IZON TECHNOLOGIES

ABOUT INTERNSHIP TRAINING

An internship is an opportunity offered by employers, both in the non-profit and for-
profit sectors, to students interested in the industry. An intern works at the company for a fixed
period of time, usually three to six months.

Some students will have a part-time internship, where they work at the office for just a
few days or hours a week. Others will have full-time internships, meaning they work the same
hours as the company's full-time employees. Internships can be any time of the year, including
over the summer and during the regular semester.

Why Are Internships Important?

Internships offer students a hand on opportunity to work in their desired field. They learn
how their course of study applies to the real world while building valuable experience that makes
them stronger candidates for jobs after graduation.

An internship can be an excellent way to "try out" a certain career. For instance, you may
think that a fast paced job in advertising is what you want to do after college, but after an
internship, you may find that it's not for you; that's valuable insight that will help you choose
your career path.

There are many internship opportunities available for college students and a wide variety
of resources available for the best places to find them. One of the best places to begin to
searching for internships is with the Career Services Office at your college. Career counselors
can offer college students a variety of tips on places to find internships, especially if students are
looking to work in a specific location or career field.
Even though college students learn the knowledge required for succeeding in a specific
career through their college courses and curriculum, internships are one of the best ways to
develop the required skills necessary to gain the experience required to be successful in the field.
OBJECTIVES OF INTERNSHIP TRAINING
The internship program is designed to provide students with an opportunity to gain
meaningful work experience in a field of interest. Internships can be taken for credit through the
college-wide Career Internship & Field Experience course (CAOR 2297) coordinated by
counseling faculty. All internships require a minimum of 45 hours of work at the internship site
and the completion of academic work under the supervision of an Anoka-Ramsey counseling
faculty member. The goal of the internship program is to provide students with work experience
in a professional setting aimed to expand their academic, professional, and personal learning. As
a result of this experience students’ will be able to:

• Apply what is being learned in their coursework connecting theory to practice

• Expand upon their professional skills where they will gain awareness of the professional
expectations in today’s work environment

• Gain clarity in their academic and career directions as well as identify personal values and
developmental needs
INTRODUCTION TO THE ORGANIZATION

In 1981, seven engineers started IZON Technologies Limited with just US$250. From the
beginning, the company was founded on the principle of building and implementing great ideas
that drive progress for clients and enhance lives through enterprise solutions. For over three
decades, we have been a company focused on bringing to life great ideas and enterprise solutions
that drive progress for our clients.

We recognize the importance of nurturing relationships that reflect our culture of

unwavering ethics and mutual respect. It’ll come as no surprise, then, that 97.1 percent (FY
2016) of our revenues come from existing clients.

IZON Technologies has a growing global presence with more than 194,000+ employees.
Globally, we have 85 sales and marketing offices and 114 development centers as at March 31,
2016.

At IZON Technologies, we believe our responsibilities extend beyond business. That is

why we established the IZON Technologies Foundation – to provide assistance to some of the
more socially and economically depressed sectors of the communities in which we work. And
that is why we behave ethically and honestly in all our interactions – with our clients, our
partners and our employees.

India is the world's largest sourcing destination for the information technology (IT)
industry, accounting for approximately 67 per cent of the US$ 124-130 billion market. The
industry employs about 10 million workforces. More importantly, the industry has led the
economic transformation of the country and altered the perception of India in the global
economy. India's cost competitiveness in providing IT services, which is approximately 3-4
times cheaper than the US, continues to be the mainstay of its Unique Selling Proposition (USP)
in the global sourcing market. However, India is also gaining prominence in terms of intellectual
capital with several global IT firms setting up their innovation centres in India.
 Izon Technology believes in giving high end solutions, unmatched in the industry. The
challenging economic global scenario paves way to compete and unleash the technical potentials
globally, where the strategic changes becomes a daring need to sustain in the market. We are
pioneers and always the forerunners of providing ultimate solutions. We also impart the same
with all our clients, who always believe in us and strives to grow with us. Choose from our wide
spectrum of technologies which best suits your demands, consult with our technical team to
transform your digital dreams to into IT solutions.

Web technology

We create the IT backbone for your business through the best of the technology. We
address your requirements, we also forecast your future needs, by understanding and analyzing
your firm completely, and offer you the best of solutions which come for a long run. We believe
in giving simple solutions to the most complex of tasks, which are robust and dynamic. We have
a special wing of web designers, graphic illustrators and content writers to transform your web
IZON Technologies into your robust business tool. We understand that the IZON Technologies
is the index of your organization and serve our best to enhance your business. We reap the best
of the technology and the bridge the gap between your firm and internet.

We offer you end-to-end solutions in the technologies:

• .Net -. Net Framework 4, C#, ASP.NET, ADO.NET, Silverlight, WPF, WCF, WWF, Azure,
Dynamic CRM & SharePoint.
• Java/JEE – Swing, JSP, JSF, EJB, Struts, Spring, Hibernate, JBoss, Tomcat, WebLogic &
WebSphere
• Web– HTML 5.0, JQuery, PHP, Flash, Day Communiqué &IZON Technologies
• Database- MySQL 5.5, Microsoft SQL Server 2008, Oracle 11g

Mobile Technologies
 Make the smart phones even smarter. We combine mobile technology, system integration
and various methods of IZON Technologies to connect with your clients, customers and
browsers. Achieve the maximum IZON Technologies of the mobility and the technology.
Interact with them in your fingertips, and witness a soaring change in your business through our
spectrum of services. We have technical experts covering various technologies like GSM,
CDMA, TD-CDMA, CDMA2000, WCDMA, WIFI, WAPI and Bluetooth working on
multivariate platforms ranging from iOS, Android, Blackberry, Windows Phone and Windows
Mobile covering all technology layers. Create a striking impact amidst your competitors, and
stand distinctly ahead in your business. Use the customized mobile applications which are tailor
made to meet your expectations, and transform your day-to-day activities and the complex task
into an easy and seamless process.

Mobile Application Development

We convert our client’s critical business challenges into efficient and innovative solutions
to aid them achieve the competitive advent IZON Technologies. We create mobile application in
multivariate operating systems like ios, Android and Windows. We develop one stop solution for
varied mobile devices like a smartphones, tablets and PDAs. Our mobile application enhances
the market presence and improves the working experience in the mobile devices. We offer
solutions which are reliable, reusable and user friendly. We are backed with our software team of
developers, analysts and technical experts to understand the needs and develop solutions in any
latest technology and platform of the customer’s needs.

Web Portals and websites

 We develop high end software solutions for a secure, high-performing, web-based
applications ranging from a simple IZON Technologies to a complex web application. We tailor
the needs of our clients to design and develop efficient web IZON Technologies and portals, and
to enhance the prominence in the growing global scenario. The web IZON Technologies we
design and develop always earn a high rank in search engines, as we incorporate the latest SEO
concepts. Our dynamic team of designers, illustrators, content writers, developers and subject
matter experts, invest their skills and expertise, to lever IZON Technologies the best of them in
the constant pursuit of success. We also constantly abreast ourselves to acquire and incorporate
newer technologies introduced in the market that benefits our clients. We also cater rich internet
application interface, custom designed logos and graphics, and web portal development.

Application Migration & Maintenance

We help your organization to envision your success path, by ensuring our team’s constant
commitment in enhancing and maintaining your software application. We understand and
estimate the necessary changes required to fulfill the organization’s growing needs. The prowess
of our organization lays in the approach, methodology and constant support post the release. Our
proactive recommendations to abreast newer changes in the industry has fetched us an
indispensable position in the software industry. We segregate the lifecycle of a project
methodologically into various IZON Technologies namely analysis, design development, test,
release and maintenance. The performance of the software and the quality is ensured throughout
and also post the integration of the project. The quality checks are conducted constantly to check
if the projects have met the compliance, and international deliverable standards. Post release the
product is persistently maintained for its functionality, efficiency and constant updates. We
ensure our clients for speed, cost and quality

INTRODUCTION TO THE INDUSTRY

 The IT industry has also created significant demand in the Indian education sector,
especially for engineering and computer science. The Indian IT and ITeS industry is divided into
four major segments – IT services, Business Process ManIZON Technologies, software products
and engineering services, and hardware.
The IT-BPM sector which is currently valued at US$ 143 billion is expected to grow at a
Compound Annual Growth Rate (CIZON TECHNOLOGIESR) of 8.3 per cent year-on-year to
US$ 143 billion for 2015-16. The sector is expected to contribute 9.5 per cent of India’s Gross
Domestic Product (GDP) and more than 45 per cent in total services export in 2015-16.
Market Size
The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016 in
constant currency terms. The sector is also expected triple its current annual revenue to reach
US$ 350 billion by FY 2025, as per National Association of Software and Services Companies
(NASSCOM).
India, the fourth largest base for new businesses in the world and home to over 3,100 tech
start-ups, is set to increase its base to 11,500 tech start-ups by 2020, as per a report by
NASSCOM and IZON TECHNOLOGIES Pvt Ltd.
India’s internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by
2018, accounting for 5 per cent of the country’s GDP, according to a report by the Boston
Consulting Group (BCG) and Internet and Mobile Association of India (IAMAI). India’s internet
user base reached over 350 million by June 2015, the third largest in the world, while the number
of social media users grew to 143 million by April 2015 and smartphones grew to 160 million.
Public cloud services revenue in India is expected to reach US$ 838 million in 2015, growing by
33 per cent year-on-year (y-o-y), as per a report by Gartner Inc. In yet another Gartner report, the
public cloud market alone in the country was estimated to treble to US$ 1.9 billion by 2018 from
US$ 638 million in 2014. Increased penetration of internet (including in rural areas) and rapid
emergence of e-commerce are the main drivers for continued growth of data centre co-location
and hosting market in India.

Investments
 Indian IT's core competencies and strengths have attracted significant investments from
major countries. The computer software and hardware sector in India attracted cumulative
Foreign Direct Investment (FDI) inflows worth US$ 20.42 billion between April 2000 and
December 2015, according to data released by the Department of Industrial Policy and
Promotion (DIPP).
Indian start-ups are expected to receive funding worth US$ 5 billion by the end of 2015, a 125
per cent increase in a year, according to a report by IT Industry association NASSCOM.
The Private Equity (PE) deals increased the number of Mergers and Acquisitions (M&A)
especially in the e-commerce space in 2014. The IT space, including e-commerce, witnessed 240
deals worth US$ 3.8 billion in 2014, as per data from Dealogic.
India also saw a ten-fold increase in the venture funding that went into internet
companies in 2014 as compared to 2013. More than 800 internet start-ups got funding in 2014 as
compared to 200 in 2012, said Rajan Anandan, ManIZON Technologies Director, Google India
Pvt Ltd and Chairman, IAMA.
About 554 start-ups received funding this year compared to 342 during last year. Seed
and venture capital funds made investments worth US$ 3.4 billion this year, three times the
investment made last year. VC funding to the IT & ITes sector amounted to 55 per cent of total
VC funding made this year.
Most large technology companies looking to expand have so far focused primarily on
bigger enterprises, but a report from market research firm Zinnov highlighted that the small and
medium businesses will present a lucrative opportunity worth US$ 11.6 billion in 2015, which is
expected to grow to US$ 25.8 billion in 2020. Moreover, India has nearly 51 million such
businesses of which 12 million have a high degree of technology influence and are looking to
adopt newer IT products, as per the report.
Some of the major developments in the Indian IT and ITeS sector are as follows:
 PurpleTalk Inc, a US based mobile solutions company, has invested US$ 1 million in
Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighbourhood retail stores take their businesses online through a mobile app.
 KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million funding
round by raising US$ 2 million from a Japanese investor, which will be used to enhance
Kraftly, a mobile-first online-to-offline marketplace targeting small sellers, individuals
 and home-based entrepreneurs in India in product categories such as apparel and
accessories.
 JustRide, a self-drive car rental IZON Technologies, has raised US$ 400,000 in pre-series
A round of funding from a group of angel investors, including Redcliffe Capital’s Mr
Dheeraj Jain, which will be used to enhance its technology.
 Mumbai-based baby care and kids products e-tailer, Hopscotch.in, has raised US$ 13
million in a Series C round of funding from Facebook co-founder Mr Eduardo Saverin,
which will help the firm in growth and expansion of its technology platform.
 MoMark Services, a mobile based customer IZON Technologies platform for small and
medium businesses, has raised US$ 600,000 from YourNest Angel Fund and LNB
Group, to scale up its product offerings and talent acquisition.
 Shouut, a social discovery app by Giant Tech Labs Pvt Ltd, which helps consumers
discover deals, buy event tickets or redeem coupons, has raised US$ 500,000 in angel
funding from a high net-worth individual angel investor based in India.
 Apple Inc. plans to set up its first technology development centre outside the US in
Hyderabad with an investment of US$ 25 million, which is expected to create 4,500 jobs,
as per Mr Jayesh Ranjan, Secretary, IT for the state of Telangana.
 Xpressbees, an e-commerce logistics firm operated by Busybees Logistics Solutions
Private Limited, has raised US$ 12.5 million in a Series A funding, led by its existing
investors SAIF Partners, IDG Ventures, Vertex Ventures and Valiant Capital, which will
be used to strengthen technology initiatives and processes of the firm.
 Housejoy, an online home services provider, has raised Rs 150 crore (US$ 22 million) in
a Series B round of funding led by Amazon, and which also includes new investors such
as Vertex Ventures, Qualcomm and Ru-Net Technology Partners.
 Global PE firm Blackstone Group has acquired a minority stake in an Indian travel,
transportation and logistics software firm, IBS Software, for US$ 170 million, by buying
the stake from General Atlantic and few other shareholders.
 India’s top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3
million in Whoop, which is a US-based start-up that makes activity trackers worn by
athletes.
 Microsoft Ventures is planning to incubate 500 start-ups in India in the next five years
with a vision to create a viable and profitable business out of the booming start-up sector
in India.
 National Association of Software and Services Companies (NASSCOM) plans to open
four more tech start-up incubation centres in different parts of India, in addition to
existing three, in support of Government of India’s ‘Start-up India’ initiative.
 Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has partnered
with SAP India to establish 25 National Digital Literacy Mission (NDLM) centres in 12
cities across India, as a part of Government of India's Digital India initiative.
 Infosys, India’s second largest Information Technology services company has acquired
US-based Noah Consulting, a provider of advanced information IZON Technologies
consulting services for the oil and gas industry.
 US-based Callidus Software Inc, cloud-based sales, marketing, learning and customer
experience solutions provider, has opened its centre in Hyderabad and also launched its
‘The Lead to Money’ suite in Indian markets.
 Wipro Ventures, Wipro’s US$ 100 million corporate venture arm, plans to invest in
early-IZON Technologies Venture Capital (VC) funds based in the US to pursue a
strategy of investing/partnering country-focussed VCs.
 A recent study by research firm International Data Corporation (IDC) suggests that India
may soon be able to catch up with the global technology trends that have disrupted
enterprises, industry and the way consumers behave and transact.
 Reliance is building a 650,000 square feet (sq ft) data centre in India—its 10th data centre
in the country—with a combined capacity of about 1 million sq ft and an overall
investment of US$ 200 million.
 Intel Corp plans to invest about US$ 62 million in 16 technology companies, working on
wearable, data analytics and the Internet of Things (IoT), in 2015 through its investment
arm Intel Capital. The Indian IoT industry is expected be worth US$ 15 billion and to
connect 28 billion devices to the internet by 2020.
 Indian e-commerce industry is expected to grow at a IZON TECHNOLOGIES of 35 per
cent to reach US$ 100 billion size in the next five years, as per a study by Assocham-
PricewaterhouseCoopers.
Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are
as follows:
 Mr Ravi Shakar Prasad, Minister of Communication and Information Technology,
announced plan to increase the number of common service centres or e-Seva centres to
250,000 from 150,000 currently to enable IZON Technologies level entrepreneurs to
interact with national experts for guidance, besides serving as a e-services distribution
point.
 The Railway Ministry plans to give a digital push to the India Railways by introducing
bar-coded tickets, Global Positioning System (GPS) based information systems inside
coaches, integration of all facilities dealing with ticketing issues, Wi-Fi facilities at the
stations, super-fast long-route train service for unreserved passengers among other
developments, which will help to increase the passenger traffic.
 The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby taking
the total count of countries under the scheme to 150 countries.
 Department of Electronics & Information Technology and M/s Canbank Venture Capital
Fund Ltd plan to launch an Electronics Development Fund (EDF), which will be a 'Fund
of Funds' to invest in 'Daughter Funds' which would provide risk capital to companies
developing new technologies in the area of electronics, nano-electronics and Information
Technology (IT).
 The Human Resource Development (HRD) Ministry has entered into a partnership with
private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd and real-
estate firm Hubtown Ltd, to open three Indian Institutes of Information Technology
(IIITs), through public-private partnership (PPP), at IZON Technologies, Ranchi and
Pune.
 Government of India is planning to develop five incubation centres for 'Internet of
Things' (IoT) start-ups, as a part of Prime Minister Mr Narendra Modi's Digital India and
Startup India campaign, with at least two centres to be set up in rural areas to develop
solutions for smart IZON Technologies.
  According to research firm Gartner Inc, the Indian government is expected to increase its
spending on information technology (IT) products and services by 5.2 per cent to US$
6.88 billion in FY 2015-16.
 The Government of India has launched the Digital India program to provide several
government services to the people using IT and to integrate the government departments
and the people of India. The adoption of key technologies across sectors spurred by the
'Digital India Initiative' could help boost India's Gross Domestic Product (GDP) by US$
550 billion to US$ 1 trillion by 2025, as per research firm McKinsey.
 India and the US have IZON Technologies to jointly explore opportunities for
collaboration on implementing India's ambitious Rs 1.13 trillion (US$ 16.58 billion)
‘Digital India Initiative’. The two sides also IZON Technologies to hold the US-India
Information and Communication Technology (ICT) Working Group in India later this
year.
 The Government of Telangana has begun construction of a technology incubator in
Hyderabad—dubbed T-Hub—to reposition the city as a technology destination. The state
government is initially investing Rs 35 crore (US$ 5.14 million) to set up a 60,000 sq ft
space, labelled the largest start-up incubator in the county, at the campus of International
Institute of Information Technology-Hyderabad (IIIT-H). Once completed, the project is
proposed to be the world’s biggest start-up incubator housing 1,000 start-ups.

