INFOSYS SERVICES

The primary purpose of corporate leadership is to create wealth legally and ethically. This translates to bringing a high level of satisfaction to five constituencies - customers, employees, investors, vendors and the society-at-large. The raison d'être of every corporate body is to ensure predictability, sustainability and profitability of revenues year after year.

- N. R. Narayana MurthyChairman of the Board and Chief Mentor

Employees: 113,800Employee growth: 8.5%

Infosys emphasizes every aspect of IT. One of India's leading technology services firms, Infosys Technologies provides software development and engineering to corporate clients through a network of development centers in Asia, Europe, and North America. It also provides data management, systems integration, project management, support, and maintenance services. Subsidiary Infosys BPO offers business process outsourcing (BPO) services, and US-based Infosys Consulting provides strategic consulting. Infosys gets effectively all of its sales from international markets, with North America accounting for two-thirds of the total. Clients come mainly from the financial services, manufacturing, telecom, and retail industries.

Key numbers for fiscal year ending March, 2010: Sales: $4,804.0MOne year growth: 3.0%Net income: $1,313.0MIncome growth: 2.5%

Officers:CEO, Managing Director, and Head, Executive Council: S. (Kris) GopalakrishnanCOO and Director: S. D. ShibulalSVP and CFO: V. Balakrishnan

Competitors:SatyamTata ConsultancyWipro Technologies

Service OfferingsServicesInfosys BPO's services practice is focused on Hospitality, Real Estate, Professional Services, and Transportation

and Logistics. We have a Center of Excellence (CoE) for each sector to develop industry-specific solutions and identify nuances of enterprise transactional processes. In addition, the CoE designs training modules to train and certify our professionals before client operations.

Hospitality The IT landscape is challenged by multiple, fragmented

systems which do not interface with each other and decentralized processes that are highly dependent on paper and manual approvals leading to lower operating profits and earnings per share

Inability to reduce costs proportionate with fall in revenues due to the lack of proper process mechanisms

The economic downturn has resulted in reduced Revenue Per Available Room (RevPar) and lower Return On Investment that may lead to asset liquidationOur offerings for the Hospitality industry include:

Customer Service and Sales Support: Central reservation system, frequent guest program management and global preferred account hotline

Hotel Accounting: Invoice processing, sales and use tax calculation, vendor statements review, new vendor set up, re-bills, AP Aging run, accruals and reconciliations

Fixed Asset Procurement: Budgeting, purchase order/ contract generation, expediting, tracking of budget and global LCC sourcing

Human Resources: HR strategy and performance management, payroll and benefits, HR administration and flex-staffing

Knowledge Services: MIS, quantitative research, market risk assessment, decision support, analysis and reporting

Global Distribution Systems – Managing and uploading data to GDS systemsInfosys has a strategic alliance with HVS International to provide offshoring solutions for the global hospitality industry. Founded in 1980 by Stephen Rushmore, HVS International is a global consulting and services organization focused on the hotel, restaurant, timeshare, gaming and leisure industries.

Infosys BPO combines the outsourcing capabilities of Infosys with the consulting expertise of HVS to design solutions for the Hospitality and Leisure industry.

Real Estate Companies face liquidity issues due to high debt servicing

and low operational revenues Lack of funding opportunities and working capital delay

completion of ongoing projects The challenging environment makes it difficult to retain

quality talent and retrench redundant staffOur offerings for the Real Estate industry include:

Property Data Management Tenant Data Management Management Fees Calculation Recovery Schedule Processing Reprojection of Rent Human Resources Offerings

Finance & Accounting Offerings

Human Resources OutsourcingThe Infosys BPO Human Resources Outsourcing (HRO) practice combines global sourcing and delivery capabilities to offer flexible and cost-efficient solutions for acquiring, administering and developing talent.

Our componentized HRO offerings enable customers to embark on the HRO journey easily and realize benefits promptly. Through our transformational expertise, our customers save up to 40% on operational costs and enhance productivity by up to 30%. Our suite of innovative tools measure and improve HR/ business metrics.

We serve clients from our global delivery centers in India, China, Philippines, Mexico, Brazil, Poland, and the Czech Republic.

Offerings

Infosys Business Platform for HRO Infosys’ platform-based solutions help customers migrate to a pay-as-you-use, transactional model with best-in-class technology and processes. The Infosys Business platform for HRO realizes value without huge investments in technology.

HRO Service Packs Our HRO service packs are short-term projects that deliver tangible value within a specified period. They have pre-built solutions and transitions that realize Return on Investment promptly. The sample packs solve common HR issues by leveraging industry best practices, with minimal time and effort from stakeholders.

