Changing market dynamics are causing many executives to reassess their IT sourcing portfolio to achieve the right balance of quality, risk management, value and time to market. If you are facing service quality issues due to high attrition or lack of business understanding from your offshore resources, the combination of CGI & Logica can help. As a trusted and experienced provider of multi-shore IT delivery capabilities – including onsite, onshore, nearshore and offshore – CGI helps clients achieve predictable results with outcomes-based sourcing and rigorous service management. A unique aspect of our business strategy has been creating full-service onshore IT delivery centers in small U.S. communities with access to quality workforces, strong economics and local partnerships. Fundamentally, this is good for business. It meets our clients’ needs for readily available IT services at up to 30 percent cost savings compared to services delivered in major metropolitan markets. Our onshore delivery centers also achieve industry-low attrition by following best practices for hiring and training, and becoming deeply rooted in their communities. There is a groundswell of support for creating good jobs at home, stimulating local economies, and building expertise that increases American competitiveness. Our onshore delivery centers in Belton, Texas; Lebanon, Virginia; and Troy, Alabama, do all three. I look forward to personally sharing with you how we have helped our clients rebalance their IT sourcing portfolios to increase quality and value, and to minimize risk.

1. August 2012 | www.cgi.com
Page 1
_experience the commitment TM © 2012 CGI - Not For Distribution

2. Contents
1.0 Capabilities & Thought-Leadership
1.1 CGI’s Heritage & Highlights (w/Logica Acquisition)
1.2 U.S. Delivery Centers & Rural Sourcing Excellence
1.3 Linking Executive Priorities To Rebalancing Sourcing Trends
1.4 Multi-Shore Operations & Seamless Global Delivery
1.5 Global Delivery Centers Ensuring Regional Responsiveness
1.6 CGI’s Market Positioning & Mission Critical Impact
1.7 First Half Winning Results For FY2012 (Without Logica)
2.0 Questions & Answers / Next Steps

3. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
CGI’s Heritage & Highlights (w/Logica Acquisition)
Global Services Prominence
 Founded in 1976
 U.S. HQ: Fairfax, Virginia (Global HQ:
Montreal, Canada)
 One of the largest IT & business process
services firms globally
 Geographies: U.S., Canada, Europe, Asia-
Pacific
 NYSE: GIB
 $10.5B in revenue
 72,000 members
 Present in more than 40 countries
 100+ intellectual-property-based business
solutions for long-term relationship growth
 CGI’s services span the following
functional domains:
 High-end business and IT consulting
 Application development and maintenance
 Infrastructure & cloud computing services
 Business process services
 Client proximity + global delivery
Page 3
© 2012 CGI - Not For Distribution

4. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
U.S. Onshore Delivery Centers & Rural Sourcing
Delivering Quality & Value
 Highly skilled and stable workforce
with industry-low attrition,
reflecting:
 Long-term investment in recruiting,
training and talent development
 Ownership culture – 90% of CGI
professionals are owners
 Deeply rooted network of delivery
centers based on strong
partnerships with local
governments, and universities
 10,000 employees in metro U.S.
markets and 1,000 employees in
onshore delivery centers in rural
Los Lebenon U.S. communities
Angeles
 Common time zones, currency,
language and business
Belton understanding, ease of U.S.-based
Troy
travel, no visa issues
 Rapid stand-up and scalability
 Infrastructure security and data
protection that meet the highest
U.S. government standards
 Results you can count on through
US West Headquarters Global Delivery Centers quality tools, processes and SLAs
Page 4
© 2012 CGI - Not For Distribution

5. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
Linking Executive Priorities To Rebalancing Sourcing Trends
Moving From Survival STRATEGIC SOURCING SPECTRUM To Competitive Advantage
FRAGMENTED CENTRALIZED OPTIMIZED TRANSFORMED
Individual business operations Establish regional centers with Develop the integration model Establish global process
conducted across the global integration at the across all business units ownership
organization and business units business unit level HEADQUARTERS/R&D
BUSINESS UNIT A
BUSINESS UNIT D
BUSINESS UNIT B
BUSINESS UNIT C
BUSINESS UNIT E
New Consumer Networked
Products &
Products Group Services Group
DIVISION D
DIVISION A
DIVISION G
DIVISION B
DIVISION C
DIVISION E
DIVISION F
FINANCE & ACCOUNTING
HUMAN RESOURCES
SALES & MARKETING
INFORMATION SYSTEMS
IT Infrastructure, IT Apps, HR, Procurement, Target operations for other
Target Functions
Finance & Accounting Sales & Marketing core structural reform
Target Business Units / Major Business Units’ regional Deployment to non-major
Complete global integration
Divisions divisions business unit companies
Launch regional center Process optimization by each
Integration Level Promote global integration
integration for major BU regional center
 Leverage global resources  System integration  Establish ownership for
 Standardization and  Integrate processes global processes
automation horizontally across all  Balance between
 Conduct minimum business units enforcing and
Transformation Drivers Business Process Re-  Apply governance best streamlining internal
engineering practices control
 Implement operational  Optimize end-to-end
Business Intelligence processes
Cost Structure Impact 30% Savings Potential 15% - 45% Savings Potential
Page 5
© 2012 CGI - Not For Distribution

6. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
Multi-Shore Operations & Seamless Global Delivery
Higher
ONSHORE
NEARSHORE
Client
Value BLENDED
Lower OFFSHORE
Higher  Cost Lower
Lower  Risk Higher
Additional
Greater  Solutions/IP Fewer
Attributes
More  Industry Experience Less
Higher  Cultural Connectedness Lower
Page 6
© 2012 CGI - Not For Distribution

7. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
Global Delivery Centers Ensuring Regional Responsiveness
CGI’s client-proximity business model and global delivery footprint provides clients with
strategic world-class service delivery centers creating a strong regional presence
EUROPE/MIDDLE
AMERICAS ASIA/PACIFIC
EAST/AFRICA
CGI Delivery
Flexibility & Choice
Fredericton  Onsite, onshore, nearshore,
Moncton
Charlottetown offshore
Halifax High-Quality Results
Quebec
Saguenay  Highly skilled talent, robust
Sherbrooke toolsets, proven frameworks
Montreal
Lebenon Mumbai  Integrated processes for
Troy Hyderabad seamless execution and quality
Bangalore
Belton control
Chennai
Madrid
Prague
Manila  Rigorous governance to ensure
Kuala Lumpur business-driven resource
Warsaw
Lodz utilization
Bratislava
Budapest Outcomes-Based Delivery
Rabat
Cairo  Cost and service management
aligned to business needs and
volume fluctuations
Value-Added Innovation
Global Delivery Centers
 Delivered through IT planning,
systems integration, industry
domain knowledge and
technology expertise
Page 7
© 2012 CGI - Not For Distribution

8. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
CGI’s Market Positioning & Mission Critical Impact
REPRESENTATIVE CLIENTS CGI THOUGHT-LEADERSHIP MISSION CRITICAL SOLUTIONS
Manufacturing, Retail
Telecommunications
Biopharmaceuticals
Financial Services
& Distribution
Healthcare &
& Utilities
Systems Integration & Consulting
Innovative Proprietary Solutions
Systems Integration & Consulting
_experience the commitment TM
Application Management
Infrastructure Services
Business Process Services
Innovative Proprietary Solutions
Page 8
© 2012 CGI - Not For Distribution

9. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
First Half Winning Results For FY2012 (Without Logica)
CGI’s performance continues to remain strong!
FY2011 Highlights 1H-FY2012 Highlights
 Booking of $4.9 billion
 CGI signs $2.9 billion in
 Book-to-bill ratio of 113% new contracts, represents
book-to-bill ratio of 137%
 Constant currency
of revenue
revenue growth of 18.9%
over FY2010 Continued
 Revenue of $2.13 billion
Innovation
 Adjusted EBIT margin  Estimated order backlog
Ahead of $13.6 billion
remains consistently high
at 13.0%  Net earnings of $193.7
 Return on equity reached million
19.5%  Cash provided by
 Cash provided by operating activities of
continuing operating $399.7 million
activities remained  Return on equity of
strong, representing 16.9%
13.2% of revenue  Return on invested capital
of 12.3%
Page 9
© 2012 CGI - Not For Distribution

10. CAPABILITIES & THOUGHT LEADERSHIP QUESTIONS & ANSWERS / NEXT STEPS
We are committed to partnering with your team!
Page 10
© 2012 CGI - Not For Distribution