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 Murthy
Chairman of the Board and Chief Mentor
Employees: 113,800
Employee 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: $4,804.0M
One year growth: 3.0%
Net income: $1,313.0M
Income growth: 2.5%

Officers:
CEO, Managing Director, and Head, Executive Council: S. (Kris)
Gopalakrishnan
COO and Director: S. D. Shibulal
SVP and CFO: V. Balakrishnan

Competitors:
Satyam
Tata Consultancy
Wipro Technologies

Service Offerings
Services
Infosys 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 liquidation
Our 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 systems
Infosys 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 staff
Our 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 Outsourcing

The 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

Infosys
Client Challenge BPO Outcome
Approach
A leading Decentral Streamli Improv
technolog ized and ned ed customer
y complex processes satisfaction
services processes  Introduc scores from
company Absence 98.96 % to
ed metrics
having 99.50%
of process  Launch
more
than
metrics ed a shared Reduce
d cost per
105,000  Multiple service
touch points center for hire by more
employee
with no HR services than 20%
s in 27
countries visibility  Eliminat Decrea
 Non- ed sed offer
standardized redundant generation
hiring activities time by
practices more than
 Centrali
60%
 Substanti zed hiring
 al administratio Reduce
administrative n through a d cycle time
overheads web-based by 35%
process  Reduce
d 7-day
shifts to 5
days
A global  Absence  Moved  Increas
bank of process payroll, ed customer
having metrics workforce satisfaction
more data scores
 Low
than managemen consistently
visibility
27,000 t and HR  Achieve
employee Limited
support to a
control over d
s single
performance productivity
delivery gain of more
center than 6%
 Set up  Reduce
Tier-1 and d 5 Full-
Tier-2 Time
helpdesks Employee
for query (FTE)
resolution workload
 Automat within a
ed year, saving
processes over US$ .
55 million
 Reduce
d pay run by
 3 hours
 Enable
d cross-
skilling of
process
executives
An oil  Complex Deploye Aggreg
and gas processes d a platform- ated
major and high based sourcing
having contract and solution for  Improv
more administrative hiring ed contract
than costs to hire  Centrali compliance
96,000 contract zed  Saved
employee workers sourcing, 15% on
s in 26  Non- screening, spend
countries
standardized scheduling, through
hiring interviewing, improved
practices compensatio contract
 Multiple n, and negotiations
partners contract
managemen
t
 Offshor
ed the hiring
organization

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:
Investor
Strategy related Compliance
related
 Support the  Speed of  Legal and
enterprise growth reporting statutory
(organic and  Accuracy requirements across
inorganic) and integrity of multiple countries
 Identify key data  Sarbanes-Oxley
investment areas certification
 Provide  IFRS and US
analytics-based GAAP convergence
decision support to
manage
performance

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 suite
FAO 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
F&A Processes
Client Benefits
managed
Dutch Account Receivables, Cost
Electronics Journals, GL reduction and
Major Accounting, FA consolidation
Accounting and VAT  Real-time
Reporting tracking
progress during
closure
  Automatio
n of more than
50% reports
US Commodity GL Accounting, FA  Reduction
Manufacturer Accounting, in un-
Reconciliations, MIS reconciled
Reporting, Competitor accounts by
Analysis, BOD 50%
Support and Ad-hoc  Reduction
Reporting in the number
of aged items
 Report
automation for
more than 40%
UK Private Finance Controls,  Reduction
Equity Major Finance Analysis, in the number
Portfolio Accounting, of aged items
Fund Accounting and Report
Financial Valuation automation for
more than 30%
 Accuracy
of Reporting
US GL Accounting,  Enhanced
Communication Financial Reporting, ability to
Service Provider Cost, Revenue and integrate
CAPEX Analysis and acquisitions
MIS reporting  Reduction
 in Turnaround
time by 25%

Source To Pay
Sourcing Invoice Payment
 Market/Demand Analysis  Assigning payment
 Develop Category Strategy forms
 RFX management  Scheduling payment
runs
 Evaluate, Negotiate and
Award  Discount Realization
 Supplier Performance  Dynamic Discount
Management Management
 Contract Compliance and
Savings Validation
 Supplier Adoption
 Catalog Management and
Content Management
 Contract Management
 Tactical/Low Value Buying
and Fulfillment
 

Invoice Receipt & Entry Vendor Management

 Invoice Receipt and  Vendor Master

Scanning Updates
 EDI invoices  Vendor Helpdesk
 Invoice Verification and  1099 Processing
Entry  Supplier Portal
 Vendor Statement
Reconciliation
 Expense
Management
 P-Card/Corporate
Card Administration
 Expense Reports
Processing
 Expense Reports
Audit
Invoice Processing  

 GL Coding  
 Approval Management
 Resolving Match
Exceptions
 Transaction Research
 Discrepancy Resolution
 Price Difference
Reconciliation

Analytics & Miscellaneous  

 MIS Reporting
 Spend Analytics
 GR/IR reconciliations
 VAT Reclaim
 Month-end AP-GL
Reconciliations

Quote To Cash
Quotes & 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 Entries  Capital Project

 Automated Journal Entries Setup
 Accruals/Reversals  Invoice Recording
 Bank Statement Processing Expense
 Bank Account Adjustments
Reconciliations  Capitalization
 Payroll Posting &  Fixed Assets
Reconciliation Retirals /Disposals
 Inter-company Postings  Depreciation
 Accounts for Loans/
Investments
Cost Accounting Financial Planning &
Analysis

 ABC Implementation  Management

 ABC Model Validation Reporting
 ABC Model Population &  Budgeting &
Maintenance Forecasting
 PCA Reporting  Taxation
 PCA Reconciliation  Internal Audit
 Treasury
 Business Unit
Support
 Decision Support &
Analysis
Closing  

 Daily Interface Monitoring &

Recon
 Month-end Sub Ledger
 Close
 Month-end Foreign
Exchange Revaluation
 Month-end General Ledger
Close
 Balance Sheet Accounts
Reconciliation
 Inter-company
Reconciliations
 Allocations
 Consolidation
 Population of Reporting
Database
 Audit Support

Compliance
Sarbanes-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 Functions

Publishing & 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 Swaminathan
Chief 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 Idnani
Chief 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 Mathews
Head, 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 K
Vice 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 Radhakrishnan
Vice 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 S
Vice 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 Thakkar
Vice 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 Devanahalli
Vice 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 Journal
The 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%
Functions
Infosys 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 Do
Infosys 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 Methodology
Infosys 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 Methodology
Our 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 Preparation
Project 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.
Planning
After 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
Execution
Execution 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
preparation
Parallel Run
In 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 System
Our 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.