Infosys

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Infosys Technologies Limited.

Public Type BSE: !!"!# $%S&%': ($F) (* services (* consulting " July +#,+ -+#,+.!/.!"0 $ 1 $arayana 2urthy $andan $ilekani $3 S3 1aghavan Founder(s) 4ris 5opalakrishnan S3 &3 Shibulal 4 &inesh %shok %rora Headquarters Bangalore, 4arnataka, (ndia N R Narayana
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Industry

Founded

urthy

Key people

Kris !opala"rishnan
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-677 8 &irector0

&roducts

Finacle (nformation technology consulting services, solutions and outsourcing3

#er'ices

Re'enue

9 "+,+:! crore -;S<:3 # billion0 -=+st

2arch, "!+!0
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(perating income &rofit Total assets Total equity )mployees

9 /,:/" crore -;S<+3@" billion0 -"!+!0>+?

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9 <@3+ ! billion -"!+!0>"? 9 < 3=@+ billion -"!+!0>"?

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(nfosys3com

Infosys -BSE: !!"!#, $%S&%': ($F)0 is an information technology services company headDuartered in Bangalore, (ndia3 (nfosys is one of the largest (* companies in (ndia Cith ++:,,"" employees -including subsidiaries0 as of "!+!3>:? (t has offices in =! countries and development centres in (ndia, 6hina, %ustralia, ;4, 6anada and Japan3> ?

+ontents
>hide?

+ Eistory " 6urrent share holding = (nitiatives

=3+ (ntranet

: 1esearch 6harity @ 6ontroversy / 5lobal offices

/3+ %sia Pacific /3" $orth %merica /3= Europe /3: South %merica

, $otes # 1eferences +! EBternal links

,edit- History
(nfosys Cas founded on " July +#,+ by seven entrepreneurs,$313$arayana 2urthy, $andan $ilekani, 4ris 5opalakrishnan, S3 &3 Shibulal, 4 &inesh and Cith $3 S3 1aghavan officially being the first employee of the company3 Founders started the company Cith an initial investment of ($1 +!,!!!3>@? *he company Cas incorporated as F(nfosys 6onsultants Pvt Gtd3F in 2odel 6olony, Pune as the registered office>/?

(nfosys headDuarters in Bangalore, (ndia (nfosys Cent public in +##=3 (nterestingly, (nfosys (P7 Cas under subscribed but it Cas bailed out by ;S investment banker 2organ Stanley Chich picked up +=H of eDuity at the offer price of 1s3 # per share3>,? *he share price surged to 1s3 ,,+!! by +###3 By the year "!!! (nfosysIs shares touched 1s3 + ,@!! before the catastrophic incident of #J++, changed all that3>#? %ccording to Forbes magaAine, since listing on the Bombay Stock EBchange till the year "!!!, (nfosysI sales and earnings compounded at more than /!H a year3>+!? (n the year "!!!, President

of the ;nited States Bill 6linton complimented (ndia on its achievements in high technology areas citing the eBample of (nfosys3>++? (n "!!+, it Cas rated Best Employer in India by Business *oday3>+"? (nfosys Cas rated best employer to Cork for in "!!!, "!!+, and "!!" by EeCitt %ssociates3 (n "!!/, (nfosys received over +3= million applications and hired feCer than =H of applicants3>+=? (nfosys Con the 5lobal 2%4E -2ost %dmired 4noCledge Enterprises0 aCard, for the years "!!=, "!!: and "!! , being the only (ndian company to Cin this aCard and is inducted into the 5lobal Eall of Fame for the same3>+:?>+ ?

,edit- +urrent share holding

Promoters and their families hold +@H3EoCever 5ovt of (ndiaIs G(6, Chich oCns =3/,H is the single largest share holder of (nfosys folloCed by 5ovt of ;%EIs %bu &habi (nvestment %uthority Chich oCns +3@/H357KE1$2E$* 7F S($5%P71E also oCns a significant stake of +3++H3 >+@?

