1 Informatica’s 2017 Company ObjectivesSUCCESS TARGETS Achieve $1.1B Revenue $593M Operating Expenses $165 Subscription Revenue $475M Consolidated Bonus Target CORPORATE OBJECTIVES Drive Revenue & Control Operating Expenses Customer Success Go-to-Market Strategy Business Transformation Invest In Our People PERFORMANCE MEASURES AND KPI’S Subscription NNB Bookings Net New Customers Renewal Rates Cloud Data Management leader Magic Quadrant Leadership INFA Brand / Perception Awareness Install Base Product Penetration Customer Satisfaction Market Share Integrated product Offering Pipeline Sales Enablement Reseller Channel Performance Cross-sell All products available as subscription Software Release Model Project Roadtrip Uptime & SLA Performance Cloud Gross Margin Retain Our People Leadership Development Enablement Talent Acquisition World’s #1 provider of Enterprise cloud data management solutions ©2017 Informatica. Proprietary and Confidential

2 Company Goals & Objectives 2017 (Anil Chakravarthy)Drive Revenue and Control Operating Expenses Achieve our 2017 corporate objective financial goals Drive Customer Success and Brand awareness Be the #1 provider of Enterprise Cloud Data Management Solutions Deliver on our Go-to-Market Strategy Grow our Pipeline Drive Net New Sales Improve our Cross-sell/Upsell performance Drive our New Channel Program Accelerate our Business Transformation All Products available as Subscription Deliver the Product Plan of Record Deliver on New Cloud Architecture Deliver Project Roadtrip milestones on time Invest in and Retain our People Voluntary Turnover <13% Enable our people and develop our leaders ©2017 Informatica. Proprietary and Confidential

3 G&A Goals & Objectives 2017 (Doug Barnett)Drive Revenue & Control Operating Expense Manage our Operating Expenses not to exceed $593M “Spend No Dime Before It’s Time” Must have versus nice to have Meet our BRM and QBR objectives and Time-Line Work to develop and monitor key metrics for all Business Units Ensure alignment across all Business Units Business Transformation Meet the timeline and 2017 objectives for Project Roadtrip as approved by the Board Execute on the deliverables and timeline of the Subscription Task Force We need to streamline our business processes and procedures as we accelerate the move to the subscription business model Invest in Our People: Improve the Communication and Transparency in the G&A Group Quarterly All-Hands Get out of RWC to visit the team once a month Skip level lunches ©2017 Informatica. Proprietary and Confidential

4 IT Goals & Objectives 2017 (Graeme Thompson)Support 2017 Financial Plan Meet our 2017 IT Expense plan Continue to consolidate, decommission and right-size INFA SaaS portfolio Business Model Agility: Meet the timeline and 2017 objectives for Project Roadtrip as approved by the Board User Experience: Provide Informatica Employees the Technology they need to do their job INFA on INFA: Publically referenceable deployments of our own products achieving strategic goals Operational Excellence: Maintain high standards in change management, improve problem and incident management Establish demand and capacity management for key operational areas Continue to improve stakeholder alignment, delivery and satisfaction Global Security Awareness Training Manage and reduce security and compliance risk in our environment Be a Great Place to work: Consistent, transparent communications and performance management Establish alignment between individual and organizational goals Support and encourage career development Encourage and support diversity ©2017 Informatica. Proprietary and Confidential

5 GSC Goals & Objectives 2017 (Ansa Sekharan)Drive Revenue & Control Operating Expenses Exceed 2017 Financial goals Exceed quarterly maintenance/iCare targets Exceed IU quarterly targets Business Transformation Holistic support framework for business transformation to subscription Support/IU delivery model evolution for subscription products Upscale customer experience Customer Success #1 in customer loyalty ,4.5 average CSAT score Customer adoption for subscription products and V10 adoption Customer Success framework for subscription offerings. Go to Market Strategy Blueprint for unified offerings – perpetual, subscription & hybrid, Cross functional interlock with Sales/pre-sales, IPS & MR Accelerator programs to drive subscription adoption Invest in our people Voluntary attrition less than 10% Leardership traning & internal training /enablement ©2017 Informatica. Proprietary and Confidential

6 Finance Goals & Objectives 2017 (Doug Barnett)Drive Revenue & Control Operating Expenses Manage our Operating Expenses not to exceed $593M “Spend No Dime Before It’s Time” Must have versus nice to have Meet our BRM and QBR objectives and Time-Line Work to develop and monitor key metrics for all Business Units Ensure alignment across all Business Units Business Transformation Meet the timeline and 2017 objectives for Project Roadtrip as approved by the Board Execute on the deliverables and timeline of the Subscription Task Force We need to streamline our business processes and procedures as we accelerate the move to the subscription business model Invest in our people Improve the Communication and Transparency in the G&A Group Quarterly All-Hands Get out of RWC to visit the team once a month Skip level lunches ©2017 Informatica. Proprietary and Confidential