The software industry, today one of the leading engines of economic growth, grew slowly
in the second half of the 20th century. It is only natural that this growth accompanied the rise in
importance of the computer itself. When only expensive mainframe computers were sold, the
nascent industry took its first steps, and as computers shrank in size and cost, the sales of
software increased in line with the ubiquity of computers.

But one cannot really talk of a software "industry" as such until the birth of the personal
computer in the 1980s. Software companies grew like mushrooms in the forest as users bought
computers for home and business use, and needed something to do with them. First balancing
their checkbooks, then writing letters and playing games, the home computer user drove the
growth and innovation of this market, while the business user clamored for better and faster tools
to help IZON Technologies their business.

Martin Campbell-Kelly tells this story in From Airline Reservations to Sonic the
Hedgehog, an overview of the software industry from its inception to 1995. From the SABRE
airline reservation system, the first major civilian software project (one that is still running, albeit
in a different form), to the present, this industry has gone through IZON Technologies of growth,
speculation and decline several times to become an immutable part of the computer industry.

This is a history book, and reads like one. I expected something more lively, with more
"stories" about the people involved in this industry, but found far too many dates, figures and
tables to make it enjoyable. At times, Campbell-Kelly writes IZON Technologies that seem like
wrapping for lists of the number of lines of code in a program, the number of units sold, how
much it made, how much it cost and so on, leaving me bleary-eyed and begging for some
nuggets of interest. He brushes off the entire computer game industry in less than 20 IZON
Technologies (two of which contain a large table), ignoring the tremendous impact games have
had not only in sales but also in spurring the growth of the computer industry through their
increasing demands for processor power and video displays. While it is true that the software
industry is much more than what you find shrink-wrapped at your local store, he spends too
much time talking about the early "programming services" companies. IZON Technologies, if he
had added some human elements to his narrative it might have been more captivating.

Another problem with the book is the arbitrary cut-off date of 1995. Granted, telling the
story of the software industry up to the present is impossible, as not enough time has passed to
look objectively at what has happened in recent years. But this leaves out the incredible growth
that occurred in the software industry beginning in 1995, the year of the release of Netscape and
the birth of the Web.

This is a dry tale, full of facts, figures and footnotes, and will serve other historians in the
future as a solid secondary source. But for casual reading it doesn't catch your interest. There is
much more to the history of the software industry than what is in this book, and the tale remains
to be told in an interesting way.

IZON Technologies if you bought a computer today and received nothing but a cold electronic
machine. And to get it to do anything you had to program it yourself. Fortunately, that's not what
happens, but that's how it was with the first commercial computers. "IBM's first production
computer, the 701, came with little more than a user's manual." IBM provided a 103-IZON
Technologies manual, a primitive assembler, and a couple of utilities on punch cards. In those
days, the 1950s, programmers were not only essential but crucial to running a computer.

Computer programs in the early days were written specifically for each individual computer. It
was not until many years later that the idea of sharing, then later marketing software was
developed. The software industry was born once people realized that they could use the same
program on several computers, though sometimes after adapting it for a specific customer's
needs.

The software industry, today one of the leading engines of economic growth, grew slowly in the
second half of the 20th century. It is only natural that this growth accompanied the rise in
importance of the computer itself. When only expensive mainframe computers were sold, the
nascent industry took its first steps, and as computers shrank in size and cost, the sales of
software increased in line with the ubiquity of computers.

But one cannot really talk of a software "industry" as such until the birth of the personal
computer in the 1980s. Software companies grew like mushrooms in the forest as users bought
computers for home and business use, and needed something to do with them. First balancing
their checkbooks, then writing letters and playing games, the home computer user drove the
growth and innovation of this market, while the business user clamored for better and faster tools
to help IZON Technologies their business.
HISTORY
In 1965, immigration laws in USA were modified and the restrictions on immigrants
were reduced considerably. As a result a lot of Indian professionals migrated for research
opportunities in USA. The IT revolution in USA and the much fancied Silicon Valley in the US
during the 80s and 90s could not have been possible without the work of these migrated Indians.
What this migration did for the Indian IT industry was creating innumerable opportunities in the
USA in the IT sector. Due to the fast growing IT sector in USA, there was a need for IT
professionals outside USA. India had a huge number of educated people and the education in
India being in English, there was a large population of English speaking technically strong
people in India. Hence outsourcing of work started gaining momentum and this led to the huge
boom in the IT sector in India, whose most of the work is exporting software and software
services to the US and other overseas clients.

Izon Technology limited (ITL) was started by the Izon group for software development
services in India in 1968. ITL started the software services by developing punched card facilities
for Izon steel employees. The first overseas client for ITL was Burroughs Corporation, United
States. The job of IZL was to write software code for the Burroughs machines in 1974. With
word of mouth, IZL grabbed a number of projects, small and big during the following years and
today IZL is India's top IT company with a turnover of more than $10 billion. In 1966, Azim
Premji became the chairmen of the large company WIPRO and the focus of WIPRO was
concentrated on the IT services sector. Patni Computer Systems started developing software and
providing services since the beginning of the company in 1972 (At that time it was named Data
Conversion Inc). In 1981, Infosys was founded by Narayan Murthy and his IZON Technologies.
Infosys was completely committed towards providing quality software services and also
developed an IT business model which was later followed by most of the IT companies in
India.
 The Indian economy during this period was completely controlled by the Indian
Government and there were strict restrictions and regulations for private business entities in
India. Hence there was no majorgrowth in the IT sector in India till 1991.

Economic reforms in 1991 and development of IT sector in India

The Indian government had strict control over the private business entities in India before
liberalisation of economy in 1991. Moreover, the wide area networks and internet lines were
completely controlled by the central government. As a result, the Indian IT sector was totally
held back due to these restraints on the functioning of the software services providers.

The first major IT reform by the Indian Government was the creation of corporation
called Software Technology Parks of India (STPI). This corporation provided satellite links to
major IT developers enabling them to transmit the work done in India directly abroad. This
reduced the costs incurred to the Indian IT companies as well as helped the clients in US trust
Indian industries and go for outsourcing. Finance minister, Dr. Manmohan Singh, introduced the
major economic reforms in 1991 to solve the debt problem created during that time. As per these
economic reforms the internation integration became possible. The huge restrictions on overseas
business were lifted and foreign investments were welcomed. As a result, the IT industry in India
became free and the business of outsourcing would finally gain momentum with more and more
clients and enterprises going for outsourcing of IT. Also, the inception of Windows and other
user friendly operating services made the PC experience even more simple and less time
consuming. Coupled with development of high level programming languages IZON
Technologies like Basic, C and others, the Indian IT brains had the perfect platform to rise in the
global arena. The Indian IT sector boomed and growed at gain of nearly 50% every year.
 Another major event for Indian IT industry post the 1991 reforms was the Y2K bug. Fear
of a complete breakdown of computer services, the US corporations outsourced all the
equipment and upgrading work to Indians. The task of rectifying the Y2K bug was thrown to the
Indians and as a result the modification of all the codes and softwares, which were initially
designed till a date of 1999 was to be edited and huge work was outsourced to the Indian IT
industries. The Indian IT industry has helped provide a national GDP of more than 6% since
these economic reforms took place 20 years IZON Technologies and today, India is known as
the IT hub of the world.

National Task Force, NTP and IT Act, 2000 helped IT sector grow in India

The NDA(National Democratic Alliance) government, under the leadership of prime

minister Atal Bihari Vajpayee, included the development of IT as the top priority in their long
term IZON Technologies. Indian National Task Force was formed for this purpose which
overtook the development of IT services in large and small IT enterprises in India. The National
Task Force, within 3 months, provided a detailed report on the Indian IT and technological
industries with more than 100 recommendations which would help improve the IT services in
India. A swift action plan by the Central Government towards IT services growth was executed
and all the recommendations were acted upon sooner than later. The result of these efforts from
the Indian Government bore fruit with the IT exports touching more than $50 billion. Indian
economy was no longer that of a developing nation, but at par with those of the developed
nations in the world.

The New Telecommunications Policy, 1999 (NTP 1999) helped free the
telecommunications sector in India. This helped availability of the infrastructure for the
telecommunication. The satellites, towers and other telecom related businesses were no longer
owned by the Central Government. The entry of private sector in these departments helped the
telecom sector grow rapidly resulting the boom in IT sector in India eventually. The growth of
IT is totally dependent on the innovation and development of telecom industry. The Information
Technology Act 2000 provided legal recognition of the electronic documents, digital signatures,
offences and contraventions. This helped a long way in striking deals with US clients as no
longer the person to person meeting was required for finalization of business deals.

Salary details of professionals in IT industries in India

There is a huge hype regarding the salaries of IT professionals in India. One may hear a
salary as low as Rs. 2500 per month to a salary as high as Rs. 1 lakh per month for software
professionals. Hence there is no way there can be a generalisation of the salaries of the IT
professionals. The salaries are dependent on the skills of the professionals, qualification of the
employees and the experience of the employees. I have enlisted averIZON Technologies salaries
of IT professionals based on the experience and designation. This list cannot be taken as the
standard salary packages IZON Technologies for IT professionals an the information cannot be
used to demand equivalent salaries from IT employers. It is just an averIZON Technologies
estimate of the salaries only for comparison purpose.

 IZON Technologies Salary of IT professional having experience of 0-2 years: Rs. 2-4
lakh per year

 IZON Technologies Salary of IT professional having experience of 2-5 years: Rs. 4-7
lakh per year

 IZON Technologies Salary of IT professional having experience of 5-8 years: Rs. 7-12
lakh per year
  IZON Technologies Salary of IT professional having experience of 8-12 years: Rs. 12-18
lakh per year

 IZON Technologies Salary of IT professional having experience of more than 12 years:

More than Rs. 18 lakh per year

 1955 Computer UsIZON Technologies Company

◦ First software company
 Introduction of low price micro computer by Digital Equipment Corporation
◦ Software was able to expand
 1970s advent of Personnel Computer (PC)
◦ Computers in the hands of the office worker
◦ Created ever expanding applications market…games, utilities…
 Microsoft's DOS became industry leader
◦ Operating System

SOFTWARE MARKET
 Two Main Segments
◦ Systems Software
 Control, manIZON Technologies and monitor computer resources
 Found in Operating System
 Compilers and Interpreters
 Translates programs to commands
◦ Applications Software
 Wide variety of functions: word, graphic design, financial application…
 Typically IZON Technologies and sold separate from hardware
 Companies have custom application software created for company use

SOFTWARE MARKET SEGMENTATION

  6 Main Product Segments
◦ General Business Productivity
◦ Network and Database Management IZON Technologies
◦ Cross Industry & Vertical Application
◦ Operating Systems Software
◦ Other Systems Software
◦ Other Applications Software

IT SECTOR

Information Technology (IT) sector in India is one of the rapidly growing sectors. Indian
IT sector has a great reputation and brand value in the global markets. Indian IT industry
comprises of Software sector and Information Technology Enables Services (ITES). Indian IT
industry also includes Business Process Outsourcing (BPO) industry. India is an affordable
market destination for software development and IT & ITES services.

Origin and the History of Indian IT industry:

The journey of Indian IT industry started in 1974, when Burroughs, mainframe

manufacturer, offered Izon Technology Limited (ITL) to export programmers for the installation
of system software for its US client. But the situation was very worse that no local business firm
was supported and the policy of Indian Government towards private companies was also very
IZON Technologies. The Indian IT industry was started by a Bombay-based corporation which
entered the business with the supply of programmers to IT companies located overseas.

Till 1984, IT was not considered as an industry and was not given any subsidies. In 1984,
some strategic reforms were made and considered IT as an industry. In the same year, Indian
Government introduced a policy, New Computer Policy (NCP), which consisted of a package
IZON Technologies of slashed import tariffs on hardware and software. And the policy also
recognized the software exports as a ‘delicensed industry’. Delicensed industry is eligible for
bank finances, free from the license-permit and to set up offshore units of foreign companies in
India.

INDIAN IT INDUSTRY

We will be looking at the IT industry from 1991 post-liberalization to till date and the
factors contributing for the significant growth. India did not see a development in IT industry
during mid 70’s and this period was not so effective due to restricting imports of computer
peripherals, high import tax, strict Foreign Exchange and Regulation Act limiting its allocation.

A notable turning point in the Indian software and IT industries policy environment was
when Shri Rajiv Gandhi became PM in 1984. The major policy reforms were to recognize
software as an industry to invest and make it eligible for incentives as other domestic industries,
reducing import tariffs and announcement of CSDT policy which liberalizes exposure to the
latest technologies to compete globally and to capture a share of global software exports.

In 1986 when all state-owned banks were standardizing banking process, there came a
need of using UNIX over MS-DOS and which created a puzzle for local vendors to shift towards
UNIX based platforms and made India become “Unix country”.

Another important event in mid 80’s was when GE’s chairman Jack Welch
visited India in 1989 which led to GE’s technology partnership with India. Till this period
policies were able to remove the barriers in IT industry but not completely.
 In 1990, Department of Electronics (DoE) introduced the concept
of Software Technology Park (STP’s) in India. STP’s were allowed with basic infrastructure,
dependable power supply, tax exemptions and also given 100% ownership for the foreign firms.
1990’s development was mainly because of STP’s. MRTP Act was replaced de-facto in 1991
which allowed unbiased trade practices there after.

During this period India saw dramatic changes in heavy investments on higher education
and booming privately funding engineering colleges which made India ready with technical
manpower resources.

South Indian states saw drastic changes in higher education after 1983, where
liberalization made a major impact on privately funded colleges. This created IT clusters to form
in and around Bangalore, Hyderabad, Chennai, New Delhi, Mumbai and Calcutta.

A significant breakthrough factor in IT industry development was by Y2K. Indians were

already gained expertise in converting mainframes and DOS PC’s into UNIX platform. Y2K
created a battle ground for Indian software professionals and which prepared them to compete
and show their talent globally.

High investments in higher education and formation of prestigious engineering colleges,

policy reforms to allow foreign investments in 1991 enabled for significant growth in
development. From just programming and documentation work Indiaemerged to implementation,
R&D, out sourcing and diversified itself to hidden depths of IT industry to become a global hub
for software and IT enabled services.

Delivering Software Quality Through Innovation

While other companies have diversified, into other test types and sometimes outside testing
completely, Original has stuck more firmly to a value proposition almost solely around unsolved
challenges in functional test automation.
It has filled out some yawning gaps and attempted to make test automation more accessible to
non-technical testers.
Software Quality Foundations

The Company was founded by in 1997 by experienced IT professionals who had many
years’ experience in running other software companies, with the mission to create innovative
software solutions which aid IT’s ability to support the business.

Where Quality Assurance Began

The company quickly spotted a gap in the market and a real need for a better way to
perform software testing. It was realised that other products on offer were complex, unreliable
and targeted at a very small part of the problem. So the Original team set out to build innovative
solutions to real testing issues; such as how to create and re-use test data, extending testing
coverIZON Technologiese to simultaneously test the database in line with the user interface and
creating automation of user interface testing without the need to use a scripting languIZON
Technologiese.
How Original Software Took Off

This unique combination proved highly successful, resulting in hundreds of installations

around the world in the first few years, and led to the development of the same style of solutions
on a whole host of other platforms and technologies beyond the initial IBM midrange
implementation. Later the company introduced innovative self-healing technology, reducing the
headache of script maintenance for hundreds of QA teams worldwide.
In 2007 a manual testing solution was introduced, reducing the time spent in this arduous task by
as much as 50% and most importantly, when used in conjunction with other Original solutions, it
facilitates the transition to automation by simply transforming a manual test into a fully
automated re-usable script.

Software Quality Today

Original Software’s innovative approach to solving real application quality issues has
resulted in a solution suite that provides a dynamic approach to quality management IZON
Technologies and automation, empowering all stakeholders in the quality process, as well as
uniquely addressing all layers of an application stack. Original’s market leading solutions are
taking on and beating the previous incumbents in the market, proving that they can deliver rapid
value at a speed that makes a real difference and helping over 500 customers to provide quality
applications to the business, faster and at a lower cost.

OVERALL HISTORY

On May 13 at the annual meeting, new representatives of the shareholders were elected to
the Supervisory Board. Previously on May 7, employee representatives were decided by the
employees of Software IZON TECHNOLOGIES.

In April, Software IZON TECHNOLOGIES was able to welcome Evalueserve in its

partner ecosystem. In this context Evalueserve is acting as a consultant and value-added reseller
for advice and solutions around the analysis of large data streams.