A Snapshot of Success Stories

Client ChallengeInfosys BPO Approach

Outcome

A leading technology services company having more than 105,000 employees in 27 countries

Decentralized and complex processesAbsence of process metricsMultiple touch points with no visibilityNon-standardized hiring practicesSubstantial administrative overheads

Streamlined processesIntroduced metricsLaunched a shared service center for HR servicesEliminated redundant activitiesCentralized hiring administration through a

Improved customer satisfaction scores from 98.96 % to 99.50%Reduced cost per hire by more than 20%Decreased offer generation time by more than 60%Reduced

web-based process

cycle time by 35%Reduced 7-day shifts to 5 days

A global bank having more than 27,000 employees

Absence of process metricsLow visibilityLimited control over performance

Moved payroll, workforce data management and HR support to a single delivery centerSet up Tier-1 and Tier-2 helpdesks for query resolutionAutomated processes

Increased customer satisfaction scores consistentlyAchieved productivity gain of more than 6%Reduced 5 Full-Time Employee (FTE) workload within a year, saving over US$ .55 millionReduced pay run by 3 hoursEnabled cross-

skilling of process executives

An oil and gas major having more than 96,000 employees in 26 countries

Complex processes and high contract and administrative costs to hire contract workersNon-standardized hiring practicesMultiple partners

Deployed a platform-based solution for hiringCentralized sourcing, screening, scheduling, interviewing, compensation, and contract managementOffshored the hiring organization

Aggregated sourcingImproved contract complianceSaved 15% on spend through improved contract negotiations

Professional Services The industry is characterized by:

A distributed business model across geographies with small branches operating in multiple languages

Non standardized processes across practices and branches

High people- and paper-dependent processes reducing the scope of IT

Individual resources handling multiple processes High dependency on clients/ partners

Our offerings for Professional Services include: Point solution in F&A Platform -based HRO solution

Finance and Accounting

In the Flat World, the CFO has to actively support the business in addition to managing the finances. The CFO is often pulled in opposite directions by business imperatives such as:

Strategy relatedInvestor related

Compliance

Support the enterprise growth (organic and inorganic)Identify key investment areasProvide analytics-based decision support to manage performance

Speed of reportingAccuracy and integrity of data

Legal and statutory requirements across multiple countriesSarbanes-Oxley certificationIFRS and US GAAP convergence

Most importantly, the CFO is required to address these imperatives while reducing the cost of finance and increasing the working capital efficiency of investments.

Infosys' award winning FAO pratice delivers end-to-end Finance and Accounting services and offers outsourcing as a strategic tool that enables CFOs to meet their objectives. Our client portfolio in F&A currently includes global clients across Banking, Manufacturing, Telecom,Publishing,  Media & Entertainment, Services and Distribution.

Catering to Change: Infosys' FAO 360° service-oriented technology suiteFAO 360° is a state-of-the-art proprietary service-oriented technology suite that weaves our process accelerator tools such as Infosys Modular Accounts Payable Solution

(IMAP), Infosys General Ledger Solution (IGLS) and Operations Excellence Management Systems (OEMS) tool. These process accelerator tools eliminate manual work and enhance controls in their respective processes. FAO 360° and enabling partner technologies have enabled us to deliver robust services to our clients.

As of March 2009, our 5,000+ Finance and Accounting professionals have partnered with 40 clients to transform the finance processes by combining expertise in Consulting, Technology and Outsourcing.

Infosys BPO offers solutions in:

Source To Pay Quote To Cash Record To Report Compliance Vertical Specific Accounting Functions

Client Engagements - A Snapshot

ClientF&A Processes managed

Benefits

Dutch Electronics Major

Account Receivables, Journals, GL Accounting, FA Accounting and VAT Reporting

Cost reduction and consolidationReal-time tracking progress during closure

Automation of more than 50% reports

US Commodity Manufacturer

GL Accounting, FA Accounting, Reconciliations, MIS Reporting, Competitor Analysis, BOD Support and Ad-hoc Reporting

Reduction in un-reconciled accounts by 50%Reduction in the number of aged itemsReport automation for more than 40%

UK Private Equity Major

Finance Controls, Finance Analysis, Portfolio Accounting, Fund Accounting and Financial Valuation

Reduction in the number of aged itemsReport automation for more than 30%Accuracy of Reporting

US Communication Service Provider

GL Accounting, Financial Reporting, Cost, Revenue and CAPEX Analysis and MIS reporting

Enhanced ability to integrate acquisitionsReduction in Turnaround time by 25%

Source To Pay

Sourcing Invoice Payment

Market/Demand AnalysisDevelop Category StrategyRFX managementEvaluate, Negotiate and AwardSupplier Performance ManagementContract Compliance and Savings ValidationSupplier AdoptionCatalog Management and Content ManagementContract ManagementTactical/Low Value Buying and Fulfillment 

Assigning payment formsScheduling payment runsDiscount RealizationDynamic Discount Management

