GENPACT

INTELLIGENT ENTERPRISES POWERED BY PROCESS Genpact is a leader in the globalization of services and technology and a pioneer in managing business processes for companies around the world. The company combines process expertise, information technology and analytical capabilities with operational insight and experience in diverse industries to provide a wide range of services using its global delivery platform.

Genpact provides a wide range of services including Finance & Accounting, collections and customer service, Insurance, supply chain & Procurement, Analytics, Enterprise Application, IT infrastructure and Management. Its goal is to help the clients improve the ways in which they do business by continuously improving their business process through Six Sigma and Lean principles and by the innovative use of technology. As a service, they strive to be a seamless extension of our clients operations.

Complex processes in multiple geographic regions, delivering its services from a global network of more than 51 delivery centers in 17 countries. Their global delivery centers are located in India, China, the phillipines, Romania, Hungary, Poland, South Africa, the Netherlands, Spain, Morocco, Mexico, Gautemala, United States, Colombia, Brazil, UAE and Japan.

They build their business by meeting the demands of the leaders of the General Electric Company(GE) to increase the productivity of their businesses. They began in 1997 as the India-based business process services operation of GE capital.

Leadership team,processes and culture have been deeply influenced by eight years as a captive operation of GE. Many elements of GEs success- the rigrous use of metrices and analytics, the relentless focus on improvement, a strong emphasis on the client and innovative human resources practices are the foundations of the business.

This became an independent Company in 2005 and, since then, they have grown rapidly continued to expand their range of services and diversified their client base.

Genpact Limited (NYSE: G) is a global provider of business process and technology management services, offering a portfolio of enterprise and industry-specific services. It was formerly a GE owned company called GE Capital International Services or GECIS Currently it employs over 55,000 people in various locations providing services in 25+ languages on a 24/7 basis.

Genpact serves clients in various industries including Banking and Financial Services, Insurance, Capital Markets, Healthcare, Lifesciences, Consumer Goods, Retail, Aerospace, Automotive, Energy, HiTech, Transportation & Logistics, and Hospitality. Genpact went public on NYSE on August 2, 2007 under the symbol "G

Smart Enterprise Processes (SEPSM):

In 2009, Genpact introduced its Smart Enterprise Processes (SEPSM), a scientific methodology enabling business process effectiveness to deliver measurable business outcomes. With SEPSM, companies can achieve substantially improved financial performance by breaking down organizational silos and making business processes effective and measurable. Compared with traditional efforts focused on efficiency within individual processes or business units, SEPSMs end-to-end methodology can deliver two to five times the impact on improved cash flow, margins, revenue growth or other targeted financial and operating metrics. SEPSM methodology was reviewed and recognized by International Data Corporation (IDC) and other Industry Analysts

Latest Acquisitions:

April 2011: Genpact to acquire Headstrong, a Virginia-based consulting and IT services company with a specialized focus in financial services, for US $550 Million.

On 15th September 2011, Genpact Acquired EmPower Research, an integrated media and business research company with strong capabilities in social media research and measurement. EmPower management has offices based in New York, Bangalore, Cincinnati, New Jersey, San Francisco and London. On April 18, 2012, Genpact announced its move to buy the European business process company 'Accounting PLaza'.

Overview:

The company traces its beginnings to 1997, Where under the name of GECIS, it was established as an independent business unit of GE capital. The organization was chartered to provide business process management capabilities that would deliver outstanding efficiencies to all business across GE. Genpact became an independent company in 2005 was successfully listed on the NYSE in 2007, trading under the stock symbol G. An early innovator in the business, Genpact has been responsible for introducing many of the concepts that have given strength to the industry. Genpact was the firstto leverage Six Sigma for process transitions, delievering greater process gains to clients. With smart enterprise processes, Genpact is the first to introduce a proven, scientific approach that delivers the benefits of effectiveness in addition to efficiency and focuses on business outcomes versus only looking at transactional results. Genpact approach puts process in the forefront, understanding the value process brings to a company in driving front end results such as customer satisfaction and retention, revenue generation and profitability. The company couples deep process knowledge and insights with a focused IT approach, targeted analytics and pragmatic engineering to deliver an integrated process solution. Genpact has built its credentials to support this direction with the single largest pool of dedicated Lean Six Sigma experts in the industry, attrition rates in the industry; the largest global analytics and research services organization, and the technology expertise to enable great processes. Services portfolio: Genpact has a broad portfolio of core enterprise and industry-specific services including: SERVICES

Core Business Finance and Accounting Procurement and supply chain Collections and customer service Human resource services Legal Processing IT infrastructure Services Manufacturing & services

Smart Decision Services Analytics & Reasearch Risk Management services Reengineering

Industry Specific AServices Insurance operational solutions Banking operational solutions Investment management operational solutions Healthcare operational solutions Pharmaceutical operational solutions Retail/CPG operational solutions Automotive operational solutions Capital markets Infrastructure and marketing and services.