In March, Software IZON TECHNOLOGIES announced its initiative "Transformation to

the Cloud", which helps companies determine optimal strategies for cloud adoption and
implementation.

In January, Software IZON TECHNOLOGIES and Wipro Ltd. established a common

streaming analytics solution platform that provides real-time information for the market of the
Internet of Things (IoT).

2014

In October at the annual international customer conference Innovation World, Software

IZON TECHNOLOGIES presented the advancement of its BPE product portfolio and introduced
the first Digital Business Platform.

In August, Software IZON TECHNOLOGIES announced the expansion of the

Management IZON Technologies Board by a new member with global responsibility for sales,
marketing and services.

In the first quarter Software IZON TECHNOLOGIES announced the sale of its SAP
consulting business to the Schemer Group GmbH and completed the transaction on May 31.
 At the end of May, Software IZON TECHNOLOGIES celebrated its 45th anniversary.
Software IZON TECHNOLOGIES is the oldest global software company in Europe.

In April, Software IZON TECHNOLOGIES announced that JackBe, a real-time visual

analytics and intelligence software provider acquired by Software IZON TECHNOLOGIES, was
recognized by the Association for Corporate Growth as the Strategic M&A deal of the Year
within the $100M category.

In March at CeBIT, Hanover, Germany, Software IZON TECHNOLOGIES unveiled its

Intelligent Business Operations Platform to address the business challenges posed by the
explosive growth in the number of interconnected personal devices and digital sensors.

In February, Software IZON TECHNOLOGIES announced the publication of “The

Digital Enterprise: The Moves and Motives of the Digital Leaders,” a tour-de-force introduction
to CEO Karl-Heinz Streibich's vision of the impact digital transformation is having across all
industries, supported by more than 20 examples from companies around the globe.

2013

On August 22, Software IZON TECHNOLOGIES announced the acquisition of JackBe

Corporation, a privately-held company with headquarters in Chevy Chase, Maryland (USA) and
a provider of real-time visual analytics and intelligence software.

On June 13, Software IZON TECHNOLOGIES announced that it has purchased the
Apama Complex Event Processing Platform of Progress Software. The platform provides an
environment for the design and operation of CEP applications providing tools and graphical
analysis and test capabilities for analysts, developers and administrators.

On June 3 2013, Software IZON TECHNOLOGIES acquired alfabet IZON

TECHNOLOGIES. Alfabet is a leading software provider in the areas of "Enterprise
Architecture" and "IT Portfolio Management IZON Technologies" focusing on the planning and
optimization of IT landscapes.

In April 2013, Software IZON TECHNOLOGIES bought the US cloud platform provider
LongJump. The Platform as a Service offers a range of ready-made modules and templates for
building and running business applications in the public or private cloud settings.
 In March 2013, Software IZON TECHNOLOGIES invested in Berlin-based company
metaquark, which is specialized in mobile solutions. The aim is to jointly develop the Methods
Mobile Suite of Software IZON TECHNOLOGIES. This allowed the company to access
especially to the innovative know-how of metaquark.

2012

In October, Software IZON TECHNOLOGIES unveils a major update to its webMethods

product suite. Extending its fully independent integration layer, webMethods 9.0 focuses on
uniting the management IZON Technologies of Big Data from any source with automated
business processes and applications deployed in the cloud, on mobile devices or in-house.

Also in October, Software IZON TECHNOLOGIES launches a major update to its ARIS
product suite, combining new Cloud, Mobile, Social and Analytic technologies, at its Process
World event in the USA today. ARIS 9.0 focuses on accelerating process improvement by
allowing a significantly broader set of corporate skills and experiences to contribute to process
design and testing.

In April, Software IZON TECHNOLOGIES acquires the company “my-Channels” for

Universal IZON Technologies Technology. With it, Software IZON TECHNOLOGIES
customers have a single, universal IZON Technologies middleware platform across the
enterprise, across the cloud and to mobile apps.

In early March at CeBIT, Software IZON TECHNOLOGIES announces its strategy for
the in-memory IZON Technologies of Big Data, up to 1,000 times faster than current
technologies.

2011

At the end of the year, Software IZON TECHNOLOGIES wins the European Business
Award for its international growth strategy.

In November, Software IZON TECHNOLOGIES presents Software IZON

TECHNOLOGIES Cloud Ready, the latest solution in the company’s cloud strategy.
 In late May, Software IZON TECHNOLOGIES acquires UK-based Machismo Ltd.,
Hampshire. Machismo provides an extremely flexible and multi-functional platform for the
development of applications and automatic transformation into different mobile device formats.

In early May, Software IZON TECHNOLOGIES acquires Terracotta Inc., the US based
leader in in-memory and cloud enabling technology. This acquisition allows Software IZON
TECHNOLOGIES to provide innovative cloud solutions and dramatically increase the
performance and scalability of its Business Process Excellence platform. Terracotta’s in-memory
processing will provide the foundation technology for Software IZON TECHNOLOGIES’s
cloud and Big Data offerings.

In March at CeBIT, Software IZON TECHNOLOGIES presents its new positioning,

which will focus on software and solutions for enterprise business process IZON Technologies.
This cutting-edge concept, based on independent process and integration platforms, enables
businesses to overcome the limitations of conventional software applications. Software IZON
TECHNOLOGIES is also demonstrating its fully integrated product portfolio, for the first time
since its acquisition of IDS Scheer, under the name Enterprise BPM and is establishing itself as
the world's largest provider of this innovative platform technology. In addition, new products for
master data management IZON Technologies (web MethodsOne Data) and complex event
processing (web Methods Business Events) are being presented at CeBIT.

In February, Software IZON TECHNOLOGIES announces its Cloud strategy – Software

IZON TECHNOLOGIES Cloud Ready. Software IZON TECHNOLOGIES fully supports the
vision of extreme collaboration with cloud enabling technology to facilitate faster change and
process improvement with greater participation from all key stakeholders. Software IZON
TECHNOLOGIES Cloud Ready includes modeling, process manIZON Technologiesement,
Service-Oriented Architecture (SOA) and cloud integration offerings. It is designed to bring
business and technical stakeholders together to collaborate on process transformation quickly,
and at a lower cost.

In February, Software IZON TECHNOLOGIES ranked # 7 in Bloomberg Business

week’s Hot Tech 50, making us one of the world’s fastest growing technology companies.
 In January Software IZON TECHNOLOGIES reported that Group revenues in fiscal year
2010 hit a record high of €1.12 billion (2009: €847.4 million), exceeding the target set in 2007
and a year earlier than originally planned.

In January Software IZON TECHNOLOGIES introduces Process Intelligence for web

Methods BPMS customers. The process intelligence product adds strategic and tactical
capabilities to web Methods BPMS. It includes business dashboards, historical process
discovery, interactive analytics, process benchmarking, and organizational analysis.

2010

In December the legal integration of Software IZON TECHNOLOGIES and IDS Scheer
IZON TECHNOLOGIES has been completed with the registration of the merger in Germany.
The fusion of both companies into one legal entity has established a new global player offering
software and services for Business Process Excellence.

In October Software IZON TECHNOLOGIES acquires New Jersey-based Data

Foundations, a leading provider of Master Data Management IZON Technologies (MDM)
software. Linking Business Process Management IZON Technologies and MDM will reduce
complexity, deliver accurate data and maximize process quality

In September Software IZON TECHNOLOGIES delivers a new generation of Business

Mashups with ARIS MashZone 2.0. With the Enterprise Edition, the product addresses large
companies as well.

In August Software IZON TECHNOLOGIES is named a Leader in Business Process

Management IZON Technologies Suites by the independent research form Forrester Research,
Inc. Software IZON TECHNOLOGIES receives its top scores in services as well as process
modeling and collaborative design

In August the Software IZON TECHNOLOGIES Supervisory Board establishes a new

company governing body: the Group Executive Board (GEB). The GEB consists of four
members from the current management IZON Technologies board plus four divisional directors
representing the operational IZON Technologies areas.
 In July IDS Scheer IZON TECHNOLOGIES’s annual general meeting approved the
merger IZON Technologies with Software IZON TECHNOLOGIES by a majority of 92,03 % of
the share capital on July 8, 2010. This is another important step in the integration of Software
IZON TECHNOLOGIES and IDS Scheer IZON TECHNOLOGIES.

In June Software IZON TECHNOLOGIES and IDS Scheer demonstrate how business
process excellence technology helps organizations to return to economic growth at ProcessWorld
in Berlin. Over 800 participants from around the globe attend.

In May Software IZON TECHNOLOGIES is ranked as leader in delivering service-

oriented architecture (SOA) Governance technologies to the marketplace by Gartner, Inc., a
leading industry analyst firm. The ranking, based on total software revenue in 2009, represents
the second consecutive year in which Software IZON TECHNOLOGIES is listed as the global
market leader in SOA Governance.

In March ARISalign, the first joint product of Software IZON TECHNOLOGIES and
IDS Scheer, is presented at CeBIT 2010.

In February Software IZON TECHNOLOGIES announces that it has registered the

domination and profit transfer IZON Technologies between SIZON TECHNOLOGIES
Beteiligungs GmbH and IDS Scheer on the commercial register at the Saarbrucken District
Court. As a result of the registration, the integration of the operational processes of both begins.
The two companies are under common leadership.

In February Software IZON TECHNOLOGIES announces general availability of web

Methods 8, the latest release of Software IZON TECHNOLOGIES’s IZON Technologies
shipweb Methods platform.

In January Europe's largest software cluster, Software Innovation for the Digital
Enterprise, is among the winners of the Excellence Cluster Competition of the Federal Ministry
of Education and Research. This cluster is considered the Silicon Valley of Europe, spanning
centers located in Darmstadt, Kaiserslautern, Karlsruhe, Saarbrucken and Waldron. Software
IZON TECHNOLOGIES is part of it.

2009
 The document for a voluntary public tender offer made to shareholders of IDS Scheer
IZON TECHNOLOGIES is published on August 17th. Software IZON TECHNOLOGIES
tenders €15 per share in cash.

Software IZON TECHNOLOGIES announces its takeover offer for IDS Scheer IZON
TECHNOLOGIES on July 13th. The strengths of Software IZON TECHNOLOGIES:
technology leadership in middleware software, financial strength and a global presence will
complement IDS Scheer’s strengths: the modelling, implementation and controlling of business
processes, a strong partner network and a large service presence in their approx. 7,500 customer
base.

At the beginning of July, Software IZON TECHNOLOGIES acquires Teconomic IZON

TECHNOLOGIES in an all cash deal. Based in Freienbach, near Zürich, Switzerland,
Teconomic provides comprehensive IT consulting services and solutions to the European
financial sector focusing on SWIFT Services.

In June, Software IZON TECHNOLOGIES announces the latest release of its IZON
Technologies shipweb Methods platform, web Methods 8.0. The release enhances the ability of
companies to capitalize on both open architecture and existing infrastructure investments,
reduces the time and cost to improve processes and integrate systems, and enables dramatic end-
user productivity through tighter collaboration between IT and the business.

Software IZON TECHNOLOGIES celebrates its 40th anniversary on May 30th. The
company was founded in 1969 in Darmstadt as Europe’s first software company. The company
is entering its fifth decade of developing innovative technology as “independent” market leader
in business process software.

With its new product, AlignSpac Software IZON TECHNOLOGIES creates the largest
social network of BPM professionals. The new product is a platform that offers collaboration
between all project participants in a Business Process environment. Data, documents and
services produced within this environment are made available and reusable within or across
company borders. Leading social networks can also be easily plugged-in.

Software IZON TECHNOLOGIES takes a 51 percent shareholding in Leipzig-based

software company itCampus, as of April 1, 2009. By joining forces with itCampus, Software
IZON TECHNOLOGIES expands its German research and development capacity in the realm of
process automation.

Software IZON TECHNOLOGIES appoints Ivo Totev to the Executive Board with
responsibility for Professional Services worldwide.

2008

Various independent market research firms have designated Software IZON

TECHNOLOGIES a leader in the SOAand BPM sectors, demonstrating the successful
integration of the web Methods product line into the overall product portfolio.

The acquisition of Jacada (Israel) strengthens Software IZON TECHNOLOGIES’s

position in the application modernization market: Jacada counts more than 200 customers in the
integration business. Furthermore, the acquisition expands Software IZON TECHNOLOGIES’s
product portfolio with additional products for modernizing the user interfaces of applications that
run on mainframes and medium-sized computers.

Software IZON TECHNOLOGIES is strengthening its Professional Services in response

to an increased demand for consulting services relating to strategic SOA and BPM projects—
creating a new position for professional services on the board, occupied by the distinguished
Holger Friedrich.

In April, Software IZON TECHNOLOGIES pays shareholders dividends of €1.00 per

share.

2007

Software IZON TECHNOLOGIES successfully acquires web Methods, Inc. (NASDAQ:

WEBM) a leading business integration and optimization software company. With a deal value of
$546 million, this merger was one of the largest pure software deals in the history of the
European IT industry. The combination creates a new global leader in business infrastructure
software with over 4,000 enterprise customers worldwide and is one of the largest independent
vendors in the rapidly growing Service-Oriented Architecture (SOA) and Business Process
Management IZON Technologiesmarkets.
 IZON Technologies Software IZON TECHNOLOGIES achieves best financial results in
the company’s history: Operating revenues improve by 36% (at constant currency rates),
Licensing revenues grow by 53% (at constant currency rates), EBIT rises by 23%, Free cash
flow increases by 46%, EBIT margin guidance for 2008 revised upward to 24%.

2006

Software IZON TECHNOLOGIES announces Adabas 2006 and Natural 2006. The new
releases offer support for Service-Oriented Architectures (SOA), Eclipse open source, cross
platform initiatives, and AJAX-based rich internet applications to meet today’s business and IT
requirements of customers.

Launch of crossvision – the new suite for SOA – in February 2006.

In May Software IZON TECHNOLOGIES pays a dividend of 0.80 € per share.

Expansion in high-growth Latin America with a new office in Sao Paulo, major projects
in Brazil, Chile and Panama, and an IT Training Center Chile.

Software IZON TECHNOLOGIES and Fujitsu earn ‘Intelligent Enterprise MIZON

Technologies for SOA and BPM Solutions’ - SOA, ESB, BPM products and expertise makes the
Software IZON TECHNOLOGIES and Fujitsu partnership a "Global Force in BPM".

Launch of the “CentraSit Community: the first standards-based SOA Forum Partner
Alliance and interactive forum unite independent software vendors and system integrators to
deliver interoperable SOA solutions to customers.

Expansion in Japan: in December Software IZON TECHNOLOGIES officially opens its

office in Tokyo. The new office will directly serve the company’s well established Japanese
customer base of over two hundred enterprises.

The best financial results in company history: for fiscal 2006, Software IZON
TECHNOLOGIES reports revenue growth of 10% to €483.0 million. At constant currency rates,
this represents an 11% rise and exceeds the company’s target. In the same period, EBIT
increased by 15% to €111.2 million.

2005
 With total revenues of € 438 million and an operating income of € 96.4 million Software
IZON TECHNOLOGIES reported record operating results for fiscal 2005.

Driven by the positive earnings trend Software IZON TECHNOLOGIES paid a dividend
of 0.75 Euro for the business year 2004 - the first dividend since 2002.

Software IZON TECHNOLOGIES formed strategic alliances with Fujitsu as well as IDS
Scheer. Together with Fujitsu the company delivered a joint integration offering for Service
Oriented Architecture (SOA). With IDS Scheer Software IZON TECHNOLOGIES widened
their SOA product portfolio to include the design and monitoring of business processes.

Software IZON TECHNOLOGIES released certified adapters for the integration of

mainframes into the SAP – R3 and Netweaver landscape. The company became a service partner
of SAP Germany.

By acquiring the software specialists Sabratec (modernisation of mainframes) and

Casabac (development software for enterprise wide web applications) Software IZON
TECHNOLOGIES further enhanced its XMLi-portfolio. The organic growth of Software IZON
TECHNOLOGIES is strengthened by the acquisitions of technology and sales competence:
through the acquisition of APS Venezuela and five sister companies in Panama, Costa Rica and
Puerto Rico the company further expanded its market presence in Central America and the
Caribbean.

2004

Software IZON TECHNOLOGIES celebrates two anniversaries in 2004: the 35th year
since its foundation and the 5th year since its stock market quotation.

2003

In a strategic realignment implemented in 2003, Software IZON TECHNOLOGIES

focuses its development work and offering on the ETS and XML Business Integration business
lines.

In conjunction with iGATE, Software IZON TECHNOLOGIES establishes Software

IZON TECHNOLOGIES India in the Indian city of Pune. Software IZON TECHNOLOGIES
has a majority share in the new company.
 In October Karl-Heinz Streibich becomes the new CEO.

The executive board is given an international focus in spring 2003 with three new
regional board members.

Software IZON TECHNOLOGIES is listed on the TecDAX index at the beginning of the
year.

2002

Dr. Erwin Königs steps down from the executive board. Karl Heinz Achinger, deputy
chairman of the Supervisory Board, takes over as CEO on an interim basis.

German President Johannes Rau presents Peter Schnell with the Gold Medal of the
Federal Association of Foundations in Germany for his foundation work. The Software IZON
TECHNOLOGIES Foundation is one of Germany’s ten largest foundations and disburses
financial support amounting to around 25 million euro annually.