Invoice Receipt & Entry Vendor Management

Invoice Receipt and ScanningEDI invoicesInvoice Verification and Entry

Vendor Master UpdatesVendor Helpdesk1099 ProcessingSupplier PortalVendor Statement Reconciliation

Expense ManagementP-Card/Corporate Card AdministrationExpense Reports ProcessingExpense Reports Audit

Invoice Processing  

GL CodingApproval ManagementResolving Match ExceptionsTransaction ResearchDiscrepancy ResolutionPrice Difference Reconciliation

Analytics & Miscellaneous  

MIS ReportingSpend AnalyticsGR/IR reconciliationsVAT ReclaimMonth-end AP-GL Reconciliations

Quote To CashQuotes & Proposals

Lead Management Quoting Pricing Catalog Management

Order Operations

Order Entry and Scheduling Order Validation Credit Review and Management Order Booking On-hold Order Release Order Change/Expedite/Cancellations Contract Management

Customer Invoicing/Billing

Collection of Billing Information Invoice Consolidation Invoice Presentment Revenue Assurance

Accounts Receivable/Collections Management

Cash Application Collections Dispute Management

Deductions Processing Credit Note Processing Account Reconciliation Cash Flow Forecasting

Our Quote To Cash offering is integrated with our solutions in Supply Chain Management. Learn more about Infosys' Supply Chain Managementofferings 

Record To Report

General Accounting Fixed Assets

Manual Journal EntriesAutomated Journal EntriesAccruals/ReversalsBank Statement ProcessingBank Account ReconciliationsPayroll Posting & ReconciliationInter-company PostingsAccounts for Loans/ Investments

Capital Project SetupInvoice RecordingExpense AdjustmentsCapitalizationFixed Assets Retirals /DisposalsDepreciation

Cost Accounting Financial Planning & Analysis

ABC ImplementationABC Model Validation

Management ReportingBudgeting & Forecasting

ABC Model Population & MaintenancePCA ReportingPCA Reconciliation

TaxationInternal AuditTreasuryBusiness Unit SupportDecision Support & Analysis

Closing  

Daily Interface Monitoring & ReconMonth-end Sub Ledger CloseMonth-end Foreign Exchange RevaluationMonth-end General Ledger CloseBalance Sheet Accounts ReconciliationInter-company ReconciliationsAllocationsConsolidationPopulation of Reporting DatabaseAudit Support

ComplianceSarbanes-Oxley Services

SOX Implementation & Documentation SOX Testing SOX Controls Rationalization Process Management & Monitoring SOX Advisory & Consulting

IFRS – US GAAP Convergence Services

Training on US GAAP and IFRS Mapping of ERP systems to capture data elements for

IFRS reporting Mapping of Consolidation systems to meet IFRS

disclosure requirements Roll out of conversion, documentation of new process

flows and controls Post-implementation Review Support ongoing reporting requirements

Internal Controls Services

Perform Controls Test Controls Document and archive test results

Vertical Specific Accounting FunctionsPublishing & Newspaper

Circulation Order Management Returns Processing Circulation Accounting Advertising Accounting Royalty Accounting

Private Equity

Fund Accounting Carry Accounting

Banking

Settlement Reconciliation Mortgage GL Account Reconciliation Cash Account Reconciliation

Distribution

Price Protection Vendor Statement Reconciliation COGS

Telecom

Inter-connect Payables Revenue Assurance Consumer Billing

Infosys Business Platforms: A new Paradigm in Outsourcing

Infosys Business Platforms is an innovative service delivery model. It bundles Business Process Outsourcing with a technology layer to create sustainable value for companies. Our Business Platforms offer end-to-end services on best-of-breed applications hosted, managed and maintained by Infosys. Our standardized offerings require minimal upfront investments and the cost is based on platform usage.

Offerings Infosys' Source-to-Pay Business Platform helps you

manage indirect spend with a process that has SAP-SRM at its core, in a fully hosted and managed environment.

Infosys' Hire-to-Retire Business Platform helps you focus on strategic business opportunities and revenue generation by managing multi-function HR and Payroll functions.

The Infosys Order Management Business Platform (IOMPlus) is a multi-channel selling and order management business platform that realizes significant benefits in efficiency and flexibility.

The Infosys Newspaper-in-a-Box (NiaB) Business Platform enables newspaper companies to converge their processes, technology and operations in an innovative service delivery model.

The Infosys Integrated Data Lifecycle Management (IDLM) solution adopts a hosted, shared services approach to provide Data Quality (DQ) and Master Data Management (MDM) as-a-service.