Clients: Genpact manages over 4500 processes for 600+ clients across a breadth of industries. The companys client base is diverse in terms of industry, business size and process need. The diversity serves both the company and client base in bringing

broad, practical process expertise. Genpactsproven strategy has been to grow with its clients with revenues coming from both new and existing clients. Clients include: AstraZeneca, BUPA, Ceridian, Citibank, Diebold, ebay, GE, GSK,Halifa, Bank of Scotland, Hertz, Hineken, Hyatt, Ashland, Kimberley Clark, Miami childrens Hospital, National Australia Bank, Nissan, Serco, Symantec, Walgreens, wells Fargo, wellpoint/wellchoic among othrs. Genpacts objective is to service its clients from the location that best meets their need taking into consideration business objectives, cultural considerations, language requirements and cost containment goals. Genpact prides itself in driving seamless delivery and singular service culture across its operating locations, accomplished through strong people practices and local management.

THE GENPACT DNA OF LEAN SIX SIGMA

Genpact is proud of its heritage of Lean Six Sigma- it is the way they work, a part of the DNA! Lean Six Sigma is a tool, a methodology for quality improvement that has been around for many years, So the difference is not the tool but how a company embraces it and puts it to work. As a part of GE, they were an initial beta site under jack Welch, who bcame known worldwide as a leading proponent of Lean Six Sigma. Lean Six Sigma was common in manufacturing but GE was an early innovator in its application to services and made this a tremendous success. There are two type of companies when it comes to embracing Six Sigma. Those where it simply a function and others where Lean Six Sigma is driven through the organization, Which is true of GE and is clearly true for genpact. It permeates what is done and is highly visible in operations, people processes and leadership direction. Clients routinely comments on the bench strength and the caliber and the exoerience of the teams. We take a different approach to client engagements. They go beyond the scope of the contract to take a comprehensive upstream/downstreamview, Which extends the impact on the clients business. We see the job asdestroying our own r4evenue by being proactive in driving further efficiency gains and working with clients to reengineer processes end- to-end. Understanding that a short term loss will lead to a longer term gain, as our strategic partnership grows.

They work to tightly integrate with the clients operations, creating a seamless process environment. The teams adopt the mindset that this is about the clients business, not ours. Certainly, a culturally ingrained hard-to-replicate DNA of Genpact.

THE GENPACT DNA OF LEAN SIX SIGMA

Genpact is proud of its heritage of Lean Six Sigma- it is the way they work, a part of the DNA! Lean Six Sigma is a tool, a methodology for quality improvement that has been around for many years, So the difference is not the tool but how a company embraces it and puts it to work. As a part of GE, they were an initial beta site under jack Welch, who bcame known worldwide as a leading proponent of Lean Six Sigma. Lean Six Sigma was common in manufacturing but GE was an early innovator in its application to services and made this a tremendous success. There are two type of companies when it comes to embracing Six Sigma. Those where it simply a function and others where Lean Six Sigma is driven through the organization, Which is true of GE and is clearly true for genpact. It permeates what is done and is highly visible in operations, people processes and leadership direction. Clients routinely comments on the bench strength and the caliber and the exoerience of the teams. We take a different approach to client engagements. They go beyond the scope of the contract to take a comprehensive upstream/downstreamview, Which extends the impact on the clients business. We see the job asdestroying our own r4evenue by being proactive in driving further efficiency gains and working with clients to reengineer processes end- to-end. Understanding that a short term loss will lead to a longer term gain, as our strategic partnership grows. They work to tightly integrate with the clients operations, creating a seamless process environment. The teams adopt the mindset that this is about the clients business, not ours. Certainly, a culturally ingrained hard-to-replicate DNA of Genpact.

AWARDS & INDUSTRY RECOGNITION: Process Innovation Award SEP- NASSCOM Innovation Awards 2011

Most consistent business Impact,2011 service provider excellence award by the outsourcing center

 Best performing BPO provider and best performing FAO firm-Global service survey,2009 No.1 ITes-BPO company in India-NASSCOM 2005-11 Among top 20 in IAOPs global outsourcing 100, 2008-10 Top procurement outsourcing providr Black book of outsourcing 2007-09 Bst business Model-china service outsourcing CODC,2008

Bst ITO service provider and best itms provider-chinese enterprise information top 500 conference,2009 Technology company of the year- International by economictimes.comBPO award 2010 Excellence in Education Award by LOMA,2010

Gold Award best integration of Learning and talent management, Brandon Hall Awards 2010

Genpact is a global leader in business process and technology management, offering a broad portfolio of enterprise G&A and industry specific services, coupled with strong IT , analytics and reengineering capabilities.