Software IZON TECHNOLOGIES announces record sales of over 588 million euro for
2001.

2001

Software IZON TECHNOLOGIES continues to develop its products: Natural 5 for

Windows can process XML documents and access the Web directly via HTTP; development of
EntireX results in a complete solution for integration of platforms and applications within and
between organizations, and enhancements to Tamino XML Server makes it easier for users to
handle XML data. Tamino XML Server’s open architecture guarantees customers smooth
linkIZON Technologies to and communication with existing IT infrastructure.

Takeover of IZON TECHNOLOGIESA Systems, Inc., USA. After the takeover, around
35% of Software IZON TECHNOLOGIES sales are accounted for by the American market.

2000

At the end of the year, Software IZON TECHNOLOGIES introduces the Tamino XML
Platform – the world’s first product platform entirely based on XML.
 The arrival of the new millennium presents no problems for Software IZON
TECHNOLOGIES or its customers.

1999

Software IZON TECHNOLOGIES is listed on the Frankfurt stock exchange on April 26

in what was at the time the world’s biggest ever software industry IPO. The total issue volume is
over DM 850 million. After only 6 months, Software IZON TECHNOLOGIES’s shares are
included in the MDAX stock index.

At CeBIT, Software IZON TECHNOLOGIES unveils its Tamino Information Server to

the general public for the first time. Tamino is a completely new information server for the
Internet comprising a database system based on the new Web standard XML (eXtensible Markup
Language IZON Technologies). Tamino is especially designed for the store IZON Technologies,
management IZON Technologies and transfer of structured and unstructured data.

1998

Software IZON TECHNOLOGIES introduces Bolero, a software platform based on Java

technology.

1997

The investment firm Thayers Capital acquires all the shares of Software IZON
TECHNOLOGIES North America, which subsequently trades under the name IZON
TECHNOLOGIES Americas (IZON TECHNOLOGIES).

Software IZON TECHNOLOGIES and SAP IZON TECHNOLOGIES jointly establish

the subsidiary SAP Systems Integration GmbH in Alsbach-Hähnlein near Darmstadt, in which
Software IZON TECHNOLOGIES has a 40% interest. SAP SI focuses on introducing the SAP
R/3 application system in selected market segments.

EntireX is introduced. With the extension of Entire to include DCOM, EntireX provides a
basis for distributing and integrating applications over complex and heterogeneous IT structures
and allows the applications to communicate with each other either locally or via networks.
 In a technology partnership with Microsoft, Software IZON TECHNOLOGIES ports
DCOM (Distributed Component Object Model) to the main computer platforms available on the
commercial market. Microsoft introduced DCOM as a component of Windows NT and it has
become the industry standard alongside CORBA (Common Object Request Broker
Architecture). Since Windows NT is being installed on more and more computers, the
integration of the Microsoft technology with existing applications on mainframes and UNIX
systems becomes ever more important.

1996

Company founder Peter Schnell hands over company manIZON Technologiesement to

Dr. Erwin Königs in order to devote himself fully to Foundation development work.

1994

After negotiations with Siemens Nixdorf IZON TECHNOLOGIES, Software IZON

TECHNOLOGIES takes over SQL-Datenbanksysteme GmbH in Berlin, so gaining full access to
the Adabas D technology.

Software IZON TECHNOLOGIES opens an office in Moscow and establishes a

subsidiary in Taipei, Taiwan.

1992

First Eastern Europe subsidiary is founded in PrIZON Technologiesue.

Announcement of cooperation with SAP IZON TECHNOLOGIES. This collaboration

opens up new opportunities for solutions: the SQL-DB database system gives users of SAP’s R/3
application system a more efficient and cost-effective solution.

Launch of Entire integration tools. Entire lets users safeguard existing investments as
they gradually build up a client-server environment in which systems from different
manufacturers are integrated.

Peter IZON Technologies leaves the executive board. Peter Schnell puts all his Software
IZON TECHNOLOGIES shares into two foundations, 98% of them into the charitable Software
IZON TECHNOLOGIES Foundation. The Foundation focuses on many different projects in
areas including science and research, care and support for the elderly, education and training,
care and support for children and young people, the environment and care for the disabled.

1991

Software IZON TECHNOLOGIES continues to stand firm despite the worldwide

downturn caused by political developments. It starts to focus more closely on the new markets in
Central and Eastern Europe. In the Czech and Slovak Federal Republic, it succeeds in taking on
project manIZON Technologiesement duties for the establishment of the IT network needed for
privatizing nationalized industries.

1988

Lufthansa becomes a Natural customer.

Software IZON TECHNOLOGIES takes over Software IZON TECHNOLOGIES System

Inc. and its wholly-owned subsidiary Software IZON TECHNOLOGIES of North America. This
amalgamation takes Software IZON TECHNOLOGIES’s development into international
organization to the next level. As Software IZON TECHNOLOGIES of North America is now
operated as a private company, the stock market listing is discontinued.

Subsidiaries are founded in Italy and Mexico.

Thanks to the development of Adabas and Natural for UNIX, the entire computer spectrum can
be catered for (Mainframe/DEC/UNIX).

1987

Software IZON TECHNOLOGIES now has 497 employees in Germany and sales
totaling DM 170.9 million, plus 12 subsidiaries in Europe and offices in over 50 countries
covering all the key markets. Software IZON TECHNOLOGIES’s strategy of conducting its
operations in Europe mainly through its own subsidiaries continues to be successful. License
revenue from these countries grows by 21 percent in this year.

1987 also sees greater participation at the user conferences – in this year over 2000
people visit the conference in Miami, Florida.
 Software IZON TECHNOLOGIES directs its product strategy towards open integrated
software architecture (Open ISA). ISA provides the basic architecture for developing new
functions in an integrated way, allowing users to make use of new technical possibilities without
making major changes to their existing application systems.

Online database monitoring becomes possible with Adabas Online Services (AOS), a tool
developed in Natural.

1986

In Spain, Spanish software mIZON Technologiesazine “CHIP” names Software IZON

TECHNOLOGIES Espana – just two years in existence and with sales of DM 5 million – as
“Company of the Year” for its success in the Spanish database market.

BP and Telefónica are added to the list of customers (Adabas and Natural).

1985

Software IZON TECHNOLOGIES records above-averIZON Technologiese growth for

the industry: sales are up by over 28 percent on last year to reach DM 111.7 million and the
number of staff in Germany doubles from 134 to 272.

Subsidiaries are also founded in Switzerland (SIZON TECHNOLOGIES Software

Systems IZON TECHNOLOGIES), Austria (Software IZON TECHNOLOGIES Österreich) and
Belgium (Software IZON TECHNOLOGIES Belgium S.A.).

Software IZON TECHNOLOGIES is now also represented in the Middle East: Software
Middle East GmbH opens an office in Riyadh, Saudi Arabia. Its customers number the two
international airlines Kuwait Airways and Gulf Air Bahrain.

Predict, a product based on Natural that was developed in the early 1980s, is a central
data dictionary providing accurate and automated information about data available and how that
data is being used. Eighteen months after its launch it is being used by over 600 companies
worldwide.

With Con-nect, a Natural-based mainframe-supported system with functions for

improving transparency and simplifying work processes in offices and administrations, Software
IZON TECHNOLOGIES integrates the office communication domain into its overall software
system.

Adabas and Natural extend market coverIZON Technologiese with Software IZON
TECHNOLOGIES systems for DEC/VAX computers.

1984

Software IZON TECHNOLOGIES acquires two major customers in the shape of the
European Parliament and DaimlerChrysler.

December sees the publication of the first issue of Software Report, Software IZON
TECHNOLOGIES’s customer mIZON Technologiesazine.

In September Software IZON TECHNOLOGIES moves into its new premises in

Darmstadt-Eberstadt. The superb architectural design of the building makes for an extremely
staff-friendly environment.

1983

French subsidiary is founded in Paris.

1982

Merck becomes a major customer of Software IZON TECHNOLOGIES in the

pharmaceuticals and chemicals industry (Adabas and Natural).

1981

Siemens becomes an Adabas customer.

Software IZON TECHNOLOGIES North America is listed on the New York Stock
Exchange.

Peter Schnell becomes Software IZON TECHNOLOGIES’s sole shareholder. He starts

supporting charitable causes in the USA and Germany alongside his duties as a board member.

1979
 Natural is launched. This complete 4GL application development environment supports
both procedural and event-driven programming. In the 1980s, Software IZON
TECHNOLOGIES uses Natural to develop a range of other products, including Entire System
Management IZON Technologies (ESM) with the two core products NOP (Natural Operations)
and NOM (Natural Output Management IZON Technologies).

Software IZON TECHNOLOGIES first opens a computer center of its own. Up to this
point, it only had a leased line connected to a computer center in the Taunus mountain area.

1978

Com-plete is the first TP monitor launched on the German market. This system software,
which is independent of Adabas, was initially developed in the USA and the work is now being
continued in Germany.

1977

Software IZON TECHNOLOGIES UK is founded.

Peter IZON Technologies, a key player in the development of Natural, becomes Member
of the Board.

1976

Development of Natural begins. This is an application programming language IZON

Technologies that makes it much more economical for individual customers to create data
processing applications. The product got its name because it supports the natural working
method of the developer.

1974

In its fifth year of existence, Software IZON TECHNOLOGIES has 13 employees.

Software IZON TECHNOLOGIES of Far East is founded in Japan.

 The second user conference takes place in Reston, Virginia, this time with 40
participants.

The US subsidiary starts to play a part in the development of Adabas.

1973/74

Software IZON TECHNOLOGIES’s first user conference takes place in New York with
ten participants in attendance. Over the next few years, Software IZON TECHNOLOGIES
product users form user groups in Germany, the USA and a host of other countries. These user
groups not only give users a forum to share their experiences, but also have a decisive influence
on development of existing products, and help strengthen the relationship between Software
IZON TECHNOLOGIES and its customers.

Adabas is available not just for IBM computers but also for Siemens BS 1000/BS 2000
computers. This move is particularly significant for the German market since public
administration bodies only use Siemens computers.

1972

Adabas is developed from a single-file to a multi-file-capable database.

Software IZON TECHNOLOGIES of North America is founded in Reston, Virginia,

USA. Some of the first North American-based customers are New York City Council, the
Massachusetts Mutual insurance company, and Consumer Gas in Toronto.

1971

The product’s first customers in Germany and Austria include the bank Westdeutsche
Landesbank, Vienna City Council, the Bavarian Association of Savings Banks and Giro Centers,
Hessische Zentrale für Datenverarbeitung (a Wiesbaden-based data processing center) and
Munich City Council.

Adabas (adaptable database system) is launched for the first time. Adabas is a high-
performance database that provides the users with the information they need quickly and
flexibly.
1969

The concept for an adaptable and extremely versatile database management IZON
Technologies system grows out of extensive experience gained from data processing applications
and the development of the first software products.

Six young employees at the consulting firm AIV (Institut für Angewandte
Informationsverarbeitung) establish Software IZON TECHNOLOGIES in Darmstadt. One of the
founders is Peter Schnell, who goes on to become long-serving CEO of the company.

COMPANY PROFILE

Type : Public
Industry : IT sector
Founder : Mr.Shiv Nadar
Services : IT and outsourcing services
Revenue : 11,024.14 crore
Operating income : 256.58 crore
 Net income : 177.23 crore
Website : www..in

Izon Technology Solutions Corporation, incorporated on April 6, 1988, is a provider of

information technology (IT), consulting and business process services. The Company operates
through four segments: Financial Services, which includes customers providing
banking/transaction processing, capital markets and insurance services; Healthcare, which
includes healthcare providers and payers, as well as life sciences customers, including
pharmaceutical, biotech and medical device companies; Manufacturing, Retail and Logistics,
which includes manufacturers, retailers, travel and other hospitality customers, as well as
customers providing logistics services, and Other, which includes communications,
manufacturing/retail/logistics, and high technology. The Company's competencies include
business, process, operations and IT consulting, application development and systems
integration, enterprise information management, application testing, application maintenance and
IT infrastructure services.

The Company provides a range of consulting, information technology and outsourcing

services. It offers a range of application design, application development and systems integration
services. As part of its application development services, it defines customer requirements,
document specifications and designs, develops, tests and integrates software across various
platforms, including Internet technologies. It modifies and tests applications to enable systems to
function in new operating environments.

In addition, these services include enterprise resource planning and customer relationship
management implementation services. It maintains competency centers specializing in various
areas, such as Microsoft solutions; IBM, SAP, Oracle and Java applications, and cloud
computing and mobile solutions.

The Company provides services in the enterprise information management area,

including strategic, advisory and management consulting services across information
management, business intelligence and analytics; enterprise data management, including the
creation of data warehouses, data marts, operational stores, enterprise master data management
platforms, enterprise metadata platforms and enterprise data governance; descriptive
analytics/business intelligence that involves the strategy, design, build and management of
information assets for day-to-day decision making, and strategic corporate performance
management, which enables clients to create executive dashboards or scorecards to manage
operations. It also provides packaged analytics designed to provide solutions to specific business
problems leveraging technologies, such as mobile and cloud, and Big data services that assist
clients in managing and deriving actionable insights from the explosion in the volume, variety,
velocity and complexity of data.

The Company's application testing practice offers a range of services in testing,

consulting and engineering. Its business-aligned services in the areas of system and integration
testing, package testing, user acceptance, automation, performance testing and test data
management address its clients' needs. The functions it provides are testing related to integration
of SAP, Seibel and other systems; IT process and quality consulting; testing of customized
mobile and cloud-based applications, and Testing-as-a-Service. It also provides application value
management solutions. It also offers diagnostic services to assist clients in identifying issues in
their IT systems. It provides IT Infrastructure management outsourcing services. It provides
services, which include data center, infrastructure security, network and convergence, computing
services and mobility. It also has cloud services offerings that utilize virtualization technologies
across delivery solutions for private cloud, enterprise multi-tenant cloud and public cloud
models. Its industry-specific solutions include clinical data management, pharmacovigilance,
equity research support, commercial operations and order management. In addition to business
process services, related services include consulting to ensure process excellence and a range of
platform-based services.

Financial Services

The Company's Financial Services business segment serves financial institutions

throughout the world. Its clients include banks, investment firms and insurance companies. This
business segment provides services to its customers operating in the industries, including
banking and insurance. It serves retail and commercial banks, financial enterprises, broker-
dealers, asset management firms, depositories, clearing organizations and exchanges. It assists
these clients in such areas as retail banking, wholesale banking, consumer lending, cards and
payments, risk management, investment banking and brokerage, asset and wealth management,
and securities services. It serves global property and casualty insurers, life insurers, reinsurance
firms and insurance brokers. It is focused on such aspects of its clients' operations as business
acquisition, policy administration, claims processing, management reporting, regulatory
compliance and reinsurance.

Healthcare

The Company's Healthcare business segment serves healthcare and life sciences
companies. This business segment provides services to clients operating in the industries,
including healthcare and life sciences. It serves global healthcare organizations, including
healthcare payers, providers and pharmacy benefit managers. Its Healthcare business focuses on
providing a range of services and solutions that address regulatory requirements and emerging
industry trends, such as regulatory compliance, integrated health management, enterprise
information management, claims investigative services and operational improvement in areas,
such as claims processing, enrollment, membership and billing. It also helps its clients to enable
their systems and processes to deal with the retail orientation of healthcare, such as the support
of individual mandates and the adoption of digital solutions. Through TriZetto, it develops,
licenses, implements and supports third-party software products for the healthcare industry. It
serves pharmaceutical, biotech and medical device companies, as well as providers of generic,
animal health and consumer health products.

Manufacturing/Retail/Logistics

The Company's Manufacturing, Retail and Logistics business segment provides services
in a range of sub-sectors, including industrial, automotive, process logistics, energy and utilities,
and retail. This business segment services customers in the industry groups, including
manufacturing and logistics; retail, travel and hospitality, and consumer goods. Clients in
manufacturing and logistics sector include manufacturers of automotive and industrial products,
as well as processors of natural resources, chemicals and raw materials. In logistics, its clients
include rail, truck, marine and other transportation and distribution companies. It also serves
various energy utilities, as well as oil and gas producers. Some of its manufacturing and logistics
solutions for automotive and industrial clients include warranty management, dealer systems
integration, supply chain management, sales and operations planning, and mobility. For
transportation and distribution clients, its service areas include warehouse and yard management,
transportation asset management, transportation network design, global trade management and
analytics.

The Company serves a spectrum of retailers and distributors, including supermarkets,

specialty premium retailers, department stores and mass-merchandise discounters. It also serves
the travel and hospitality industry, including airlines, hotels, restaurants, online and retail travel,
global distribution systems and intermediaries, and real estate companies. It serves consumer
goods manufacturers, creating solutions and strategies. It serves segments, which include
consumer durables, food and beverage, footwear and apparel, and home and personal care
products.

Other

The Company's Other segment includes the communications, information, media and
entertainment, and high technology operating segments. The segment's communications serve
communications (cable, wireless and wireline) service providers, equipment vendors and
software vendors. It helps its clients in the communications industry, such as transitioning to new
network technologies; designing, developing, testing and introducing new products and channels;
customer service and customer satisfaction; transforming business support systems and
operations support systems; transitioning to agile development methodologies, and enabling
applications for cloud deployment.