Benefits  Improved technology adoption by users leading to

increased Return On Investment from the application Lower upfront investment and lifecycle Total Cost of

Ownership Transformed cost structure from Capital Expenditure to

Operating Expenditure Faster deployment through pre-deployed solution Access to best practices from different industry verticals Secured Infrastructure for continuous and reliable web-

based service delivery Optimal service levels tracked for higher performance

and effective response Ensure access to the latest technology at minimal costs

with continuous upgrades

Management Profiles Swami SwaminathanChief Executive Officer and Managing Director, Infosys BPO

Swami has over 30 years of experience in management, finance and accounting, sales and marketing, international trading, and human resources management. He has performed

multiple roles in marketing and operations and has been associated with manufacturing and infrastructure projects in India and abroad. Swami joined Infosys BPO in 2004 and took over as the Chief Executive Officer and Managing Director in January 2010. He is a key member of the Executive Council.

Prior to this, Swami was Senior Vice President and Head of Global Delivery and Horizontal Practices. He provided leadership in building some of the key industry verticals, international centers, horizontal practices, and managing corporate functions such as business transition, quality and risk, thereby contributing significantly to the growth of Infosys BPO.

Swami is a great believer in processes and metrics and has made operations excellence a key strength of the organization.

Under his leadership, Infosys BPO has won several key awards for partnerships with clients, such as the Shared Services Excellence Awards for Best New Outsourced Services Delivery and the Breakthrough Award at the

Global Supplier Awards. Infosys BPO has also won awards for people practices, such as The Stars of the Industry Award for BPO Organization of the Year and RASBIC Awards for Recruiting and Staffing Programs.

Swami is a qualified chartered accountant.

Ritesh IdnaniChief Operating Officer, Infosys BPO

Ritesh has been with Infosys BPO since November 2005. In his current role as Chief Operating Officer, he is responsible for helping the unit meet its financial, operational and

revenue goals. He is focused on managing global operations, sales and client relationships, driving best practices, cost efficiency and end-to-end solutions. Prior to assuming his current role in 2010, he was the global head of sales and marketing and the business head for financial services, healthcare and emerging markets. He successfully helped scale the BPO business from USD 43 million in 2005 to USD 316 million in 2009. He was also acknowledged by FAO Today as a “superstar” instrumental in scaling the BPO business for Infosys in 2008.

Ritesh joined Infosys in 1999 and was the sales head at Infosys Technologies’ Banking and Capital Markets unit till 2005. Ritesh has approximately 15 years of experience in assisting C-level executives in global corporations determine their sourcing strategies, implement governance models and drive the performance of their

outsourcing relationships. He is one of the few leaders globally who has had experience across all facets of the outsourcing business.

Ritesh has been invited to speak at various international forums. He has been recognized as a thought leader within the BPO industry and is frequently sought after by industry analysts, members of the investment community and has been quoted by domestic and international media.

Ritesh has a bachelor’s degree in economics and accounting and an MBA in Finance and Marketing.

Abraham MathewsHead, Finance, Infosys BPO

Abraham Mathews has been instrumental in ensuring that Infosys BPO has consistently delivered on key financial and operational metrics, making it one of the most profitable

companies operating in this space. Abraham contributes significantly towards achieving BPO's key strategies revolving around profitable growth and value enhancement to clients

Abraham comes with 22 years of industry experience and has been with Infosys for the last six years. Abraham is a sought-after speaker at various financial forums. He is certified by various institutes including American Institute of Certified Public Accountants (AICPA), Institute of Management Accountants, U.S. (IMA), Institute of Cost and Works Accountants of India (ICWAI), Institute of Chartered Accountants of India (ICAI), Certified Public

Accountant (CPA), Certified Management Accountant (CMA), Associate Chartered Accountant (ACA), and Associate Cost and Works Accountant (ACWA).

Raghavendra KVice President and Head, Human Resources, Infosys BPO

Raghavendra joined Infosys BPO in August 2008 and currently heads the HRD operations.

In his various stints, Raghavendra has anchored numerous initiatives to support the development

of strategic HR. His focus is on aligning the HR functional role to dovetail business plans. Raghavendra is passionate about the development of HR competencies, managing cultural diversity and change management, especially in the context of mergers and acquisitions.

Raghavendra has worked towards ensuring a strong connect between performance management systems and employee development platforms, enabling a readily available and competent internal pool to meet the challenges in business.

He has worked closely with many universities and educational institutions to ensure that theoretical concepts are backed with practical application. Simultaneously, Raghavendra has ensured that corporations imbibe concepts and management thoughts when discharging their responsibilities. He is passionate about the concept 'learn while you earn' and constantly works towards making it a reality.

Raghavendra is a frequent speaker in HR thought leadership sessions and seminars held at campuses.

Raghavendra is a commerce graduate and holds a post-graduate diploma in project management and international relations from the Madras School of Social Work. He has also undergone one-year AMP from IIM-B.