,edit- Initiati'es

(nfosys has the largest corporate university in the Corld, located on its 2ysore campus3>+/? (n +##@, (nfosys created the (nfosys Foundation in the state of 4arnataka, operating in the areas of health care, social rehabilitation and rural uplift, education, arts and culture3 Since then, this foundation has spread to the (ndian states of *amil $adu, %ndhra Pradesh, 2aharashtra, 4erala, 7rissa and PunLab3 *he (nfosys Foundation is headed by 2rs3 Sudha 2urthy, Cife of Founder +um +hief entor $arayana 2urthy3 Since "!!:, (nfosys has embarked on a series of initiatives to consolidate and formaliAe its academic relationships CorldCide under the umbrella of a program called %cE . %cademic Entente3>+,? (nfosysI 5lobal (nternship Program, knoCn as (nStep, is one of the key components of the %cademic Entente initiative3 (t offers live proLects to interns from the universities around the Corld3 (nStep recruits undergraduate, graduate and Ph& students from business, technology, and liberal arts universities to take part in an , to ": Ceek internship at one of (nfosysI global offices3 (nStep interns are also provided career opportunities Cith (nfosys3 (n +##/, (nfosys started the F6atch them )oung ProgramF, to eBpose the urban youth to the Corld of (nformation *echnology by conducting a summer vacation program3 *he program is

aimed at developing an interest and understanding of computer science and information technology3 *his program is targeted at students in 5rade (M level3>+#?

(n "!!", the Wharton Business School of the ;niversity of Pennsylvania and (nfosys started the Wharton (nfosys Business *ransformation %Card3 *his technology aCard recogniAes enterprises and individuals Cho have transformed their businesses and the society leveraging information technology3 Past Cinners include Samsung, %maAon3com, 6apital 7ne, 1BS and ($5 &irect3 (nfosys has the largest corporate education center in the Corld in 2ysore3 (t can accommodate +:!!! candidates at one time3>"!? (n "!!#, (nfosys created Infosys Prize for eBcellence in Physical Sciences, 2athematical Sciences, Engineering and 6omputer Science, Gife Sciences and Social Sciences3 >"+?

,edit- Intranet
(nfosysIs intranet, called FSparshF after the Sanskrit Cord meaning Ftouch,F supports over ++:,,"" employees across "@ countries in Chich (nfosys operates3 Sparsh has today become the companyIs primary channel for neCs and official information, created a communication platform and opened up netCorking avenues for its employees3 (n "!!/, Sparsh Cas selected as one of F*he )earIs +! Best (ntranetsF by the $ielsen $orman 5roup, a user eBperience research firm that advises companies on human.centered product and service design3>""? (nfosys is the first (ndian company to be selected for the groupIs (ntranet &esign %nnual %Card3

,edit- Research
(nfosys developed a corporate 18& Cing called SoftCare Engineering and *echnology Gabs -SE*Gabs03 SE*Gabs Cas founded in "!!! to carry out applied research for the development of processes, frameCorks and methodologies to effectively capture customer reDuirements and to iron out common critical issues during a proLect life cycle3>"=? Karious broad groups are SoftCare Engg Gab, 6onvergence Gab, (nnovation Gab, 6enter for 4&(S, Security and Privacy Gab and &istributed 6omputing Gab3

,edit- +harity
(n "!! , (nfosys donated +!m rupees -about <""@,!!!0 to help Cith the effects of the "!! 4ashmir earthDuake in Pakistan3>":? (nfosys does not currently have an office in Pakistan3

,edit- +ontro'ersy
7n *hursday, %ugust th, "!+! $eC )ork Senator 6harles Schumer -&0 likened (nfosys to a Nchop shopO Chile discussing a <@!! million border security bill on the Senate floor3>" ? *he remark has been criticiAed by the ;nited States.(ndia Business 6ouncil3 1on Somers, head of the ;S(B6, said that the remark Cas Foutrageous in this day in age, Chen the Corld is so interconnected by the (nternet, that draconian measures Could be floated by the ;3S3 6ongress that tar.brushes (ndian companies as Pchop shopsI3OF>"@?