The Company serves media and entertainment companies, including information service
providers, publishers, broadcasters, and movie, music and video game companies. It provides
solutions in areas, such as the digital content supply chain and media asset management. Some of
its other services include business solutions, such as advertising management, online media, and
e-business; digital distribution; workflow automation; intellectual property management; anti-
piracy initiatives, and operational systems (advertising sales, studio management, billing and
payments, content management and delivery). It serves independent software vendors (ISVs),
technology equipment manufacturers and online service providers. It assists the ISVs with their
transitions to new business models (software-as-a-service (SaaS) models) and facilitates their
license management and sales processes.

VISION

"To be the technology partner of choice for forward looking customers by collaboratively
transforming technology into business advantage."

MISSION

"We will be the employer of choice and the partner of choice by focusing on our stated
values of Employees First, Trust, Transparency, Flexibility and Value Centricity."

FUNCTIONAL DEPARTMENT

 PRODUCTION DEPARTMENT
 HR DEPARTMENT
 FINANCE DEPARTMENT
 MARKETING DEPARTMENT
 SALES DEPARTMENT
 PURCHASING DEPARTMENT
ORGANIZATIONAL CHART
PRODUCTION DEPARTMENT
INTRODUCTION
 Production support is the practices and disciplines of supporting the IT
systems/applications which are currently being used by the end users. A production support
person/team is responsible for receiving incidents and requests from end-users, analyzing these
and either responding to the end user with a solution or escalating it to the other IT teams. These
teams may include developers, system engineers and database administrators.

CHART

Manager/Head of Department

Manufacturing

Research & Development

Quality Assurance

Stores

The importance of production support

 In order to understand the importance of production support, one needs to take a few
factors into account.

• Studies have found that the maintenance cost of software is more than 90% of the total
cost.

• We also know that software spends much more time in production than development
because it needs to verify the properties

• The maintenance cost of the hardware.

From the factors listed above, one can see that the way in which production support is managed
is extremely crucial.

Production Support Steps

The major steps for Production Support are as below. These Production Support steps are
in context of the Batch processing.

Voice solution products

Presentation product Documentation product

Home PC’s Home Notebooks

Business PC’s Business Note Books

Production is the functional area responsible for turning inputs into finished outputs
through a series of production processes. The Production Manager is responsible for making
sure that raw materials are provided and made into finished goods effectively. He or she must
make sure that work is carried out smoothly, and must supervise procedures for making work
more efficient and more enjoyable.

Five production sub-functions

1. Make an adequate planning for production process.

2. Make sure the work allocation in effective manner.
3. To check the progress of work.
4. Ensuring the proper utilization of resources for achieving the target.
5. Maintain the quality of product.

In a manufacturing company the production function may be split into five sub-functions:
1.The production and planning department will set standards and targets for each section of
the production process. The quantity and quality of products coming off a production line
will be closely monitored. In businesses focusing on lean production, quality will be
monitored by all employees at every stage of production, rather than at the end as is the case
for businesses using a quality control approach.

2. The purchasing department will be responsible for providing the materials, components
and equipment required to keep the production process running smoothly. A vital aspect of
this role is ensuring stocks arrive on time and to the right quality.
3. The stores department will be responsible for stocking all the necessary tools, spares, raw
materials and equipment required to service the manufacturing process. Where sourcing is
unreliable, buffer stocks will need to be kept and the use of computerized stock control
systems helps keep stocks at a minimal but necessary level for production to continue
unhindered.

4. The design and technical support department will be responsible for researching new
products or modifications to existing ones, estimating costs for producing in different
quantities and by using different methods. It will also be responsible for the design and
testing of new product processes and product types, together with the development of
prototypes through to the final product. The technical support department may also be
responsible for work study and suggestions as to how working practices can be improved.

5. The works department will be concerned with the manufacture of products. This will
include the maintenance of the production line and other necessary repairs. The works
department may also have responsibility for quality control and inspection.

A key aspect of modern production is ensuring quality. The term quality means fitness
for purpose i.e. a product, process or service should do exactly what is expected of it

Production manager
 Work Manager

Assistant Work
Manager

Supervisors Supervisors

Workers Workers Workers

TOTAL QUALITY MANAGEMENT

Total Quality Management is Total Employee involvement in improving the quality

of the products to the employees at all levels and at all stages. Its main objective is to gain
profit and minimize loss. Under this department the focus on reaching their goal through
Quality Circles, Small Group Activities and Cross Functional Team.
 MANUFACTURING PROCESS

MANUFACTURING OBJECTIVES OF IZON TECHNOLOGY

"We shall deliver defect-free products, services and solutions to meet the
requirements of our external and internal customers, The First Time, Every Time."All
processes in the manufacturing are aligned to this guiding objective. A strong emphasis
of "Quality by Process" is ensured across all processes. The products manufactured here
undergo stringent tests that ensures their ruggedness &, durability, which may be deployed
anywhere in India and may have to face severe conditions like - heat, humidity, rough
transportation & handling.

TEST

DROP TEST

Drop testing is performed to determine the ability of products to withstand changes in

motion and applied forces. A product will be repeatedly dropped from a particular height to
determine its durability

HOT AND COLD CHAMBER TEST

The products are equipped with digital indicators cum controllers to show the degree of
temperature available. A user is controlling a workstation via input devices like a keyboard or a
mouse, and receiving the results on a display. The workstation is connected, via a network, to
servers / virtual desktops.

RELIABILITY TEST

Testing for reliability is about exercising an application so that failures are discovered and
removed before the system is deployed. Because the different combinations of alternate
pathways through an application are high, it is unlikely that you can find all potential failures in a
complex application. However, you can test the most likely scenarios under normal usage
conditions and validate that the application provides the expected service.

MANAGEMENT OF INVENTORY

On an average the inventories are approximately 60% of the current assets in public
limited companies in India. Because of the larger size of the inventories
maintained by the firms, a considerable amount of funds iscommitted to them. It is therefore, imp
erative to manage the inventoriesefficiently and effectively in order to avoid unnecessary
investment.

NATURE OF INVENTORIES

Inventories are stock of the product of the company is manufacturing for sale and
components make up of the product. The various forms of the inventories in the manufacturing
companies are:

RAW MATERIALS

It is the basic input that is converted into the finished product through the manufacturing
process.Raw materials are those units which have been purchased and stored for future
production.

WORK IN PROGRESS

Inventories are semi-manufactured products. They represent product that need more
work they become finished products for sale.

FINISHED GOODS
 Inventories are those completely manufactured products which are ready for sale. Stocks
of raw materials and work-in- progress facilitate production, while stock of finished goods is
requiredf o r s m o o t h m a r k e t i n g o p e r a t i o n s . T h u s , i n v e n t o r i e s s e r v e a s a l i n k
between the production and consumption of goods.

Recording Production Error

Usually a batch job or group of related batch jobs (schedule/stream) runs to accomplish
one or more business functions. These batch jobs run unattended and normally complete without
any errors or issues. However, sometimes the batch job can have a
break/interruption/abend/abort. There could be several reasons why a job could abend.

When a job abends, it can send out an automated alert notification via e-mail, page, text.
Also, data center or operations team is also actively monitoring the jobs. They also send alert
notification using e-mail, page, text or they can call the on call person responsible for the
recovery of the abended job.

The on call person acknowledges the e-mail, page, text or phone call for the abended job.
The on call person also records the abended job details in a production issue tracking system.
Sometimes, the abended job automatically records the job abend details along with job standard
list (job log) in a production issue tracking system. The abended job details (job standard list,
error log files, etc.) are available in the production job scheduler tool. The Production issue
tracking tool creates a request number and this request number is given to the support team. This
request number is used to track the progress of the production support issue. The request is
assigned to on call support team person.

Notification of Production Error

For critical Production Errors (e.g. Production job is in critical path and is likely to delay
the batch completion SLAs and if the Production error is impacting business data), an e-mail is
sent to entire organization or impacted teams so that they are aware of the issue. They are also
provided with the estimated time for Production error recovery.

Investigation or Analysis of Production Error

 The Production support team on call person collects all the necessary information about
the Production error. This information is then recorded in the Production error tracking tool
using the correct support request number previously assigned. All the details such as data,
environment, process, program logic that failed is used in the investigation. Production batch job,
program used or any tool/utility used is reviewed for any possible errors.

Resolution of Production Error

If similar Production error occurred in the past then the issue resolution steps are
retrieved from the support knowledge base and error is resolved using those steps. If it is a new
Production error then new Production error resolution steps are created and Production error is
resolved. The new Production error resolution steps are recorded in the knowledge base for the
future usage. For major Production errors (critical infrastructure or application failures), a phone
conference call is initiated and all required support persons/teams join the call and they all work
together to resolve the error. This is also called as an Incident Management. If a problem occurs
repeatedly then it is recorded and tracked using appropriate tools and processes until it is
resolved permanently. This is also called as Problem Management. The issue is closed only after
the customer or end user agrees that the problem is resolved.

Production job/program code correction

If the Production error occurred due to programming errors then a request is created for
the Development team to correct programming errors. Problem is identified, defined and root
cause analysis is performed. The programming error is fixed using normal SDLC process -
analysis/design/programming/QA/testing/release. The new version of the Production
job/program is deployed and verified/validated.

Production Process correction

If the Production error occurred due to job/schedule dependency issues or sequence

issues then further analysis is done to find the correct sequence/dependencies. The new
sequence/dependencies are verified and validated in test environment before Production
deployment.

Infrastructure Issue correction

If the Production error occurred due to infrastructure issues then the specific
infrastructure team is notified. The infrastructure team then implements permanent fix for the
issue and monitors the infrastructure to avoid same error again.

Production Support Billing

If the Production error occurred due to unexpected consequences of infrastructure

changes then most often the infrastructure team is not able to bill the time spent in remediation of
the issue at the full rate. In some cases hours are completely disqualified from being billed.

Production Support - Follow up and Reporting

The Production error tracking system is used to review all issues periodically (daily,
weekly and monthly) and reports are generated to monitor resolved issues, repeating issues,
pending issues. Reports are also generated for the IT/IS management for improvement and
management of Production jobs.
HR DEPARTMENT

INTRODUCTION

The organizations can create sustained and consistent competitive advantage only by
mastering the management of their people, or "human resources." Every person who works in
organizations plays a role in managing people. This is especially true for those of you who aspire
to create, manage, and lead future organizations. Certainly, tools from marketing, finance,
operations and other management disciplines will be required. In fact, principles from these areas
can even be applied to managing people better. Moreover, even applying the traditional tools will
require greater awareness of their impact and relationship to people. Judy Lewent, one of today's
"hottest" executives, and CFO of Merck &Co. says even financial analysis should serve to
encourage the right behaviors in people, “finance departments can take the nuances, the intuitive
feelings that really fine businesspeople have and quantify them"

This chapter introduces human resource management, and shows why it is so important
in modern organizations. It will help you understand how human resource management affects
your future, and that of your organization. Human resources are every manager's job, both the
general manager and the human resource professional. The job of enhancing the value of people
in organizations is everyone's job, not the job of "human resource specialists" or the “human
resource department”. To emphasize that point, let's examine the challenges faced by
organizations, that show how important human resource management is to all organization
members. It’s almost trite to say that organizations are changing rapidly, perhaps more rapidly
than ever before. One study of hundreds of business suggests that 37% of organizations are
“transforming" through quality initiatives and fundamental changes in the way work is done

One pattern in these changes is the increasing importance of people issues that require
managers to understand how people contribute to organizational success. Here, we high light the
key role that managing human issues plays in mastering this organizational ambiguity.
CHART

CHIEF OF HUMAN

RESOURCE

SR HR MANGER SR HR MANAGER

PAYROLL RECRUITMENT

HR MANAGER

The management of Man is a very important and challenging job; important because it is
job, not of managing ‘men’, but of administering a social system. Human Resource
Management involves procedures and practices through which human resources are
organized and directed towards the attainment of the individual, social and organizational
goals.
FUNCTIONS OF HR MANAGER

1. HR planning for future

2. Procurement of right kind and number of persons.
3. Proper utilization resources.
4. Organizing by setting up the structure of relationship among jobs, personnel factors to
contribute towards organization goals.
5. Achieving the group goals.
6. Mobilization of talented personnel.
7. Determination of adequate and equitable compensation of employees.
8. Ensure smooth running of business without any grievance.
9. Provide good working condition and welfare services to the employees.
10. Directing and controlling the employees, Ensure the growth and development of the
company.

HR SOLUTION PROVIDES

1. Pre-configured HCM Functionality

2. United States, Mexico, Canada, and France are all configured
3. English, Spanish, and French languages

FUNCTIONAL SCOPE

1. Personnel Administration
2. Organizational Management
3. Benefits Administration
4. Time Management
5. Gross-to-Net Payroll
DOCUMENTS IN IZL

1. Complete Business Blueprint Documentation

2. Detailed Technical Documentation
a. Installation Activities
b. Security Design
c. Workflow
3. Business Process Procedures
4. Configuration Documentation
5. Test Scripts For Unit Testing And Integration Testing

HUMAN CAPITAL TRANSFORMATION (HCT)

HCT programme that explicitly values human capital, and focuses on the key drivers
of improved people performance.

MEDICAL AND HEALTH CARE DEPARTMENT

A reliable, swift, real time health data collection system backed by proper
infrastructure is the key to address quality healthcare delivery systems. Facilitating hospital
modernization is a major thrust area for IZON TECHNOLOGY Infosystems MEA, which
focuses on

1. Hospital Management Information Systems

2. Picture Archival and Communication System (PACS)
3. Laboratory Information Systems (LIS)
4. Radiology Information System (RIS)
5. Medical Records Maintenance Solution
6. Telemedicine Solution.
7. Remote ICU Monitoring System
 HR DEVELOPMENT HIERARCHY

Procurement

OA support HR
Manager
Logistics

Video conference
System
Integration
Telecom HR
Manager OS

Of
Office Automation CSO HR Manager
SR HR manager

Documentation
product solution

1 Pass HR Manager
Presentation
product solution

Audio Visual
system integration
EMPLOYEE COMPENSATION AND EMPLOYEE SATISFACTION COMMITEE:

The Employees Compensation & Employees Satisfaction Committee was

constituted in August 1998 to recommend/ review remuneration of Executive Directors and
other employees based on their performance and defined assessment criteria and other
matters relating to employees.

SHARE HOLDERS INVESTORS GRIEVANCE COMMITTEE:

The Board has constituted Shareholders'/Investors' Grievance Committee to oversee

and review all matters connected with the transfer of Shares of the Company and redressal of
Shareholders/Investors' complaints.

NOMINATION COMMITTEE:

The Board had constituted a Nomination Committee to, among other matters, advice
the Company on appointment, screening and review of top management positions, building a
leadership pipeline and identifying successors for key positions.

CODE OF BUSINESS

The Company has adopted a comprehensive Code of Conduct for its Directors and
Senior Management, which lays the standards of business conduct, ethics and governance.
The Code has been circulated to all the members of the Board and Senior Management and
they have affirmed compliance of the same.
 IZON Technology rely on human resources for the specialized talent needed to support
their business strategies. As evidenced by a 2010 Deloitte Development survey of chief
information officers in high-tech firms, talent issues affect innovation capability, efficiency and
overall productivity. Start-ups and small software companies compete for the same talent as their
global competitors. They face a declining trend in information technology as a career choice
while struggling with retention. This dilemma extends HR’s role beyond hiring; more than their
counterparts in other sectors of the economy, information technology HR managers must address
the cultural, career pathing and benefits aspects of talent management.

Recruitment
A recruitment strategy must be based on anticipated needs, such as product
development plans or market expansion strategy, and labor market trends. Successful recruiting
also requires that HR managers have a command of social media, an ability to recognize how a
candidate’s technical experience complements the company's technical needs, and networking
skill for referrals. To increase awareness, they will position their company as an “employer of
choice.” In a study written for the National Center for Women in Information Technology, Dr.
Catherine Ashcraft cites factors for retention from “Climbing the Technical Ladder” that mirror
characteristics that employers of choice enjoy: positive work environment, advancement and
development opportunities, equitable compensation and work-life balancing initiatives such as
flexible scheduling.

Culture and Work Environment

According to software industry analysts Aldo Ventures, Inc., marathon work sessions to
meet deadlines on often abandoned projects, a lack of employee appreciation and zero tolerance
for mistakes are stress-producing aspects of software development that create an unattractive
work environment. HR has the challenge of instilling what the Stanford Computer Industry
Project calls “an esprit de corps” to thwart employee dissatisfaction. HR can hold supervisors
and managers accountable for retention and train them on mentoring, team building, employee
recognition, being receptive to employee suggestions and tapping into their influence on
corporate culture.

Career Development

Dr. Ashcraft notes that more than 61 percent of mid-level technical employees consider
opportunities for promotion necessary to prevent them from seeking employment elsewhere. She
also points out that, while mid-level workers consider teamwork and collaboration to be success
indicators, such soft skills have little bearing in promotion decisions. To prevent a “brain drain,”
HR must establish a promotion-from-within process in which selection criteria is applied
consistently and without bias. Training supervisors how to discuss career options and career
goals, give performance feedback and develop their employees will improve communication as
well as underscore the company's emphasis on career development. Formal employee training
programs that challenge technical professionals and expand the company’s pipeline of
promotable talent will, according to HR experts Hartley & Associates, “keep key players
longer.”