Anantha RadhakrishnanVice President and Head, Business Transformation and Technology Services, Infosys BPO

Radha is a member of the Infosys BPO Executive Council. He brings with him two decades of global industry experience working at local, regional and corporate levels. Radha also

heads a core team focused on leveraging technology as a key differentiator.

Radha is the Infosys representative and associate member of the National Retail Federation (NRF) and Grocery Manufacturers Association (GMA), US industry bodies in the CPG and Retail space. He has also been on speaker panels at the India Sourcing Summit and FAO Today conferences and spoken about the value of technology-led differentiation in BPO and the next generation BPO.

Radha participated in a CNBC panel discussion on Optimizing Business Processes and was also a panelist at the Reuters Investment Summit. He received his bachelor's in engineering and master's in management from the Indian Institute of Management, Lucknow.

Vaitheeswaran SVice President and IBU Head, Manufacturing Business Unit and India Business, Infosys BPO

Seetharaman Vaitheeswaran (Vaithee) heads the largest vertical in Infosys BPO, generating revenues in excess of US$ 130 million with a work force of over 5,000. His unit services

clients in the hi-tech manufacturing and resources space from across Infosys BPO's Global Delivery Centers.

Vaithee also heads Infosys BPO's India Business. Vaithee heads the Operations Excellence Council, and in the last two years has successfully established high delivery predictability to operations and rigor on domain certifications. With extensive experience in the core manufacturing sector he drives value delivery to clients in the vertical.

He is involved in strategy formulation and implementation, as part of the Executive Council of the company. Vaithee also heads the Training Council at Infosys BPO.

Vaithee brings 29 years of experience in Sales and Marketing, Supply Chain Management, Operations, and Global Marketing.

He is an active member of several industry associations such as the export council CII. He is also on the Executive Council of the Tractor Manufacturing Association of India (TMA) and he is a corporate member of the Automotive Components Manufacturers Association (ACMA). He has written several white papers on the outsourcing industry and manufacturing excellence.

Vaithee holds a post-graduate diploma in Materials Management and a bachelor's degree in Engineering from the University of Madras.

Gautam ThakkarVice President and Head - Finance and Accounting, Sales & Fulfillment, Human Resource Outsourcing, Infosys BPO

Gautam joined Infosys Technologies in 2000 as a Senior Principal with the Consulting business. He was one of the founding members of Infosys BPO which was started in 2002. Currently,

Gautam heads the Finance and Accounting, Sales and Fulfillment, and Human Resource Outsourcing operations.

Prior to this, he was the head of Infosys BPO in Europe. Based out of London, Gautam was primarily responsible for growing the business from US$ 28 million to US$ 116 million in two years. During his tenure in Europe, he led the acquisition of Philips' three Global Shared Service Centers in Poland, Thailand, and India. Gautam played a key role in integrating these centers with Infosys BPO. It was one of the largest Finance and Accounting Outsourcing (FAO) deals in 2007.

A member of Infosys BPO's Executive Council, Gautam's wide range of expertise include business development, transition and running of global operations. He has helped define business processes and transition methodologies for BPO services, built value propositions and driven transformation programs for global clients.

Gautam is responsible for driving Infosys BPO's International Center Strategy. It includes developing new

models for global delivery from international centers and driving international center-specific initiatives.

He has over 20 years of global experience in outsourcing, operations, technology consulting, and new business development across various industry verticals in North America, Europe and Asia.

Gautam has a bachelor's degree in Industrial Engineering from Purdue University.

Gopal DevanahalliVice President and IBU Head, Communications, Media and Entertainment Business Unit, Infosys BPO

Gopal brings over 18 years of industry experience. Since March 1999, he is working with Infosys and with Infosys BPO, from August 2007. In his current role he heads the

Communications, Media and Entertainment Unit as well as the Customer Service Practice. Gopal is also responsible for Infosys BPO's M&A activities.

Prior to his current role, Gopal was part of the corporate planning group and was leading strategy planning at Infosys Technologies for a year. He has spent seven years in business development in the U.S. and was the Head of Sales for Retail and CPG Business Unit based out of Dallas, Texas.

Gopal is invited to speak at key industry forums including NASSCOM. He is the Co-Chairman of the Bangalore Chapter of the International Association of Outsourcing Professionals (IAOP).

Gopal received his post-graduate diploma in management from the Indian Institute of Management, Calcutta and holds a master's degree in computer science from BITS, Pilani.

Awards

Infosys is India's most admired company: The Wall Street JournalThe Flat World is not only rapidly transforming the business landscape, but also compelling global companies to seek reliable partners for sustainable growth. Infosys is showing how an ecosystem of innovation and sound corporate governance can deliver predictable results despite the odds.