,edit- !lo%al offices

,edit- .sia &acific
India . Bangalore, Pune, BhubanesCar, 6handigarh, 6hennai, Eyderabad, Jaipur, 2angalore, 2ysore, *hiruvananthapuram,>"/? .ustralia . 2elbourne, Sydney and +hina . BeiLing, Shanghai Further information: Infosys China Hong Kong . Eong 4ong, /apan . *okyo, auritius . 2auritius, Ne0 1ealand . Wellington, 2.) . SharLah, &hilippines . *aguig 6ity, Fi3i Island . Suva and Thailand . Bangkok

,edit- North .merica

+anada . *oronto, 2#. . %tlanta -5%0, Bellevue -W%0, BridgeCater -$J0, 6harlotte -$60, Southfield -2(0, Fremont -6%0, Eouston -*M0, 5lastonbury -6*0, Gake Forest -6%0, Gisle -(G0, $eC )ork, PhoeniB -%Q0, Plano -*M0, 'uincy -2%0, 1eston -K%0 and e4ico . 2onterrey

,edit- )urope
+5ech Repu%lic . Brno, 6elgium . Brussels, $enmar" . 6openhagen, Finland . Eelsinki, France . Paris, !ermany . Frankfurt, Stuttgart, Italy . 2ilano, Nor0ay . 7slo, &oland . RSdT, The Netherlands . %msterdam, #pain . 2adrid, Burgos, #0eden . Stockholm, #0it5erland . QUrich, 5eneva and 2K . 6anary Wharf, Gondon

,edit- #outh .merica

6ra5il . Belo EoriAonte

(nfosys, Pune campus

2ovie *heatre, 2ysore SCimming pool 8 spa, campus Bangalore campus

2angalore campus

Bangalore campus

(nfosys 2ysore campus

&ancing fountains, Bangalore campus

Pune campus

SCimming pool, 2ysore campus

*he intergerated Eco. (nfosys 6hennai main *he largest *K screen block at 2ahindra World Friendly Block at 6hennai,one of the biggest in %sia, Bangalore

6ity, $eC 6hennai

in the Corld

campus

6handigarh3Lpg 6handigarh campus BP7 Building, Bangalore campus 6anteen, Bangalore campus

IT the key to service performance

. by James Brian 'uinn , 2artin $3 Baily &uring the +#,!s, ;3S3 macroeconomic measures indicated only a !3/ percent productivity groCth in services, despite a virtual doubling of information technology investments..to </ ! billion3 (f real, this apparent disparity betCeen (* input and service sector performance..often confusingly labeled the Fproductivity paradoBF..Could have serious conseDuences not only for business, but for the nation3 Services noC account for four of every five ;3S3 Lobs and three Duarters of the value added in gross domestic product3 (f the information technology in Chich the service sector has invested so heavily does not improve its performance, future Cealth generation, employment, Cages, business profitability, and groCth Cill all suffer3 EBplanations for the productivity paradoB abound3 7ne is that the Ceak productivity performance of the service sector is unrelated to the investments made in (*3 1ather, such things as the maturing of the sector, inefficient regulatory practices, poor Corker schooling, or the sectorIs inherently personaliAed service outputs have hindered productivity improvements3 %nother possibility is that sloC groCth in productivity resulted from Casteful or inefficient use of (*3 2ore optimistically, the payoffs from (* investments have merely been delayed because softCare, netCork support, or training systems have not kept pace Cith hardCare advances3 (n time, measured productivity Cill rise and all Cill be Cell3 Which eBplanation to believeV %ccording to a recent $ational 1esearch 6ouncil report, (* has substantially improved service sector performance..but in Cays that neither government data banks nor company management are yet able to measure reliably3 2easuring the convenience created by a computeriAed reservation system is very different from counting cars that roll off an assembly line3 *he BirdIs Eye KieC From +#:, to +#/= several service industries..notably communications, utilities, and Cholesale trade..significantly outperformed manufacturing in measured productivity groCth3 From +#/= to +#,# productivity gains in communications and utilities still eBceeded those in manufacturing, as Cell as in mining, construction, and the total goods.producing sector3 But since +#/=, measured productivity groCth in manufacturing has eBceeded that in almost all other service industries3 *hese figures, hoCever, must be interpreted cautiously3 Even the Bureau of Gabor Statistics, Chich collects and calculates productivity data, notes that the measures for aggregate service sector productivity have serious limits3 %nd trying to isolate the effects of a single input factor like (* only compounds the problem3