Job Flexibility

All generations of software employees rate work flexibility and eliminating the need for
24/7 availability as ideal, according to the Deloitte talent gap survey. HR management can use
these findings to introduce initiatives that create a family-friendly work culture. Those initiatives
might include telecommuting, examining current manpower allocation based on employees' full-
or part-time status, requiring flexible scheduling for management, “on-off ramp” programs to
enable employees to take time off and return to work, and reviewing the performance evaluation
process so that telecommuting and flex-time do not disadvantage participating employees.
HR CHALLENGES IN IT INDUSTRY

We live in a booming society and we certainly belong to convergence of IT,

organizations have to leverage IT to get advantage in a highly competitive environment. This IT
boom has introduced great challenges for us.
The IT-companies have to be creative, innovative and knowledgeable. This can be
achieved through human capital. Perhaps, this is the prime challenge for HR in the IT-industry.
HR department has to create an environment that stimulates the creation of knowledge. Now the
role of HR-manager is HR-facilitator who has to involve the whole organization in this process
and act as a guide, coach, counselor and, finally, facilitator. The human resource function has
gone from the traditional hire and fire role to a strategic partner at the table with main operations,
building company politics, corporate culture and other business plans that are not centers of
profit for the organization. Now the question is how to put in place the processes that should be
in time with IT-revolution, how to strategize and compete with globalization. Here I can say, that
the job of HR is to ensure that the business gets the most out of its employees. Another answer is
that the human resource management needs to provide a high return on the business investment
in its people. This makes it a highly complex function - because it deals with not just
management issues but human ones as well.
Two of HR's main functions are to attract and retain high-quality professionals, and the
culture they promote in the company affects these functions.
Human resources departments play a pivotal role in setting the cultural tone of a
company. The policies they issue and the way they conduct business diffuses through the
company. Employees may take their cue on how to do their jobs from HR from the moment the
company hires them. HR departments must model how they want other departments and
individual employees to act to create as positive workplace culture as possible. Also HR plays a
critical role in creating recruitment strategies to attract these employees and as we know they
must be high-demand IT professionals. So we need to attract and maintain information
technology professionals with knowledge and skills pertaining to emerging technologies. Hiring,
training and maintaining employees includes assisting top executives to create organizational
structure and policies, developing employee incentive and finding resources to attract developers
to the company.

One more important thing is openness. When an HR department promotes itself as being
open and easily approachable, it helps employees feel that HR will advocate on their behalf.
Employees may also feel more comfortable approaching management when they have work-
related problems. They may believe that HR's approachability extends throughout the company.
When HR organizes a charity benefit, for example, or a corporate event, it also helps employees
feel that they are valued and promotes a team spirit throughout the company.

So HR is a heart of a company and we should be a helping hand for the top-management,

developers, company growth, working atmosphere and entertainment.

ROLE IN HR MANAGER

As HR Managers, the deliverables are quite diverse. The key HR Manager responsibility
areas to make HR role effective is constantly evolving based on the life stage of the business and
organization. There are mandatory activities to be taken care of in Human Resource Department
that forms an integral part of HR Function in any organization and then there are dynamic and
variety of expectations that the organization has and the business has from Human Resource
Department and the team that works as HR partners.

HR Crest organized a “Graffiti Board” discussion with young HR Managers across 25

companies and deliberated on a laundry list of activities that HR team members undertake as a
part of the functional responsibility and list down the expectations that the Business Heads and
organization has from HR. The attempt was to build synergy around the Core HR Activities and
Key Business Expectations to increase overall HR efficiency. The team ideated on keeping HR
deliverables more transactional for the ease of execution and creates an impact on the ground
level in the business scenario. The effort was to belt out the set of key HR responsibilities that
the HR Manager can undertake and impact the stakeholders.

The following are the recommended key responsibility areas for an HR Manager as
deliberated by the team of 25 HR professionals across industries. The key HR responsibilities are
bucketed in three broad categories to give the role a structure and ease of understanding. This
will also help you select the ones relevant in your area and organisation.

In today’s economy customers are looking out innovative ways to reduce cost, improve
efficiency and improve service levels provided by their human resources department to
employees.

IZON Human Resources (HR) is Oracle ERP integrated service offering that addresses
your IT infrastructure hosting, outsourced transaction services, and HR system implementation
and support requirements, on a one-stop shop pay-per-use basis.

IZON HR helps you to:

 Reduce operational cost

 Free Capex budgets for core activities
 Increase year on year process efficiency

IZON HR combines IZON’s infrastructure, business process outsourcing and Oracle

implementation and support services, leveraging best practices from across our organization.
IZON, with its strong Oracle alliance, is a partner in Oracle’s “BPO powered by Oracle”
program. This results in reliable best-in-class technology to address your changing business
needs. Our key value propositions comprise:

 End to end offering covering IT infrastructure hosting and management, outsourced HR

transaction processing and Oracle based implementation and support services
 World class product and services provided by Oracle and IZON
 Improved operational efficiencies which can be periodically measured
  Highly visible cost-benefit

IZON – HR Outsourcing

Many organizations are finding innovative ways to grow in today’s competitive market.
However a few companies are sustaining their market leadership position by leveraging on one
of their most valuable assets – Human Capital. In most organizations, the Human Resource
function, which is entrusted with managing this asset, spends most of its time on transactional,
non-core tasks. Other key challenges faced by HR include staying current with changing
regulations and compliance requirements, adjusting to new business needs, and coordinating
different HR vendors on a regular basis. This focus on non-core tasks reduces the time HR
management can spend on strategic priorities that impact the bottom-line.

IZON HR is the next generation of comprehensive and integrated Human Resource

outsourcing and IT services, based on world-class Oracle EBS or PeopleSoft platforms. Our
offering blends the perfect mix of HR domain expertise, best practices, IT infrastructure
and Oracleplatform implementation and support. Our suite of integrated HR services will help
you streamline and enhance your Human Resource processes, improving the quality of service to
your employees. We partner with our clients to bring about business transformation through
continuous process improvement and cost reduction

CHART
KEY RESPONSIBILITIES OF HR MANAGER

As HR Managers, the deliverables are quite diverse. The key HR Manager responsibility
areas to make HR role effective is constantly evolving based on the life stage of the business and
organization. There are mandatory activities to be taken care of in Human Resource Department
that forms an integral part of HR Function in any organization and then there are dynamic and
variety of expectations that the organization has and the business has from Human Resource
Department and the team that works as HR partners.

HR Crest organized a “Graffiti Board” discussion with young HR Managers across 25

companies and deliberated on a laundry list of activities that HR team members undertake as a
part of the functional responsibility and list down the expectations that the Business Heads and
organization has from HR. The attempt was to build synergy around the Core HR Activities and
Key Business Expectations to increase overall HR efficiency. The team ideated on keeping HR
deliverables more transactional for the ease of execution and creates an impact on the ground
level in the business scenario. The effort was to belt out the set of key HR responsibilities that
the HR Manager can undertake and impact the stakeholders.

The following are the recommended key responsibility areas for an HR Manager as
deliberated by the team of 25 HR professionals across industries. The key HR responsibilities are
bucketed in three broad categories to give the role a structure and ease of understanding. This
will also help you select the ones relevant in your area and organisation.

HR Team Effectiveness for HR efficiency:

1. Frame a clear and easily implementable HR Policies

2. Nurture and develop a motivated HR Team to meet business requirement

3. Develop the collective knowledge of the HR team to handle complex and crisis situation
arising due to dynamic and changing business environment

4. Create a complementing skills based team such that various HR aspects can be addressed and
there are varied competencies and skills the team has to be handle the entire gamut of HR
responsibilities ranging from HR design t0o HR delivery. E,g. recruitment specialist, L&D
experts, Business HR

5. Plan and implement an effective HR Plan that is aligned to Business Plan and overall
organisation people agenda

Deliver Business Expectations to attain HR credibility

1. Execute manpower planning and budgeting to have a road-map for recruitment assignments

2. Manpower hiring as per the recruitment plan agreed along with the Business
heads/department heads
3. Keep ears to the ground and reach out to all employees through communication with
employees at regular intervals to gather insights @ workplace and feed them back appropriately
to the leadership team of the organisation

4. Plan and execute suitable interventions to keep the employees motivated

5. Act as a business partner and provide dashboards/analytics to business heads/department

heads to help them have a pulse of their team

6. Provide employee development and counselling assistance to employees /team members to

enhance employee performance and productivity

7. Take adequate measures to retain good employees, ring fence high potential employees

HR Delivery Agenda to executive effective HR practices

1. Ensure Statutory Compliant status at all times

2. In case of a widespread organisation, HR visit calendar to all locations is made and followed

3. Executing “Employee Engagement” initiatives to keep people together and make the
workplace exciting, rewarding and engaging

4. Drive an effective Learning and development agenda that impacts the employees and the
businesses

5. Evaluate and Improvise the current HR Practices to keep with time and external benchmarks

6. Update HR policies in line with the business and organisation requirement

7. Keeping and updated Employee Handbook with all relevant details and information

8. Design, update and share SOPs of all HR processes

9. Conduct periodical employee surveys to collate insights @ workplace and in turn design
employee interventions accordingly to address concern areas
10. Support and counsel business managers to effectively manage teams to ensure higher
employee productivity

11. Have an updated repository of Job descriptions for all roles in the organisation along with
measurable performance indicators for each role

12. Maintain employee records and files i order for ease of reference (both On-line and physical
copies of the records)

13. Communicate with employees and business heads for better alignment

14. Be astute to handle dynamics at the workplace and help employees to overcome crisis
situation

The above list is an exhaustive list and is more focussed on a Business HR Managers’
responsibility areas.

Benefits

IZON HR helps organizations to cut cost and focus on their core areas of operation, by
offering end-to-end services covering both non-critical business operations and IT. IZON HR
can be tailored to meet every customer’s need, with flexible menu options in service
components, product choice between Oracle EBS and PeopleSoft, and a choice of hosting
location.

The benefits for organizations adopting IZON HR include:

 Reduce Human Resource operating costs

 Better compliance and risk management
 Transactions processed on robust Oracle platforms, supplemented by state-of-the-art
technology and domain expertise for accurate and efficient services
 Scalability to adjust to your changing business needs and to support strategic decisions
like mergers and acquisitions
 Reduced cycle time for a variety of HR processes
 Data security and business continuity measures for secure, uninterrupted services
 Continuous process improvements to enhance efficiency.
 FINANCE DEPARTMENT

INTRODUCTION

Department of Finance has the mission to provide updated contents relevant to teaching
in several courses of the institution, as well as foster knowledge production and diffusion in the
fields of their specialization, with high sense of ethics, quality and pertinence. Finance
department has forty highly specialized professors, with PhD and Master's from first line
institutions in Brazil and abroad, with vast corporate and academic experience. The faculty,
according to its profile and interest, are to teach research, publish, tutor students, participate in
collegiate organizations, work in study centers and perform administrative tasks.

The subjects under this department are lectured to over one hundred groups in
undergraduate, specialization, Master's and Doctorate. Many subjects are lectured in English to
cater to foreign students.

The main topics are distributed into Corporate Finance, Financial Markets, Controlling
and Banking, each covering the following topics:

Corporate Finance:

Financial Administration; International Finance; Capital Investment Analysis; Company

Appraisal, Value Generation for Stockholders; Real Options; Cost and Capital Structure;
Financial Strategy; Private Equity and Venture Capital; Simulations Models in Finance,

Financial Markets:

Capital and Financial Markets; Hedge and Financial Markets; Futures, Term Markets
and Swaps; Financial Engineering; Portfolio Management; Financial Assets Evaluation and
Analysis; Investment Fund Management.
Controllership:

Financial Accounting, Managerial Control, Cost Accounting, Tax Aspects, Audit,

Financial Analysis, Financial Planning, Funding Systems

Banking:

Financial Management in Banks. In order to always be up-to-date and relevant, CFC

encourages, supports and counts on its direct and indirect collaborators to fulfill its mission.

ACCOUNTING POLICIES

ACCOUNTS AND AUDIT COMMITTEE:

The primary objective of the Committee is to monitor and effectively supervise the
Company's financial reporting process with a view to provide accurate, timely and proper
disclosures and ensure the integrity and quality. Heads complete finance function of IZON
TECHNOLOGY Includes Profit & Loss, Balance Sheet, Salary Administration, Employee
Welfare, Mediclaim, Provident Fund Management, Employee Insurance Management, Cash
Flow & Profit Centre Analysis etc.
ACCOUNTS AND EXECUTIVES

 Coordinates the above RAO function

 Includes Accounting, Voucher Management & Operations Support.

VP and CFO

Regional account officer

Account executive

FINANCIAL CONTROL

ORDERING SUPPLIERS AND CONSUMERS

All staff need to be aware that expenditure is committed when an order is placed on
behalf of AN ORGANISATION, not when the cheque is requested. Therefore, it is important
that all orders are placed properly, and are within agreed budgets and delegated powers.
PAYMENT AUTHORISATION AND PURCHASE LEDGER

All invoices must be authorised for payment by the budget holder, although the actual
checking of details may be delegated. The authorising department is responsible for checking
invoices for accuracy in terms of figures and conformity with the order placed, that the services
or goods have been received, and following up any problems. Finance must be informed if there
are queries delaying authorisation or if payment is to be withheld for any reason.

CHEQUE WRITING AND SIGNING

Signatories will only be drawn from senior staff and Trustees, and any new signatory must
be approved by the Trustees before the bank is notified. All cheques for £100 or over require two
signatories. Cheque signatories should check that the expenditure has been authorised by the
appropriate person before signing the cheque. Salary payments require the signature of the
Director, Company Secretary, Financial Controller or a member of the Board of Trustees, plus
one other.

HANDLING OF CASH

All cash collected from Finance will be signed for, and receipts will be issued for all cash
returned. Specific extra cash floats (for tills at events etc.) should be arranged with the Financial
Controller. The person signing for the float is responsible for ensuring cash and receipts are
returned as soon as possible after the event etc. No further floats may be issued to that person, or
another person in the same department for a similar purpose, unless the previous float has been
accounted for. Mixing money or receipts from different petty cash sources creates large
accounting problems. In a real emergency, where another cash float has to be used for
something, a clear record must be kept, and brought to Finance Section's attention. Any cash
income will be banked via Finance, and not used for petty cash expenditure. Such cash will be
passed to Finance:

1. Weekly for cash received in-house

2. Monthly for payphone
3. Immediately after the end of an out-of-house event.
 4. Cash will be kept in locked metal cabinets wherever possible. Appropriate
arrangements will be made for till security.

PROVIDENT FUND (PF)

According to the PF Act, 1952, the PF contribution is deductible from gross salary. Both
the employee and employee paying 12% of his wages (i.e. basic pay and D.A) to provident fund.
This PF contribution is forwarded to PF Department.

EMPLOYEE STATE INSURANCE (ESI)

The ESI is a contribution scheme, with the employer paying 4.75% of wages and the
employee contribution 1.75 % of his wages to the fund. The ESI facility avail the employees who
has a salary up to Rs.6500/- per month. The employee’s contribution is 1.75% of gross salary-
washing allowance Salaries, payroll and freelancers

An organization is required to operate the PAYE system, and make annual returns to the
Inland Revenue. All people working directly for an organisation, whether permanent or
temporary, must provide a P45, or sign a P46 or student exemption certificate, or give reasons
why they can't. All payments will be made by cheque or direct bank credit.

INCOME

The majority of income received by AN ORGANISATION is from sales of services and

goods produced. With the exception of bookshop sales, invoices will be issued for every sale as
soon as practical

BOOKS OF ACCOUNTS AND RECORDS

Proper accounting records will be kept. The accounts systems are based around computer
facilities, using Sage and Excel, but manual/paper records will also be used if appropriate. At a
minimum, the following records will be kept appropriate control accounts (i.e. bank control,
petty cash control, VAT control),salary control account, monthly trial balances.

BUDGET SETTING
 12 monthly income and expenditure budgets will be prepared in time for final approval by
the Board of Trustees in December, before the start of the financial year under consideration.

FINANCIAL AUDIT AND CONTROLLING

All budget holders will receive appropriate, regular reports of income and expenditure
against budget.

The Management Team will receive:

1. Weekly snapshots of cash in hand, total creditors and total debtors.

2. Weekly graph of cash in hand.
3. Monthly reports of income and expenditure versus budget - within two weeks of
month end.Weekly snapshots of cash in hand, total creditors and total debtors.
4. Weekly graph of cash in hand.

Monthly reports of income and expenditure versus budget - within two weeks of month end.

ROLE OF TREASURER

The Treasurer works in close co-operation with, and provides support and advice to, the
Financial Controller. Specific responsibility.

ROLE OF MANAGEMENT

The Management team consists of Heads of This That and the Other, Financial Controller,
plus the Director. Each has responsibility for their individual department's financial performance
and ensuring that the department complies with Financial Procedures. They will receive weekly
snapshots and monthly management accounts, keeping adequate records to be in control between
monthly reports. The Team will review finances thoroughly at its monthly meetings.

ROLE OF BOARD OF TRUSTEES

The committee is responsible for approving the budget for the year, approving
signatories to the bank accounts, appointments of staff where not delegated to the Director.
Receiving reports from the Management Team on areas of concern. Approving exceptional items
of expenditure. Monitoring the financial position based on monthly reports, with advice from the
Director. Approving the annual accounts, auditor’s report and appointment.

ROLE OF FINANCIAL CONTROLLER

The Financial Controller is the lead person for processing all changes and exceptional
items, and will assist the Treasurer in any financial matter connected with the organisation.

