have good tools and forums for

searching and disseminating knowledge quickly and

efficiently

MaRtIn JenSen, DoMaIn leaDeR

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and Arica). This team puts toolsand consultants at the disposal othe national person responsible orknowledge sharing and the teamis in regular contact in order toinspire and oer help with dailyknowledge work.

Innovation competitionIn 2005 Oracle Denmark partici-pated in Oracles internal innova-tion competition or the irst time.This is intended to increase in-novation in all ields within Oracleand at all levels. Most countriesin the Oracle group participate,many with a good many sugges-tions. Oracle Denmarks sugges-tion managed to get nominated

or the prize and the project wasthereore a success or OracleDenmark.

Oracles focus on training employees is a fantastic

asset and it means a lot for everyday motivation.

Training not only provides a breath of fresh air in

the working day, but also gives new inspiration

which benefits our customers

JeSpeR SacHMann, SaleS DIRectoR, publIc

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otHeRINTERESTED

PARTIES

anD SocIetIeS

Oracle wishes to be respected asa responsible and reliable compa-ny which participates in the socialand IT debate not only with ex-isting customers and partners butalso with other interested parties,including industry and the IT sec-tor in general, the press, political

decision makers, students, etc.

Sharing of knowledge via the pressOracle contributes to setting theagenda in the IT sector by sharingknowledge with all interested par-

ties in the market about eicientuse o IT systems. furthermore,we participate in the social debateabout relevant topics in the labourmarket, among other things, aboutglobalisation and Denmarks role,stress-handling and the lexiblelabour market.

In this connection, Oracle attach-es importance to good contactwith the press in order to havethe opportunity o participating inthe debate via the media.

External lecturesOracle provides knowledge and ex-

perience in external lectures about,among other things, labour marketissues (e.g. stress-handling), per-

sonnel policy and HR procedures(e.g. flexible employee benefits),products, procedures (e.g. e-learn-

ing and iProcurement), etc.Moreover, one o our key issuesis to highlight the need or openstandards because this is an ad-vantage to society and customers.In 2005 we contributed with

MISSION AND VALUES

MANAGEMENT

CHALLENGES REVENUE RESULTS

Be respected as a reliable

and responsible business that

participates in public debate

Oracle supports customers

in creating information-

driven activities basedon our values:

- Job satisfaction

- Results

- Skills

- Responsibility

Increased focus on external

execution

Participation in social and

IT debate

Participation in relevant

networks and other forums

Participation in voluntary work

Greater visibility and

knowledge sharing via

external exchangeof knowledge

Greater internal focus

on social responsibility

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obJectIVeS foR 2006 Oracle Denmark wants continuous development o our knowledge resources. We have thereoreset ourselves a series o new objectives or the 2006 iscal:

Objectives Results 2005 Objectives for 2006

Human resources

Attract the bestemployees

8.4 percent departure o employees. Employee departure o maximum 10 percent.

Average o 3.6 days absence due to sickness Low absence due to sickness from 2005 is expected to be maintained.No measurements o employee satisactiontook place in 2005 (due to the desire to inishintegrating the purchase o Peoplesot irst).

Measured employee satisaction o minimum 90 percent (verysatisied or satisied with working at Oracle).

Total number o employees: 240. Total number o employees: 270.

Variety in employeecomposition

Employees rom 21 to 61 years old. Averageage 40.5 years old.

Attract employees rom 21 to 67 years old, i.e. more very youngand more very experienced employees.

78 percent men in management team, 22percent women.

More women in management team (Country Management Team).

Continuous learning Development plan or 48 percent o employeesin the irst quarter. 100 percent o employees must have a development plan in theirst quarter.

Managementdevelopment

Criteria developed or when an employee is aTop Talent at Oracle.

The Top Talent program must be implemented, i.e. newmanagers must be identiied and trained.

Two employees completed their MBA program. focus on developing more management talents in internal talentprogram.

Three employees must participate in the EMEA management founda-tion manager program and three in coaching training for managers.

Increased innovationstrength

Participated in the internal innovationcompetition with one contribution.

Participate in internal innovation competition with at least twocontributions.

Sharing of knowledge Implemented ive ater-action reviews. Implement at least six ater-action reviews.

98 percent o employees in the Consultingbusiness ield are members o at least oneproessional community.

Maintain the level o community participation rom 2005.

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Structural resources

Further development of internal use ofOracle tools

Implemented and everybody trained in onlinepersonnel assessment and developmentdialogs.

To perorm part o the personnel development dialogsand development plans online.

New intranet Essential renovation and cleaning up on theinternational intranet.

Intranet on new Oracle 10g platorm with higherquality, updated content, higher speed andstandardisation between countries.

Customer portals Spread the idea about customer portals ormajor customers to all relevant interestedparties at Oracle Denmark.

Launching o customer portals or major customers tomanage communications and projects.

Customer database Development o structure or updating o thecustomer database.

The customer database must be made more eicientand be used across business ields. Major customersmust be contacted at least once a month.

Relations resources

Contribute to customers success No customer satisaction analysis was carriedout in 2005.

Carry out a customer satisaction analysis.

Increase Oracles

sharing of knowledge with interestedparties

Applied press strategy has been developed and

implemented.

Continue press contact, especially with regard to six

selected key issues.Many key employees are members o relevantnetworks and orums.

All key employees must participate in relevantnetworks and orums.

Held 35 external lectures. Perorm minimum 50 external lectures.

Strengthen partner relations Several major partners have participated inSales Readiness courses.

Contribute to development o partners business andtheir skills.

Deselected partners without income or Oracleand ocused on the best partners.

Continuously increase the number o qualiiedpartners.

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Main oice:

ORACLE DENMARKLautrupbjerg 2-62750 BallerupTel: +45 4480 8080fax: +45 4480 8090

Regional oice:

ORACLE DENMARK.Dusager 108200 rhus NTel: +45 4480 8080fax: +45 4480 8890

www.oracle.dk