On the cusp of the 30th anniversary, Infosys continues to inspire trust and confidence among customers, investors and other constituents. The company was ranked India's 'Most Admired Company' in The Wall Street Journal Asia 200, a listing of Asia's leading companies in 2010. Infosys has achieved this distinction for nine years in a row.

In the online survey of readers and online subscribers of The Wall Street Journal, Infosys topped the rankings for corporate reputation and vision. Established in 1981 with capital of US$ 250, Infosys has grown to a US$ 4.6 billion IT services and consulting company by living the values of the founders:

'When in doubt, disclose'Infosys has always shared relevant information with

stakeholders. We have gone a step further by disclosing information that is not required by law. In fiscal 1994, we provided a comparison of actual performance vis-à-vis projections made in the prospectus. After setting the precedent, such disclosure became mandatory in India.

'Lead by example'Infosys pioneered the Global Delivery Model, which distributes work and integrates components across global locations to provide maximum value. We took outsourcing to the next level - modular global sourcing enabled by technology, driven by a global talent pool and spurred by new business models to accelerate innovation.

'Exceed expectations, consistently'Infosys has always set the highest standards for employees and the industry. This pursuit of excellence drives more than 100,000 employees to improve themselves both at the individual and professional levels. It manifests as new benchmarks in sustainable business solutions and corporate governance.

The Wall Street Journal reports that Infosys' ability to increase its global footprint and diversify into new areas, such as healthcare, pharmaceuticals and life sciences, enabled the company to emerge as India's most admired corporation

Infosys Tops India's Most-Admired Companies:WALL STREET JOURNAL

The combination of global recession and rising anti-outsourcing sentiment in the U.S. can't be good for a company that relies on the U.S. and Europe for nearly 87% of its revenue, but Infosys Technologies Ltd. managed to emerge as India's most-admired corporation in The Wall Street Journal's Asia 200 survey.

Infosys software professionals walk at the Infosys campus, at company headquarters in Bangalore on 13 July 2010.

India's Top 10

Ranked by average score 1. Infosys Technologies 2. Tata Consultancy Services 3. Tata Steel 4. Larsen & Toubro 5. Hindustan Unilever 6. Maruti Suzuki India 7. Tata Motors 8. Housing Development Finance 9. Bharti Airtel 10. Wipro

India's information-technology sector was hit hard by the slowdown.

For Infosys, revenue in the 2010 financial year, which ended March 31, was up just 4.8% from a year earlier, compared with 30% growth the previous year. Growth in after-tax profit slipped to 3.8% from 29%. And then there was the U.S. government's decision to increase visa fees for IT workers.

Infosys didn't lobby against the change, but has become more proactive since, said Ashok Vemuri, a senior vice president at the company—trying to "put forth our views of how we can keep the services markets open in a global market."

Meanwhile, the company looks to diversify geographically, and to push beyond its established fields

—financial services, retail and energy and utilities—into health care, pharmaceuticals and life sciences.

The first quarter of the current financial year showed improved revenue growth, to 13%, but a 2% drop in net profit. Things seemed to be clicking in the second quarter, with revenue up 24% and net up 13%

FunctionsInfosys BPO offerings for critical business functions improve organization’s operational efficiency and enable better ROI.

Business Platforms Customer Service Outsourcing Finance and Accounting Human Resources Outsourcing Knowledge Services Legal Services Sales and Fulfillment Sourcing and Procurement Outsourcing

About Us

What We DoInfosys BPO, the Business Process Outsourcing subsidiary of Infosys Technologies Ltd., (NASDAQ: INFY), is an end-to-end outsourcing services provider. Infosys BPO addresses your business challenges and unlocks business value by applying proven process methodologies, integrated IT and business process outsourcing solutions. The company applies business excellence frameworks to significantly reduce costs, enhance effectiveness and optimize business processes. The company focuses on integrated end-to-end outsourcing and delivery of result-oriented benefits to our clients through reduced costs, ongoing productivity improvements and process reengineering.

Our business solutions and leadership are recognized by several global forums. We are consistently ranked among the leading BPO companies in India by industry bodies such as Global Outsourcing 100 (The International Association of Outsourcing Professionals), FAO Today, and NelsonHall.

Infosys BPO has not only pioneered "Business Value Realization" (BVR), but has also emerged as a trusted and valued collaboration partner through consistent focus on improving process and end-business metrics. We continue to enable realization of business value, customer satisfaction and co-creation to sustain long term partnerships.

We take pride in being a consistent performer and are endorsed by industry analysts, customers (internal and external), and alliance partners. Infosys BPO is a global company operating in the Americas, APAC, Australia and Europe with over 18,000 employees and revenues of $352.1 million as of March 31, 2010.

Our Business Transition MethodologyInfosys BPO enables flexible business process management services through global delivery centers. We believe that a well managed transition provides a robust foundation for smooth operations.  A key aspect of our service is the transition of business processes from client’s locations to our delivery center(s). We have a comprehensive and mature transition methodology documented from over 1,000 transitions.