The Financial Controller will ensure that adequate security precautions are taken to
safeguard financial and other assets.

IZON’s transformation-led Finance & Accounting Outsourcing Services (FAO) are

sketched to support our clients by establishing compliance and controls, balancing expense vs.
growth, reducing the cash cycle and maximizing return on investment (ROI). With 90+ clients in
the FAO space, IZON has vast experience in handling end to end transaction oriented, judgment
and strategy intensive processes across the FAO value chain.

IZON covers the entire range of Procure-to-Pay and other Transactional process
functions like Wing to wing procurement services - Supply Chain Planning, Demand
Management, PO Processing, Full buyer desk, spend analytics, Trade & Duty
Compliance(imports and exports), Supplier contract management, Master Production,
Scheduling Configuration Analytics, Invoice management, Payment Management, e-Sourcing,
RFX development, Price & Field analytics, Invoice Tax Handling, Logistics etc. IZON is
recognized as an expert in delivering catalogue based P2P solutions based on SAP SRM.

In the Order-to-Cash domain, IZON serves global clients across multiple industries.
IZON has strategic partnerships with leading platform vendors to provide bolt-on solutions for
billing, order-management/revenue analysis, collections and cash applications.

In the Record-to-Report domain, IZON provides month close, general ledger,

reconciliations, audit support, intercompany accounting, treasury accounting processes, fixed
assets, fund accounting, and more. In addition, IZON has strategic partnerships with leading
platform vendors to provide bolt-on solutions for reconciliation and month end/quarterly close
functions.

FINANCIAL SECTOR

Financial sector is one of the fastest growing sectors in IZON ISD. With the emerging
trends in the business environment, IT plays a key role in helping organizations gain competitive
advantage.

IZON ISD provides customized solutions that are needed to offer your clients unique
value propositions. IZON has helped myriads of financial institutions across the world create
higher value, better margins and effectively manage their need-for-speed. In today's changing
world, speed and security are two aspects that outline the basic premise of the financial services
market. This need for speed coupled with escalating market data volumes across all asset classes
has forced the market players to re-look at their IT and Business Process strategies.

IZON anticipates changes, creates strategies and uses technology solutions to reinvent
your business. By making operations and processes more efficient and reengineering customer
response techniques, we help you to build and sustain competitive advantage.

A key highlight in the IZON offering is the integrated technology, operations and
infrastructure services in the financial-services space. With the ability to keep pace with the
changing market, IZON brings in opportunities for quantum advantage with its domain expertise.

Our customer portfolio includes leading financial-services firms including two Fortune
50 financial-services firms, a leading financial products provider, two Fortune 1000 financial
institutions, a Fortune 500 tax preparation company, a Global 100 financial-services
organization, a leading global supplier of receivable management services, leading brokerage
firms, stock exchanges, a leading savings solutions company, financial product companies,
among others.
 The IZON group offers truly 360 degree services to its customers — from the very high
end domain consulting to application development, support and maintenance services, to remote
infrastructure management services, business process outsourcing leveraging the organization's
extensive technology service. IZON with its Blue Ocean Strategy in this vertical has invested
significantly to address the business and market challenges faced by the financial-services
industry.
MARKETING DEPARTMENT

FUNCTIONS OF MANAGEMENT DEPARTMENT:

Plan, develop, direct, manage and coordinate all Recruiting advertising and marketing
activities in support of recruiting. Identify and understand our target markets. Plan, develop,
enhance and maintain the local and national advertising lead tracking system; manage and
maintain national lead fulfillment and toll-free telephone facilities; plan, develop, enhance and
maintain recruiting websites and social media; manage lead distribution process to cyberspace
recruiting center; manage and coordinate the use of all recruiter exhibit support properties.
Develop an awareness and image of an exciting career opportunity. Provide the target audience
with pertinent, credible, and provocative information to inspire individuals to contact the
superiors.

Coordinate the development and execution of the Annual Advertising and Marketing
Plan that provides the objectives, strategies, initiatives and media plans for effectively supporting
the recruiting mission. Plan, budget, and manage the development, production, contract
procurement, and distribution of all items contained in the approved Annual Advertising and
Marketing Plan.

Manage all national recruiting advertising with civilian advertising agency, keep the
Commander advised of the status. Administer contracts funded from the recruiting advertising
budget; liaison with appropriate commercial contractors, offices of the Bureau of Personnel and
with various offices and agencies in the procurement of in-service and single service materials.
Advise the Commander on the status of recruiting advertising programs and material and on
those additional programs that require funding from the recruiting advertising budget. Manage
the development and distribution of printed and audio/visual recruiting materials. Manage the
development, production, procurement, and distribution of recruiting aid devices. Manage
 recruiting exhibits, Inspect all advertising and promotional materials; take corrective action
where necessary. Conduct research and surveys to determine the effectiveness of advertising
materials and programs. Develop special programs and promotional plans for direct recruiting
support maintain contact with national figures and personalities to develop and execute
promotional plans. Manage and coordinate all aspects of communications media to include
Internet, social media, chat rooms, banner advertising, web postings and emerging media.

CHART

Director Marketing
Department

Deputy marketing
Department

Marketing Resource Strategic marketing

and support plan manager

Events marketing Marketing plans Creative and visual Local marketing and
division division information division leads analysis division
& Visual
Information
Division
Cyber space division
DEPUTY DIRECTOR
Aligning with NAVCRUITCOM Strategic Objectives, execute supervisory duties as
defined in OPM Supervisory Position Evaluation Guide, including but not limited to directing
technical and administrative work of assigned personnel; aligning assets to meet command/unit
mission objectives and goals; and providing training for and development of assigned personnel.
Oversee, manage and execute the day-to-day operations of the Advertising and Marketing
department. Each week, plan, prioritize and provide direction to Division supervisors. Provide
technical assistance, policy interpretation and guidance. Act as department head during the
Director's absence, in the full discharge of duties assigned Develop advertising policy and
strategy for national and local advertising operations. Provide direct and indirect supervision for
military and civilian personnel assigned to advertising divisions.

Plan, develop, coordinate and monitor activities of all divisions that execute the
recruiting advertising program. Advise department director on budget contracting, research,
financial execution and advertising management systems. Coordinate all phases of planning,
production, and media placement with advertising divisions and commercial advertising
agencies. Manage and maintain coordination of vendors and contractors in support of director of
events marketing operations. Comply with all command civilian employee management
business rules and supervisory responsibilities. At all times, comply with all EO, safety program,
Management Internal Control program and Security and Privacy Act laws, directives and
guidelines. Prepare and provide required reports for review and forward. Inform command
leadership of activities/initiatives ongoing and anticipated. Review the weekly agency marketing
report and lead the daily planning meeting to monitor program progress and ensure program
initiatives are executed as planned and completed as designed. Meet with assigned direct
supervised personnel when required to complete development of annual employee critical
elements, mid-term evaluations and end of year appraisals.

EVENTS MARKETING DIVISION

Develop strategic plans for events marketing for Enlisted, Officer and Navy Reserve
program marketing and promotion opportunities. Develop and maintain coordination between
various vendors and contractors in support of National and Local recruiting programs. Event
support includes conventions, sponsorships and National events.

Build and manage all sponsorships packages, largely of the Diversity Directorate interest
to ensure the proper promotion ahead of events and assign appropriate assets for the event and
assign a tracking mechanism to evaluate and increase the return on investment from all
sponsored events. Maintain the Events Central Data Base to serve as the primary tool for all
recruiting Districts to be made aware of the event, identify all logistics to support, manning and
execution plan to ensure the best positive image for marketing.

MARKETING RESOURCES AND SUPPORT

Advise on advertising and marketing policy and planning for national and local communications
programs based on budget, marketplace, goal, primary and secondary market research
information and command initiatives; track and monitor advertising spending to ensure the most
effective use of available resources; manage and provide staff advice and assistance in matters
concerning budgeting and contracting for the Marketing Department. Establish execution plans,
controls, and procedures; prepare production reports; develop financial plans; coordinate and
disseminate information on advertising budget; ensure the most effective use of available
resources. Manage the financial and contractual aspects of the national agency contract, by
developing appropriate contract and financial systems for a multi-million dollar firm fixed price
contract. Ensure proper controls for the Contracting Officer's Technical Representative (COTR)
to manage the creative development and purchase of advertising within existing resources.

Plan, develop, coordinate and monitor department major activities providing direct
and indirect supervision of the staff. Collaborate with senior officials of other units to negotiate
and coordinate work-related changes. Provide and coordinate use of advertising and marketing
research for the department. Metrics system and data review to develop a process to show Return
on Investment (ROI).

STRATEGIC MARKETING PLANS MANAGER

Assist Department Director in development of marketing objectives that are specific,

measurable, achievable, relevant, and time-bounded. Review marketing mix analysis and provide
input on target population for each program. Review marketing activity analysis for each
program. Focus on each marketing activity for each program. Identify the program, the initiative
timeframe, and the budget for the activity. Review events marketing activity analysis. Focus on
specific promotions. Identify specific techniques, and marketing messages for the target markets.
Plan, implement and manage abstract marketing strategies that will support the recruiting
mission. Identify which market niches to address using the correct advertising distribution
channels. Work to develop a sound business strategy as direct marketing tactics flow directly
from this plan. Setup and coordinate a strategic business unit for planning purposes. This unit is
for strategy formulation and evaluation that will enable effective planning and marketing
management.

Develop input to the annual advertising and marketing plan to include rationale,
specific recruiting data, suggested advertising and marketing products, and any insights on the
difficulty in achieving the recruiting mission. All the input is presented to the contract-
advertising agency for their consideration in developing the annual Strategic Plan. Analyze
current and projected annual advertising plan. Monitor plan to ensure conformance to department
objectives and strategies

MARKETING PLANS DIVISION

Plan, coordinate, and manage the production and dissemination of all national advertising and
collateral material productions to support recruiting. Develop input to the annual advertising
marketing plan to include rationale, specific recruiting data, suggested advertising and marketing
products, and any insights on the difficulty in achieving the recruiting mission. All the input is
presented to the contract-advertising agency for their consideration in developing the annual
Strategic Plan. Assess research results and recruiting program goals to provide relevant guidance
to commercial advertising agencies for strategic creative direction and media planning.

CREATIVE PRODUCTION & VISUAL INFORMATION DIVISION

Create, design, and produce “master” printed Recruiter-Assisted Devices (RADs) and visual
information collateral materials to support field recruiters and sponsored events as necessary.
Create and provide oversight of custom designed radio and television spots for field recruiters.
Manage, coordinate video productions and processes; procure digital motion media products,
oversee contracting and mass duplication of digital media recordings, visual information
presentation equipment, digital/electronic presentations, and various forms of photographic.

Direct the production of recruiting collateral material masters through management of

technical writers, graphic designers, photographers, videographers, nonlinear video editors, and
digital imaging operators. Develop graphic standards based on current industry principles of
design. Provide professional guidance, digital imaging, and graphic support to field recruiters
for special events, promotions, and niche markets not covered by our national advertising
strategies. Provide graphics advice and guidance to department director. Also, perform oversight
of applicable DoD, CNO directives governing copyright and digital image enhancement and
manipulation. Advise the department director concerning development, contracting, and
distribution control of radio and television visual information products created in support of
Navy recruiting programs. Provide graphic design, photographic, and video services to
headquarters staff. Initiate contracting of graphics, multimedia, and photographic services to
support the development of recruiting material. Evaluate performance of service contractors and
make recommendation to department director for process improvement. Routinely evaluate and
make recommendations for improvement concerning management, administration, and
production technique, which would result in improved efficiency.

LOCAL MARKETING & LEADS ANALYSIS DIVISION

Develop and maintain local advertising and leads production programs to ensure maximum
utilization of advertising resources in support of Command leads generation objectives. Oversee
the national leads fulfillment process and the follow-up of nationally generated leads. Oversee
national call center operations. Establish goals for optimum district local advertising resource
management and funding based on broad direction from Director, Marketing Department.
Develop objectives and strategies for the field and the divisions Local Advertising Managers in
order to effectively meet these goals. Establish and maintain a systematic approach to local
advertising policy formulation, field planning guidance, field advertising procurement, program
administrative requirements, productivity evaluation techniques and training requirements.

MAJOR RESPONSIBILITIES

Establish goals for effective local advertising budget utilization. Develop specific
objectives and strategies for the field, and the local advertising managers, in order to effectively
meet these goals. Present recommendations for system modifications and necessary
management actions to improve system and field productivity. Supervise the operation of the
Local Advertising Management Section (LAMS). Supervision includes the establishment of
projects and work schedules, setting standards and rating performance. Plan training programs
for subordinates and conduct training at Headquarters.

CYBERSPACE DIVISION

The Cyberspace function is to support field recruiters by operating as a virtual field office for
gathering and developing qualified leads for dissemination to the field. Cyber recruiters will use
online resources to develop new leads when applicable. Cyber recruiters will provide initial
program information and direct applicants to applicable resource experts.
ADMINISTRATION & OPERATIONS DEPARTMENT

New
installation
group

Customer Sales and finance

support marketing
organisation

Purchase and
logistics
DEPARTMENT DESCRIPTION
The Department provides executive oversight, strategic planning, and direction to the
broader support and administrative functions of the City which include: Personnel, Labor
Relations, Purchasing and Contracting, and the Office of the Chief Information Officer (CIO).
As part of the recent restructure/reorganization, the office will also provide oversight, direction,
and guidance to community programs including the Park & Recreation, Library, and Customer
Services departments. Key management tools and reforms currently overseen by the Business
Office include conducting Business Process Reengineering (BPR) studies for all City
departments, programs, and services; assisting departments in the implementation of competitive
sourcing activities (Managed Competition); developing a citywide strategic plan and Balanced
Scorecard, and implementing the City's Management Plan. Coordinating the operations.
Responsibilities: Office Administration / Employee Welfare / Employee Travel Arrangements /
coordinating all other requisite arrangements for employees

Executive

Regional manager
 General manager

SERVICE EFFORTS AND ACCOMPLISHMENTS

The Department has initiated and nearly completed 16 BPR studies. A citywide position
control and database system was developed to ensure only vacant, authorized, and budgeted
positions are filled. The Department initiated a comprehensive review and update process for
citywide policies and Administrative Regulations. A new internal online City phone directory
was developed. The Department also conceptualized the City Management Program, trained the
Executive Team and unclassified employees on the program's concepts, and began
implementation by developing a City Strategic Plan and tactical plans for seven departments and
two divisions. This effort will continue through Fiscal Year 2008.The Grants Coordination Team
was established to improve the efficiency and effectiveness of grants and gifts on a citywide
basis.

The Department of Administration and Operations includes the “Operations Management

and Competitivity” research line that reflect current concerns and fields of interest for the
department's faculty

Strategies to Create Value and Competitivity seeks to develop knowledge about the
importance of different Strategies to Create Value – for Products and Processes – for a
company's competitivity in a globalized world. It covers: Value Creation and Strategic
Positioning (Globalization, Strategic Alliances, Value Creation Strategies and International
Class); Brazil’s Competitivity (Deregulation, Privatization and Re-regulation, Brazilian
Competitivity Factors); Investment Projects (Economic and Strategic Appraisal of Undertakings,
Project Implementation).

Operations, Technology and Logistics Operations: seeks to identify and study

different aspects of productive activity management, including technology management,
production administration - for goods and services - supply chain management and distribution,
and integrated management of all these aspects. This is the breakdown: Technology Management
(Technology Production and Transfer, New Manufacturing and Service Technologies,
Technology Return on Investment); Supply Chain (Supply Chain Management, Integrated
Logistics, Negotiations and Procurement, Commercial Stock Management); Production
Administration (Planning, Programming and Control of Operations - Industry and Services,
Demand Management, Capacity Management), Integrated Management of Operations,
Technology and Logistics (Integration of several approaches: MRP/DRP, JIT, TOC, FCS, CIM,
Integrated Systems of Business Management: MRP II, ERP).

Quality, Productivity and Change Management: develops knowledge about current

philosophies and techniques of Quality and Productivity, as well as their relation to
organizational transformations and their results, in terms of manufacturing and service
excellence. It covers: Quality and Organizational Transformation Management (Competitivity
and International Class, Integration of Quality, Change and Strategy); Excellence in
Manufacturing (Automation + Restrictions + Just-in-time + C.E.P.); Excellence in Services
(Customer Service and "frontline" Authority); Assessment of Operational Performance
(Benchmarking, Cost Management, Balanced Scorecard, Certifications and Awards).

Sustainability Management: develops knowledge about the relationship between an

organization's competitivity and social-environmental aspects related to its products, services and
relationship with its supply chain and stakeholders. It includes environmental management
(Management of Environmental Programs); corporate strategy for sustainable development
(Sustainable Business Strategies, Sustainability as an Advantage in Organization, Innovation for
Supply Chain Sustainability)
SALES DEPARTMENT

IZON TECHNOLOGY’s micro vertical approach ensures a meaningful, best in class

solution to meet the business requirements of insurance companies. Our unique approach helps
us leverage our deep domain expertise, extensive product partnerships and in-house IP based
product offerings to provide effective solution to customer needs. IZON TECHNOLOGY has
executed large projects in the sales and distribution space which span across Life and P&C
Insurance.