7 Product Goals & Objectives 2017 (Amit Walia)Deliver the 2017 Plan of Record Key focus areas – Florence (DI.next, MDM.Next), Data Governance (Diaku), and IDP Expand adoption of Big Data offerings (BDM/IDL/EIC) and Scale Cloud Trust & Hosting (Certifications, Geo presence, Automation) Maintain MQ leadership across all 5 categories (DI, DQ, MDM, Metadata, iPaaS) Drive cross-functional integrated Ecosystem plans for Salesforce.com, AWS, MSFT, and Tableau. Flesh out GCP strategy. Manage R&D Operating Expenses to not exceed $144.3M in Opex and $5.1 in COGS (need $1M vs $4.1 in plan right now) Build the organization of the future (VP UX, Big Data PM, DevOps/SDLC for Cloud Hosting) and maintain voluntary attrition below 10% Continue multi-faceted communication approach across the global Products organization Quarterly All-Hands/In-region All-Hands (iLabs, Toronto, Tel Aviv, Dublin, Stuttgart/Maxdorf, Cary) Continue skip levels (PM’s, R&D Managers, UX, & Architects) Align to key cross-functional initiatives (RoadTrip for Subscription/Cloud SKU’s, Enablement, Messaging/Branding/Category definition) Execute on the deliverables and on a phased time-line for the Subscription Task Force Delivering Offering-as-a-Service, New subscription SKU’s and related pricing, New LAER/Customer experience model ©2017 Informatica. Proprietary and Confidential

8 Sales Goals & Objectives 2017 (Lou Attanasio)Drive Revenue and Control Operating Expenses Top-line Revenue - Achieve 2017 Corporate Objective Target Subscription Revenues - Achieve 2017 Corporate Objective Target Maintenance/Subscription Renewals – Achieve Corporate Objective Target and Improve Renewal Rates IPS – Achieve 2017 Corporate Objective Target, Improvement Margins and Increase Utilization Execute on the Go to Market Strategy – Measure by Performance by Segment and Geography Align PM, PMM and Segment Leaders by Geography Drive our new Channel Program – Key Metrics will be Channel Resale, Influence and Incremental Focus on Pipeline Build and Progressions – Current and Future Quarters Drive Net New Sales Improve Cross-Sell Upsell Performance Invest and Retain Our People Reduce Attrition throughout the sales organization Enable our people with best of breed enablement programs Develop our Leaders Hire to full capacity Drive Customer Success Improve Customer Satisfaction Improve Market Share #1 Customer Loyalty Focus on building customer references in our key accounts Spend time in the field with our key accounts ©2017 Informatica. Proprietary and Confidential

9 Marketing Goals & Objectives 2017 (Sally Jenkins)Brand Repositioning – Informatica World 2017 launch Agency Selection & Formalize brand measurement metrics Hire VP of Brand Launch CIO Perception Program Launch IW17, including product renaming Demand License: $426M in MSP & Subscription: $119M in MSP Achieve Q1 Cloud pipeline goal $18M as priority Nurture key ecosystems – SFDC, MSFT, Amazon, Tableau, Google (incubate) Evaluate model where marketing contribution to pipeline reduced to increase funding in areas such as Brand, Customer marketing & Corporate Communications Develop and execute field marketing plans based off Global GTM plans Digital Customer Journey Hire VP Digital and Buyer’s Journey – Start Date: 2/16/17 Launch & Operationalize Digital Buyer’s Journey to measure impact; deliver right message, right place and right time to customers, prospects and partners Leverage Marketing Data Lake Influence CX thru trials (partner with Ansa) Integrated GTM by Products Maintain leadership in all MQs Launch Global GTM plans by product, including Diaku and Ecosystem partners – Product Marketing to lead with Centers of Excellence run by Field Marketing, Digital, Corp Comms, Customer/Partner Marketing and Customer References Measure impact of plans, win/loss analysis, communicate risks and mitigation plans Pricing Rollout of products available on subscription People Secure critical hires: VP of Brand Formalize & announce marketing re-org Ensure directs & key team members attend HPL program and have career plans Gain clarity on all marketing jobs working with HR on job descriptions and career ladders Over-communicate to team via All hands, skip level 1:1s, visit key events & regions around globe Maintain attrition rate of <13% ©2017 Informatica. Proprietary and Confidential

10 HR Goals & Objectives 2017 (Maureen Brennan)Review, automate where possible and streamline all Global processes Build Talent Pipeline and Develop Talent Bench Develop a multiyear benefits, global wellness, Compensation and Workday Strategy and Roadmap ©2017 Informatica. Proprietary and Confidential