Infosys BPO leverages global delivery centers to deliver predictable and flexible business process management services. A key aspect of our

service delivery is the successful migration or transition of business processes from the client’s locations to our delivery center(s).

We have a comprehensive and mature transition methodology that has been refined and documented during the course of more than 1,000 transitions. Compliance is monitored through check points at different stages.

We believe that a well managed transition provides a robust foundation for a stable operation across the outsourcing cycle.

Transition MethodologyOur transition methodology ensures process enhancement across five phases:

Project Preparation Planning Execution Parallel Run Steady State

At the end of each phase, our quality team confirms meeting pre-defined success criteria that are mutually agreed by the client and our transition team. Our quality team works independently of the transition team.

We also encourage clients to participate in reviews and audits. Our transition methodology addresses knowledge management, technology management, operations management, contract management and program management. A high level of accountability is ensured through individual owners for each track, as illustrated below.

Project PreparationProject preparation begins with the handover of the solution design to the transition team. It involves defining the roles and responsibilities of key stakeholders to ensure a smooth transition. A dedicated transition team consisting of a transition manager, operation and documentation specialists, and trainers, is deployed.

The team has access to a shared resource pool from technology, legal, finance, human resources and quality during transition. It involves Knowledge Transfer (KT), team identification and preparing the team for onsite assignment.

PlanningAfter a detailed planning workshop with the client, this phase involves finalization of the integrated project plan. It includes plans for operations, delivery, technology, recruitment, quality, and risk to cater to project requirements. In addition, the integrated project plan mobilizes resources and arranges logistics.

The objectives of planning include -

Creation of a detailed execution plan for all work streams Validation of FTE ramp-up, technology requirements and establishment of

a governance structure Identification of deliverables across different functionalities Pre-empting and monitoring implementation of the plan across all phases –

a continuous and consistent exercise

Assessing and mitigating risk Workflow tool/ point application requirement collection and analysis

ExecutionExecution involves the implementation of the transition solution. We deploy domain, process and technology teams to address transition -

Knowledge transfer: Includes the construction of operating procedures, preparation of training documents, and training executives to execute the process offshore

Technology transfer: Identifies the optimal network architecture, procurement of bandwidth and systems, and installation, testing, and deployment of technical infrastructure

Operating preparedness: Includes recruitment, induction and site preparationParallel RunIn this phase, offshore operations are initiated with active client support. Gradually, the responsibility is transferred to the offshore operations team while ensuring that inter-dependent processes are not affected. It involves several stages:

Preparation of the ramp-up schedule Managing logistics Execution of offshore ramp-up and onsite ramp-down while maintaining

continuity of operations Establishing service levels

Parallel run helps achieve robust operations with all the resources and infrastructure to execute steady state operations.

Steady State'Steady state operations’ is the ongoing delivery of services. The key objective is "business as usual," where the outsourced processes are executed in accordance with the norms in the Service Level Agreement (SLA). Steady state involves:

Security and business continuity SLA metrics tracking and reporting to monitor continuous performance Human Resource Management

Quality Management SystemOur transition framework has several features:

Check points after each phase of transition to enable robust implementation

Health checks after go-live as a warranty Structured Customer Satisfaction (CSAT) survey after each transition to

elicit client feedback and ensure world-class transition

These IT projects can help you achieve your goals of returning to stability or even cautious growth.

Maybe your company is different, but most companies I deal with don't start getting serious about creating their IT budgets for next year until after Labor Day. While the 2009 budgets were thrown out the window by many IT execs as the economy spiraled downward, 2010 looks more promising. So if you are one of those executives looking for a return to stability and maybe even some cautious growth, what are 10 IT projects that can help you achieve those goals? These are growth projects and not constant standbys of security, storage and hardware maintenance and upgrades. The old standbys have to be fed, but they won't fuel a growth rebound.

1. Mobility. It's time to think about application development with the mobile device as the primary client. Your top executives and your sales force are using their mobiles as their primary way of staying in touch with the company. Your customers are more likely to respond to offers made via mobile messages. Rather than thinking about how to mobilize older enterprise applications, think about mobility as the start of the project. And by the way, do you have the application developers with a mobile track record? I recently named mobile as one of the five enterprise applications you should be developing now.2. Social networks. This is one you are going to hear a lot about. What you are not going to hear a lot about is how to build the reporting tools required for a successful social network program. Rather than send everyone off Twittering and running Facebook pages, start with what you are trying to accomplish first. Feel free to click over to my article on how to build successful business social network applications. Remember, if you can't measure it, you can't figure out if it is successful or not.3. Enlarge your company's product development team. Remember the motto, "The customer is always right"? Technology firms such as Dell have had success at bringing their customer base into the product development process. Do you make it easy for customers to recommend new products and improvements to existing products and services? You should.4. Get with the cloud and virtualization. One of the problems with the ways the technology firms have marketed cloud computing and virtualization is the pitch that it is mostly about cutting costs. However, cloud computing also offers a way for companies to quickly provision technology infrastructure for startups within their own company. A Fortune magazine article recently profiled browser pioneer Mark Andreessen explaining why startups will proliferate in the era of cloud computing. Does your company have a plan in place to rapidly support internal startups with technology or does the startup team sit gathering dust as they wait for databases, servers and commerce services to be deployed?5. Think outside your technology box. Yes, it is easier to manage your technology resources when everyone uses the same laptop, the same operating system, the same database, etc.