What are the key shortcomings in the measuresV First, the outputs of many service industries are hard to define3 What, for eBample, are the units of output for a consulting, auditing, legal, fire fighting, or museum enterpriseV Second, for many key service industries, notably banking, education, health care, and government, outputs are actually measured by inputs3 *hird, the effects of neC products and Duality improvements are rarely Cell captured3 4noCing hoC many procedures a hospital performs is of little use unless you knoC hoC they affected patientsI health or Cell.being3 (n addition, standard databases entirely overlook or fail to keep up Cith the advent of neC services, such as neC home health care, personal security, or entertainment concepts3 Fourth, competition often robs the investing industry of the productivity benefits of its (* investments, forcing it to pass them along to customer industries3 For these reasons, standard data may not indicate hoC much individual service industries are actually increasing productivity by means of (*3 $or do the data tell us hoC improvements in the sector are adding to overall 5&P groCth relative to manufacturing or other industries that are being served by the service sector3 % 6loser Gook 6onvinced that eBisting aggregate data cannot reliably measure either productivity groCth in services or the incremental contribution of (* to productivity, the $16 took a closer look at the effects of (* in specific service industries3 (t focused on maLor users of (*, Chich account for about "/ percent of ;3S3 5&P and = percent of employment3 For some industries, reasonably reliable output and productivity measures..for eBample, ton miles or passenger miles per employee in airlines..are readily available3 For others, notably health care, they are not3 $ot surprisingly, there appear to be Cide variations among industries and little correlation betCeen (* investment levels and industry profits, groCth, or productivity gains3 %ll the industries scrutiniAed by the $16 have invested massively in mainframe computers, communications, softCare, data storage, netCorking, and distributed processing systems3 Because of rapid technological advances and the need to purchase computer systems in integral units, all often eBperienced short.term overcapacity3 7nce (* infrastructures Cere in place, hoCever, their costs -including 333

nformation technology
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(nformation and communication technology spending in "!! Information technology -IT0 is Fthe study, design, development, implementation, support or management of computer.based information systems, particularly softCare applications and computer hardCareF, according to the (nformation *echnology %ssociation of %merica -(*%%03 >+? (* deals Cith the use of electronic computers and computer softCare to securely convert, store, protect, process, transmit, input, output, and retrieve information3 *oday, the term information has ballooned to encompass many aspects of computing and technology, and the term has become very recogniAable3 (* professionals perform a variety of duties that range from installing applications to designing compleB computer netCorks and information databases3 % feC of the duties that (* professionals perform may include data management, netCorking, engineering computer hardCare, database and softCare design, as Cell as the management and administration of entire systems3 (nformation technology is starting to spread farther than the conventional personal computer and netCork technology, and more into integrations of other technologies such as the use of cell phones, televisions, automobiles, and more, Chich is increasing the demand for such Lobs3 When computer and communications technologies are combined, the result is information technology, sometimes called Finfotech3F Information technolo"y is a general term that describes any technology that helps to produce, manipulate, store, communicate, andJor disseminate information3 (n recent days, %BE* and the %62 have collaborated to form accreditation and curriculum standards>"? for degrees in (nformation *echnology as a distinct field of study separate from both 6omputer Science and (nformation Systems3 S(5(*E>=? is the %62 Corking group for defining these standards3 *he WorldCide (* services revenue totalled </@= billion in "!!#3>:? (t is important to consider the overall value chain in technology development proLects as the challenge for the value creation is increasing Cith the groCing competitiveness betCeen organiAations that has become evident -Bird, "!+!03 *he concept of value creation through technology is heavily dependent upon the alignment of technology and business strategies3 While the value creation for an organiAation is a netCork of relationships betCeen internal and eBternal environments, technology plays an important role in improving the overall value chain of an organiAation3 EoCever, this increase reDuires business and technology management to Cork as a creative, synergistic, and collaborative team instead of a purely mechanistic span of control3 *echnology can help the organiAation recogniAe improved competitive advantage Cithin the industry it resides and generate superior performance at a greater value, >+? according to Bird -> ?03

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Infosys Technolo)ies *imited

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