INTRODUCTION
In an increasingly globalised world, significant complexity and uncertainty
is getting attached to the unprecedented economic crisis. The Indian
economy has also been impacted by the recessionary trends, with a
slowdown in GDP growth to seven per cent. The focus and exponential
growth in the domestic market has partially offset this fall and insulated
the country, resulting in net overall momentum. The IT-BPO industry in
India has today become a growth engine for the economy, contributing
substantially to increases in the GDP, urban employment and exports, to
achieve the vision of a “young and resilient” India. During the year, the
sector maintained its double digit growth rate and was a net hirer. This
growth has been fueled by increasing diversification in the geographic
base and industry verticals, and adaptation in the service offerings
portfolio. While the effects of the economic crisis are expected to linger
in the near term future, the Indian IT-BPO industry has displayed
resilience and tenacity in countering the unpredictable conditions and
reiterating the viability of India‟s fundamental value proposition.
Consequently, India has retained its leadership position in the global
sourcing market. The Indian IT-BPO industry is estimated to achieve
revenues of USD 71.7 billion in FY2009, with the IT software and services
industry accounting for USD 60 billion of revenues. During this period,
direct employment is expected to reach nearly 2.23 million, an addition
of 226,000 employees, while indirect job creation is estimated to touch 8
million. As a proportion of national GDP, the sector revenues have grown
from 1.2 per cent in FY1998 to an estimated 5.8 per cent in FY2009.
Software and services exports (including BPO) are expected to account
for over 99 per cent of total exports, employing over 1.76 million
employees. While the current mood is that of “cautious optimism,” the
industry is expected to witness sustainable growth over a two-year
horizon, going past its USD 60 billion export target in FY2011. While the
industry has significant headroom for growth, competition is increasing,
with a number of countries creating enabling business environments
aimed at replicating India‟s success in the IT-BPO industry. Hence,
Concentrated efforts are required by all stakeholders to address the
current challenges, to ensure that India realizes its potential, and
maintains its leadership position.
INFOSYS
VISION
"To be a globally respected corporation that provides best-ofbreed
business solutions, leveraging technology, delivered by best-in-class
people."
MISSION
"To achieve our objectives in an environment of fairness, honesty, and
courtesy towards our clients, employees, vendors and society at large."
POLICIES OF INFOSYS
INTRODUCTION
This Code of Business Conduct and Ethics helps ensure compliance with legal
requirements and our standards of business conduct. All Company employees
and trainees are expected to read and understand this Code of Business Conduct
and Ethics, uphold these standards in day-to-day activities, comply with all
applicable policies and procedures, and ensure that all agents and contractors
are aware of, understand and adhere to these standards.
Because the principles described in this Code of Business Conduct and Ethics
are general in nature, you should also review all applicable Company policies
and procedures and the Employee Handbook, when adopted for your location
for more specific instruction. You can also contact the Human Resources
Department or Legal Department if you have any questions.
Nothing in this Code of Business Conduct and Ethics, in any company policies
and procedures or in other related communications (verbal or written) shall
constitute and shall not be construed to constitute a contract of employment for
a definite term or a guarantee of confirmed employment.
We are committed to continuously reviewing and updating our policies and
procedures. Therefore, this Code of Business Conduct and Ethics is subject to
modification. This Code of Business Conduct and Ethics supersedes all other
such codes, policies, procedures, instructions, practices, rules or written or
verbal representations to the extent they are inconsistent. The Company may
update the code from time to time.
Please sign the acknowledgment form at the end of this Code of Business
Conduct and Ethics and return the form to the Human Resources Department
indicating that you have received, read, understand and agree to comply with
the Code of Business Conduct and Ethics. The signed acknowledgment form
will be located in your personnel file. Each year as part of your annual review
you will be asked to sign an acknowledgment indicating your continued
understanding of the Code of Business Conduct and Ethics.
The Infosys Vision of the Enterprise Application upgrade
Based on its strong industry experience, Infosys feels that organizations
should have an integrated upgrade strategy to align it with the functional and
technological value chains in order to derive maximum value from their incremental
investments in Enterprise Applications. To achieve this goal, Infosys recommends that
enterprise businesses incorporate three key elements into their future upgrade
strategies:
1.Change Perceptions: Instead of treating the upgrade as an isolated event,
enterprises should view the upgrade process as an integral and ongoing activity that is
closely aligned to the business. As business requirements change, the applications tied
to those processes will also need to change and modifications must be made as
required to support the functional value chain. Organizations that are able to
overcome this hurdle can turn the upgrade process into a positive opportunity and
achieve a distinct competitive advantage, improving their business functionality, and
engender greater cost savings
2.Use an upgrade Assessment-Based Approach to Create a Holistic
upgrade Roadmap:
Before conducting a mission-critical application upgrade, enterprises should conduct
a comprehensive assessment that includes the financial, operational and technical
impact existing system landscape. All technical aspects of the application
environment should be considered including Infrastructure Requirements,
Customization Simplification Opportunities, Integration Requirements, Data Volume,
Cut-Over Strategy, and User Training Requirements, which are necessary to identify
and finalize the upgrade roadmap. This holistic upgrade Assessment should also
leverage predictable and capable tools, personnel and methodologies to compare
and assess various upgrade options, and the completion of an in-depth analysis of
each of these optional before arriving at the final recommendation.
Solution of the Infosys
A large Belgium-based steel manufacturer had decided to implement a customized
upgrade for its SAP enterprise software environment that would enhance its existing
manufacturing process and provide them with a critical business advantage in the
industry. Customer and value chain relationships demanded that the upgrade must
be completed within six months. The manufacturer chose to partner with Infosys for
its upgrade process. After careful analysis of the customer’s existing application
infrastructure and their long term business goals, Infosys applied its multi-phased
holistic assessment approach to determine the client’s upgrade requirements. Infosys
used its proprietary planning tool that included a detailed assessment on how the
upgrade would impact the client’s overall and dayto-day extended manufacturing and
business processes.
The detail assessment uncovered many areas that could help fasten the upgrade
process while minimizing their application downtime. Infosys developed a list of
responsibilities and schedules that leveraged the skills of various Infosys and
customer personnel that would be involved. Infosys introduced an optimized
“retrofit” methodology that analyzed the entire system landscape and separated
those portions of the application environment that were not critical to the day-to-day
business processes. With this tool, the not-so-critical application areas could be
upgraded first, while other areas that were central to the business could be upgraded
over weekends where the repercussions of downtime had minimal impact.
As a result of the Infosys upgrade assessment process, the steel manufacturer
achieved the following benefits: • Reduced number of customizations
• Go-live with no disruption to the business
• Executed with 20% less cost
• Over 90% accuracy in delivery
• No significant post-upgrade issues
Conclusion
Organizations have traditionally viewed the enterprise application upgrade
initiatives as transactional events with no or very less strategic importance. They
often do not have an upgrade strategy or if there is one it is hardly aligned with their
Business / Financial / IT / Operational strategies. Infosys, based on its past
experiences in managing end-to-end upgrade initiatives for various enterprise
applications, believes that an Assessment Based structured approach can help
organizations to change this perspective and establish enterprise application upgrade
strategy as a critical component of their Business / Financial / IT / Operational
strategies.