But if your company is going to take advantage of new business intelligence tools hosted in the cloud or new applications from companies such as Salesforce.com or new e-commerce tools from companies like Amazon, you have to start small. You have to find and fund the technology pioneers in your company or you are going to be stuck in the same tech rut as last year.6. Be a leader. How are you developing the new tech talent in your company? While your travel budget may have been clobbered by the economic recession, you have many opportunities in virtual trade shows, e-seminars and smaller local events. Do you track the e-seminars your employees attend? Do you have a way to evaluate which e-sems and virtual trade shows offer the most value? Do you recognize employees who have gone out of their way to learn a new technology and bring it to your company's talent pool? You should. Here's a calendar of the e-seminars being offered by my company, Ziff Davis Enterprise. 7. Think outside your company's business box. How much time do you spend looking at how the competitors to your company are using technology? What is their Web interface? How easy or difficult is it to order a product from the competitor? Sign up for their newsletters, mobile alerts and e-seminars where they may be a presenter. Now, take a few moments to step away from your industry and see how technology is being used by startups. Are they making use of geolocation services? What are their offerings like on mobile devices such as the iPhone App Store? This is not just Web surfing—this is called competitive analysis, and if you are structured about it, you can find some good ideas for your company.8. Understand the new online contractor services. Web firms like ELance are changing the way contractors are hired. If there is an upside to a strained economy, it is there are lots of good contractors suddenly available. You really need to understand how these new Web-based contractor services work if you are going to figure out how to get the programming and application development resources for your new projects.9. Rethink your company's IT infrastructure. I know this article is about 10 projects for new services, but if you are like most companies, the majority of your IT budget still goes into keeping the lights on and the servers running. Reducing those costs is where you free up new development dollars. The new part is you have a wider range of hosted services to look at than even a year earlier.10. Be structured about looking at the new offerings from old vendors. Soon you will be asked about Windows 7 and new hosted application offerings from Oracle, new video services from Cisco and new business applications from Google. The big vendors have not been sleeping, but have been waiting for some economic sunlight before making their product marketing pushes. How many of these big platform switches can you make in a year? How rigid is the ROI that you can attach to these offerings? The execs from these companies are playing golf with your boss, and you need to have a reason why or why not you are ready to take on big projects that will consume most of your new project dollars and people resources.

Bangalore, Jan 13 (PTI) Country''s second largest software firm Infosys Technologies lost more employees than it hired during the October-December quarter.

While the company hired 11,067 employees in the third quarter this fiscal, nearly 5,756 exited the organisation during the same period, taking the net addition to 5,311, the company said.

The attrition rate has gone up to 17.5 per cent by December from 11.6 per cent in like period year-ago, Infosys said in a statement.

It stood at 17.01 per cent at the end of the previous quarter (September),

However, according to the statement, the company''s attrition rate (last 12 months (LTM) basis) stood at 17.5 per cent in the third quarter of this fiscal compared to 17.1 per cent in the preceding quarter.

"Employee referrals are at an all-time high. Lateral hiring was a record this quarter," Infosys Member of the Board and Head - HRD and Education & Research TV Mohandas Pai said.

As on December 31, 2010, Infosys and its subsidiaries employed a total of 1,27,779 people compared to 1,09,882 at the end of December 31, 2009, it added.

The company had earlier said it expects to hire about 40,000 people this year by March 31, 2011.

"Our attrition has reduced. The employee engagement programme has shown good results. Employee referrals are at an all time high. Lateral hiring are a record this quarter,"

Infosys CFO SD Shibulal added, "After the slowdown attrition went up. But now this has stabilised and is not that big a concern. The industry has always been able to manage it."

"Hiring at entry level is not that difficult, but hiring experienced people is a challenge since we are picking up people from other companies. It is like a musical chair that goes on," Infosys CEO and MD S Gopalakrishnan said.

The company, which counts BT Group, BP Plc and Goldman Sachs among its clients, said it has added 40 clients during the quarter taking its total active clientele to 612.