IZON TECHNOLOGY offers a broad range of solutions in distribution and channel management
– from full project ownership to providing critical solution accelerators. IZON TECHNOLOGY
offerings in distribution space gets further strengthened by its newly developed web-based front-
end extranet solution, Insure face that connects the P&C Insurance carriers with their users at
enterprise level. The solution enables the carrier agents with centralized access to all of the
business information, service applications and tools that they need in order to conduct business
in the most efficient and simplest manner possible.

CHANNEL AUTOMATION
IZON TECHNOLOGY’s channel automation is a versatile offering that acts as a “Single point of
Entry” for the entire client servicing as well as self servicing needs of a Producer. Breadth of
functionality offered by our solution necessitates a business transformation from a series of
hand-offs to an end to end customer servicing at the point of sale.

1. Client Servicing
2. New Business Management
3. Policy bind and Issuance
4. Policy Servicing
5. Renewal Processing
6. Claims Submission and Status Check
7. Premium Billing and Collection
8. Enquiry Services
9. Self Servicing
10. Sales Support (Marketing and Product Information)
11. Lead Management
12. Commissions Management
13. Client Management

IZON TECHNOLOGY’s "Channel Automation" solution automates the entire client and self
servicing requirements of a Producer that can be completed anytime, anywhere. IZON
TECHNOLOGY’s strategy of turning business challenges into business advantages in the
specific domain has proved its competence in the space. The following are the key factors in the
distribution environment:

1. Makes you easier to do business with:

2. Speed – Automation, turnaround time, downloading
3. Reach – Anywhere access, synchronization
4. Flexibility – White labeling, partner-specific experience, customizability
PURCHASING DEPARTMENT

INTRODUCTION

The purpose of this section on material control and warehousing is to define the
standard procedure for receipt, checking, storing, protection and issue of materials for
construction as well as to outline the administrative procedures for material control. In addition a
procedure is included for piping material control by making use of a computer.

RECEIPT OF MATERIAL

Prior to arrival of material on site, "advice notices" or other shipping notifications will
be received by the Material Supervisor. He will record the volume and nature of the shipment
and assign a storage location. These documents will be transmitted by the Material Supervisor to
the Warehouse Supervisor with a copy to the related subcontractor(s) (so they can arrange for the
off-loading facilities).
MATERIAL CHECKING

The shipment must first be checked to see whether it conforms with "Packing Lists and the

Marking, Shipping and Invoicing Instructions" issued to vendors by the Home Office

Procurement/Shipping Department, being a part of the Purchase Order. Also the Purchase Order,

Purchase Requisition plus attachments for specific instructions on loading, unloading, delivery, required

official documentation, material certificates, etc., must be checked. On some projects a Purchase Order

has been placed with a Shipping Agent, to what extent the Shipping Agent is involved must also be

checked.

CHART
DAILY MATERIAL RECEIVING RECORDS

The Material Administrator will enter all materials received in a Daily Material Receiving

PURCHASING PROCEDURES
MATERIAL RECEIVING NOTICE (MRN)

Material Receiving Notices must be issued and distributed without delay so that payment
may be made and advantage can be taken of any

EQUIPMENT NOT COMPLETELYACCEPTABLE

Occasionally a piece of equipment is received on site with discrepancies which involve

correction costs of a minor nature compared with the total Purchase Order value of the item.

MATERIAL DELIVERED TO THIRD PARTIES

When materials are delivered by a vendor to third parties (e.g. motors to pump vendors,
panel mounted instruments to panel vendors etc.) the items are received on site "built together".
An MRN for each separate component must be issued, e.g. one for the motor and one for the
pump.

OUTSHIPMENT OF MATERIAL

Materials which are shipped from the job site must be covered by an Out-Shipment
Report.

MATERIAL CONTROL BY MEANS OF COMPUTER (PIPING)

1. Receiving of data from the Home Office main frame computer.

2. Transmittal of data from the site to the Home Office main frame computer.
3. A telephone link between the Home Office main frame computer and the PC at the
Site Office will be established.
4. Data transmitted to the Home Office:
5. Material receipts on a daily basis to complete the PMC procurement cycle.
 Purchase Order Processing

Our Purchase Order Processing software application suite has recently been re-
developed and now hosts some exciting new functionality and integration which will make
your purchasing department happy! As well as providing the ability to create standard
purchase orders for raw materials and dry goods items, the interface also offers the
following:

 Colour codes status indicators

 Generic and supplier prices
 Copy order
 Chase dates
 Draft Purchase Orders
 Emailing of Purchase Orders direct to suppliers
 Auto Complete on full receipt
 Min and Max stock levels display
 Current On hand Stock Levels per area
 Re-order levels
 Purchase Order templates

Reports

In addition to the Purchase Order and Goods Received Note there are many reports
which provide summaries and analysis on purchases by area, product, suppliers, date
ranges and reports which highlight differences against your standards as set up in your Bill
of Materials enabling you to keep control of your prices.
Summary

The Purchase Order Processing application is easy to learn and use. If you are looking
for purchasing software which will enhance your administrative function in this
department then look no further. It works alongside our Purchase Order Receipt Scanner
application and Stock and Order application for complete integration.

Purchase Order Receipt

Available for use on either a touchscreen or a handheld scanner, our Purchase Order
Receiving applications allow for fast, accurate and user friendly interfaces.

Purchase Order Receiving on the Touchscreen

The screen below shows our Purchase Order Intake touchscreen application. Nearly
all of the controls you can see on the screen are configurable depending upon the type of
operation you have. Options can be switched on or off through a configuration screen and
the fields can be prompted for automatically by simply tapping the "Update" button and
any information which has not been supplied which needs to be will be asked for.

Notice, the buttons, fields and data within the fields is highly visible and accessible for
screen taps for operators on a factory floor where gloves may be being worn.

The Purchasing Policy

• The driving force behind any purchasing corporate policy considers the following
objectives:
1. Spend corporate funds wisely.
2. Operate in a professional manner.
3. Purchase the right materials in the right quantities, at the right time and price,
from the right source.
 4. Practice the highest level of ethical standards to ensure confidence among all
parties

PURCHASING CAATEGORIES

• It is important to first understand the two broad purchasing categories of purchasing

materials, goods, and services in order to fully appreciate the role of e-purchasing.
• The two major purchasing categories are direct and indirect materials.

DIRECT AND INDIRECT MATERIALS

• Direct materials are directly related to the production of the finished goods.
• Indirect materials are any commodity or service that is not directly involved in the
production of finished goods.

DIRECT MATERIALS

• Direct materials tend to be purchased in quantities based on complicated production

planning and control systems.
• Some direct material purchasing situations may involve long intricate negotiations.

INDIRECT MATERIALS

• Indirect purchasing can be divided into two categories:

– operating resource management (ORM)
– maintenance repair and operations (MRO)
Learning objectives

1. To identify the steps in the conventional purchasing cycle.

2. To understand the differences between buying and purchasing.
3. To identify the main activities of a typical purchasing department.
4. To identify routine versus non routine purchasing/buying methods.
5. To identify technical requirements for e-purchasing.
6. To identify the differences between EDI and e-purchasing.
7. To introduce the RFID technology.
 SWOT ANALYSIS

STRENGTH

 Wide range of products and services like Bpo’s software services, infrastructure management
which cater into both large and medium size.
 Global coverage in countries like us,Europe,japan etc
 Support sales activities by understanding the customer business better.
 Keep up to date on what competitors are doing.
 Ability to understand customer's business and offer right technology.
 Long standing relationship with customers.
 Pan India support & service infrastructure.
 Best-vale-for-money offerings.
 They understand the business of the customer and provide the apt technology to them
 They have a long committed relationship with their customers
 The support provided by the company is pan India
 Customers get their value for money
 They are the leaders in technology
WEAKNESS

 Loss project in continuation

 Total asset turnover is one of the week of IZON Technology,as they has always failed to
materialize its asset in right direction
 Lack of innovation and distribution network especially in case of laptops has reflected IZON
TECHNOLOGY’s weakness.
 Dependence of mature market
 Lack of scale
 IZON TECHNOLOGY has dipped 5% at Rs 36.85 on reporting 83% year-on-year drop in
consolidated net profit at Rs 2 crore for the fourth quarter ended June 30,2012, due to rupee
depreciation and rise in input costs.
 The computer hardware company was in net losses for the last three quarters, reported net
profit of Rs 11.5 crore in corresponding period last year. However, its revenue was up 3% at
Rs 2,726 crore during the quarter compared with Rs 2,639 crore in a year-ago period.
 "A challenging economic environment, coupled with issues like the rupee's depreciation,
slow movement in contracts under execution and a rise in input costs due to natural
calamities impacted business in the last financial year," Chief Executive Harsh Chitale said
in a statement.
 The stock opened at Rs 38.20 and hit a 52-week low of Rs 36.80 on the BSE. A combined
around 60,000 shares have changed hands on the counter in opening deals.
OPPORTUNITIES

 Acquisition
 Key opportunities lies in the countries like Eastern Europe and Asia Pacific region
 Mid market segment is the opportunity area as against 200 companies
 Opportunity of doing better on return on equity by beating satyam.
 IZON TECHNOLOGY believe in empowering people to help achieve their goals – goals that
are achieved by the coming together of talent and innovation, powered by ownership and
freedom to experiment, leading to tremendous growth and gains for the individual and the
organisation.
 IZON TECHNOLOGY pride them in being a pioneer in creating the Indian IT Industry, by
pioneering the creation of the people for the industry.IZON TECHNOLOGY, HR philosophy
is “beyond HR Practices and Systems”, where we are ceaselessly creating the ‘IZON
TECHNOLOGY Family’, whose DNA is Pride, Passion, Performance and People, with an
inexhaustible Spirit of Entrepreneurship

THREATS

 The ban of outsourcing from India due to new regulations from US

 Depreciation in quarterly sale lead to loss of market share and product Depreciation
 Small players and manufactures are trying to enter into the segment where they can provide
much cheaper product than IZON TECHNOLOGY.which will be a rising competition to
share.
 Intense competitions
 Immigration restriction
 Anti outsourcing legislation
 The threats to IZON TECHNOLOGY are mainly from its competitors. Some of the major
companies that compete with IZON TECHNOLOGY include Wipro, Siemens, and Dell etc.
Wipro being one of the top IT companies in India gives a stiff competition to IZON
TECHNOLOGY in various sectors. There has been equal competition from Siemens.
SCOPE OF THE STUDY

The scope of the study includes current market potential of Products with special
reference to IZON Technologies Limited. The research is useful for the company to take
necessary steps for maintaining and improving Products market.

1. This study is useful to analyze the market performance of IZON Products.

2. Information about consumer perception on different brands of Products.
3. This study gives information about consumer awareness on IZON Technologies Limited.
4. This study is useful to know the impact of brand advertisement and consumers.
5. To find out market potential based on age and qualification.
6. This study is useful to know the satisfaction level with different attributes of IZON
Technologies Limited.
7. The study is useful to know the consumer preference and their reasons to prefer IZON
Technologies Limited.
LIMITATIONS OF STUDY

During the project duration the main purpose was to collect the data and interpret it
withreliability and consistency. But the problem can be respondents might be casual and
prejudice, socertain limitations might be faced which can be-

 The study is based on secondary data

 The study is based on previous performance of the players & Industry
 The rate of growth is can be influenced by unseen economic changes
 The study doesn’t gives any idea about wire line phones as it is mainly conducted
onwireless technology
 CONCLUSION

IZON TECHNOLOGY has successfully achieved their objective of getting the potential
customers through promotional activities and also to boost the sale.The promotional activity was
helpful to know the customer’s perception towards IZON TECHNOLOGY by getting
information from promotion. The customers came to know about IZON TECHNOLOGY
products/services and its benefits through promotional activities which seemed to be the key
factor to achieve the prospective customers.

Most of the respondents believe in brand name and good configuration. As such many of
them are attracted to the IZON TECHNOLOGY brand. Moreover, the existing users of IZON
TECHNOLOGY are found to be satisfied from the features as well as accessibility of the
laptops/desktops.

After this organization study, it was founded that IZON TECHNOLOGY is sharing a
good reputation in the market. IZON TECHNOLOGY laptop/desktop users are satisfied with
IZON TECHNOLOGY.

The organization study at IZON TECHNOLOGY Infosystems has provided valuable

information for me as a Management student.
REFERENCE

PERIOD OF TRAINING:
The summer institutional project duration was (12.05.2016 to 01.06.2016) 30 days.
TRAINING SCHEDULE:

S. No Area of Training Period

1 First day meeting with Manager for finish all the basic 12/05/2016
formalities to enter into the company Thursday
2 In 1981, seven engineers started IZON Technologies Limited 13/05/2016
with just US$250. From the beginning, the company was
founded on the principle of building and implementing great
ideas that drive progress for clients and enhance lives through
enterprise solutions.

3 Saturday 14/05/2016
4 Sunday 15/05/2016

5 I sit with the trainer and watch the activities done by him while 16/05/2016
IZON Technologies Limited.
6 Trainer test with the computer skills like MS-Office and typing 17/05/2016
skills.
7 I got training about the company, nature of business, and I collect 18/05/2016
all the information not related to IZON Technologies Limited.
8 I got training in application software which should be used by the 19/05/2016
company for IZON Technologies Limited.
9 I got training We understand that the IZON Technologies is the 20/05/2016
index of your organization and serve our best to enhance your
business. We reap the best of the technology and the bridge the
gap between your firm and internet. We create the IT backbone
for your business through the best of the technology. We address
your requirements, we also forecast your future needs, by
understanding and analyzing your firm completely, and offer you
the best of solutions which come for a long run.

10 Saturday 21/05/2016

11 Sunday 22/05/2016
12 I got in An internship is an opportunity offered by employers, 23/05/2016
both in the non-profit and for-profit sectors, to students interested
in the industry. An intern works at the company for a fixed
period of time, usually three to six months.

13 I got training Some students will have a part-time internship, 24/05/2016

where they work at the office for just a few days or hours a week.
Others will have full-time internships, meaning they work the
same hours as the company's full-time employees. Internships
can be any time of the year, including over the summer and
during the regular semester.

14 Internships offer students a hand on opportunity to work in 25/05/2016

their desired field. They learn how their course of study applies
to the real world while building valuable experience that makes
them stronger candidates for jobs after graduation.

15 An internship can be an excellent way to "try out" a certain 26/05/2016

career. For instance, you may think that a fast paced job in
advertising is what you want to do after college, but after an
internship, you may find that it's not for you; that's valuable
insight that will help you choose your career path.
16 There are many internship opportunities available for college 27/05/2016
students and a wide variety of resources available for the best
places to find them. One of the best places to begin to searching
for internships is with the Career Services Office at your college.
17 Saturday 28/05/2016

18 Sunday 29/05/2016

19 Career counselors can offer college students a variety of tips on 30/06/2016

places to find internships, especially if students are looking to
work in a specific location or career field.
20 Even though college students learn the knowledge required for 31/06/2016
succeeding in a specific career through their college courses and
curriculum, internships are one of the best ways to develop the
required skills necessary to gain the experience required to be
successful in the field.

21 The internship program is designed to provide students with an 1/06/2016

opportunity to gain meaningful work experience in a field of
interest. Internships can be taken for credit through the college-
wide Career Internship & Field Experience course (CAOR 2297)
coordinated by counseling faculty.
22 I got training from All internships require a minimum of 45 02/06/2016
hours of work at the internship site and the completion of
academic work under the supervision of an Anoka-Ramsey
counseling faculty member.
23 The goal of the internship program is to provide students with 03/06/2016
work experience in a professional setting aimed to expand their
academic, professional, and personal learning.
24 Saturday 04/06/2016
25 Sunday 05/06/2016

26 Apply what is being learned in their coursework connecting 0606/2016

theory to practice. Expand upon their professional skills where
they will gain awareness of the professional expectations in
today’s work environment
27 Gain clarity in their academic and career directions as well as 07/06/2016
identify personal values and developmental needs
28 We recognize the importance of nurturing relationships that 08/06/2016
reflect our culture of unwavering ethics and mutual respect. It’ll
come as no surprise, then, that 97.1 percent (FY 2016) of our
revenues come from existing clients.
29 IZON Technologies has a growing global presence with more 09/06/2016
than 194,000+ employees. Globally, we have 85 sales and
marketing offices and 114 development centers as at March 31,
2016.

30 IZON Technologies, we believe our responsibilities extend 10/06/2016

beyond business. That is why we established the IZON
Technologies Foundation – to provide assistance to some of the
more socially and economically depressed sectors of the
communities in which we work.
31 Saturday 11/06/2016

32 Sunday 12/06/2016
33 India is the world's largest sourcing destination for the 13/06/2016
information technology (IT) industry, accounting for
approximately 67 per cent of the US$ 124-130 billion market.
The industry employs about 10 million workforces.
34 More importantly, the industry has led the economic 14/06/2016
transformation of the country and altered the perception of India
in the global economy. India's cost competitiveness in providing
IT services, which is approximately 3-4 times cheaper than the
US, continues to be the mainstay of its Unique Selling
Proposition (USP) in the global sourcing market.
35 Izon Technology believes in giving high end solutions, 15/06/2016
unmatched in the industry. The challenging economic global
scenario paves way to compete and unleash the technical
potentials globally, where the strategic changes becomes a daring
need to sustain in the market.
36 Last day I thank all the staff members for the given a wonderful 16/06/2016
and valuable training. And I collect the training certificate. I give
a small tea party to the staff in the outside tea shop.