MANAGEMENT TEAM:

NV Tyagrajan, Chief Executive Officer Mohit Bhatia, Chief Financial Officer Mohit Thukral, Banking,Financial services andInsurance,healthcare,phillipines Sandeep sahai, Capita markets(headstrong),IT solutions Patrick Cogny,Infrastructure,Manufacturing & services, Europe

Arvinder Singh,Global sales and Markrting Leader,client relationship,Reengineering Piyush Mehta, Human Rsource, Hiring, Training Sasha Sanyal,SEP and Lean Six Sigma

Genpacts FP&A Services: Serving clients with multiple ERPs and business intelligent tools( Hyperion, BI, BW Cognos, Oracle-OFA, ADI, Discoverer) End-to-End FP&A Services Planning and budgeting Group consolidation Incomw statement analysis Balance shet/ cash flow analysis Complete planning and analysis support Pricing Preparation of short range,medium and long term plans Budget versus actual analysis Operations support(reports, packages,review calls) Specialized analysis

INTRODUCTION OF THE PROJECT

Collaborative Approach to PRICING

Genpact works with customers to collaboratively design the most optimal model to match the business situation. These pricing models are discussed below: FTE Based Pricing: In FTE based pricing the Base price for each FTE deployed. There could be couple of options Fully loaded FTE price i.e.,including account management charges as part of FTE price. FTE price excl. account management charges and a separate charge for the governance structure(e.g., enabling functions, operating leaders etc), thus passing the scale benefit to the client and the risk of managing operation is kept by the service provider.

APPLICABILITY Complex contextual processes(General accounting, reporting, FP& A, taxation etc) where output units of measure are not homogeneous. Preferred in cases where the process needs to change and current performance baseline may not be relevant.

Milestone Billing

Milestone billing means distributing the total amount to be billed over multiple billing dates in the billing plan when pre-defined milestones are reached. As each milestone is successfully reached, the customer is billed either a percentage of the entire project cost or simply a pre-defined amount agreed upon prior to the project. Organizations may use performance-based milestone billing to assure clients that they are invested in successfully meeting the client's need or resolving their problem. Tying fees to performance aligns the goals of the organization and its customer, as the organization is only paid when the promised results are achieved. For example, a contract might require billing of the contract amount upon completion of field research, a second payment of 1/3 at completion of the first draft report, and the final 1/3 upon delivery of the research report. Estimated dates for each of the milestones would be outlined in advance. Milestone billing may also be used for high dollar projects or projects that will last for a long period of time. In the example of a $100,000 project, the organization might require a $10,000 payment at the start of the contract, $20,000 at the midpoint and $70,000 at the contract conclusion. Milestone billing is good for clients, as they are given the confidence that the contractor has a financial incentive to complete the project requirements as agreed upon. Contractors benefit in that the client has an incentive to pay. In essence, milestone billing creates a partnership between the client and contractor. Many consultants may use milestone billing and fixed billing in their practices. Typically milestone billing will be used for larger scale projects, as it provides them with a steady cash flow over the life of the project. If a project will take several months to complete, the consultant's resources may be utilized to capacity. Milestone billing provides them with revenue at fixed points, rather than waiting until the completion to get one large payment.

Time And Material

Time and material is a project billing type whereby the customer is charged for all of the hours of work performed, any direct expenses incurred, and material purchased during project delivery.. For example, if you hired a technology consultant to install a network in your office, the consultant might opt to charge you for time (the number of hours worked to install the network) and materials (the raw cost of the direct materials used in your installation).

Time and material billing arrangements are typical in the construction industry, contractors, consulting firms, accounting and legal particularly when the full scope of the project is not well understood. For most consulting arrangements, a customer and a service provider typically start working together on a time and material basis. Once the project is scoped and well defined, the project may be billed using milestone billing or some other form of fixed billing. To use time and material billing you must be able to accurately track and manage time, expenses incurred and material used. Time and material may be recorded manually, using a spreadsheet, or via a web application. The information must be accurate and timely to facilitate client invoicing. For anything more than 5 to 10 billable projects and/or customers organizations, tracking time and material manually would almost certainly lead to inaccuracies and billing backlog. A time and billing system incorporates a real-time rate engine. The cost and revenue of any time, expense, or charge entry is immediately calculated at point of entry. The rate engine supports simple or detailed date-based rules that enable organizations to define hourly rates and split billing rules for users, clients, projects, tasks and roles. For example, billable resources may be billed at different rates if they work on two several different customers, or the billing rate may depend on the type of work they perform. A time and billing system automates and tracks such billing rules