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organisation study on HCL Infosystems

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  • 1. 1 AANN OORRGGAANNIISSAATTIIOONNAALL SSTTUUDDYY AATT HHCCLL IInnffoossyysstteemmss LLTTDD Submitted by STEFFY.V.N REG.NO:1190015 In partial fulfillment of the requirement For the Award of the MASTER OF BUSINESS ADMINISTRATION (2012-2013) Under the Guidance of Prof.S.Sam Santhose, MBA Lecturer, Department of Management Studies DEPARTMENT OF MANAGEMENT STUDIES NESAMONY MEMORIAL CHRISTIAN COLLEGE Marthandam, Kanyakumari.629165
  • 2. 2 CERTIFICATE This is to certify that the project study entitled “AN ORGANISATIONAL STUDY AT HCL infosystems Ltd.”Is a bonafide work done by STEFFY.V.N, Reg. No.1190015 and submitted in partial fulfillment of the award of degree in Master of business Administration, before Manonmaniam Sundaranar University, Tirunelveli. Prof.S.SAM SANTHOSE, MBA Prof. C.T. SAM LUTHER, M.COM, FICW INTERNAL GUIDE HEAD OF THE DEPARTMENT
  • 3. 3 DECLARATION I V.N.STEFFY hereby declare that the project “Organizational Study at HCL Infosystems Ltd” submitted in partial fulfillment of the award of the Master of Business Administration Degree of the Manonmaniam Sundaranar University, Tirunelveli,has been carried out by me under the guidance and supervision of Prof.S.Sam Santhose, MBA faculty of MBA Department, Nesamony Memorial Christian College, Marthandam. It has also not being submitted by me or anybody for the award of any other degree or diploma of this or any other institution earlier. Marthandam V.N.STEFFY Date:
  • 4. 4 ACKNOWLEDGEMENT First and foremost, I thank the Almighty God for sustaining the enthusiasm with which plunged into this endeavor. I avail this opportunity to express my profound sense of sincere and deep gratitude to many people who are responsible for the knowledge and experience I have gained during the project work. I extend my overwhelming gratitude to Prof. C.T. Sam Luther, M.Com, FICW, Head of Department, MBA, for his valuable guidance and meticulous supervision during the preparation of this Project Report. I have great pleasure in expressing my deep sense of gratitude to guide Prof.S.Sam Santhose, MBA (Dept. Management Studies), for her valuable and prompt guidance without which this project would not have been a successful one. I am deeply indebted to Mr. J.V.Ramamurthy, Vice President of HCL Infosystems Ltd. giving me the persuasion to do the project in his esteemed concern and also for his valuable guidance, timely advice and words of encouragement. My hearty and inevitable thanks to all the respondents who have helped me to bring out the project in a successful manner. Last but not the least; I extend my gratitude towards my parents, faculties and friends who extended their wholehearted support towards the successful completion of this Project Work.
  • 5. 5 STEFFY.V.N SL NO CONTENTS PAGE NO I INTRODUCTION 7 II INDUSTRY PROFILE 10 III COMPANY PROFILE 17 IV ORGANIZATION STRUCTURE 20 V DEPARTMENT FUNCTIONS 21 VI SWOT ANALYSIS 53 VII PESTEL ANALYSIS 55 VIII CORPORATE SOCIAL RESPONSIBILITIES 58 IX FUTURE PLANS 61 X CONCLUSION 62 X1 BIBLIOGRAPHY 63
  • 6. 6 PART 1
  • 7. 7 INTRODUCTION OF THE STUDY: Organizational Functioning is an important factor for any Organization to achieve the desired goals and Objectives. This requires Co-ordination at all levels to smooth functioning. This report aims to understand the Function of HCL infosystems relation to different departments. The software industry includes businesses for development, maintenance and publication of software that are using any business model. The industry also includes software services, such as training, documentation, and consulting. There are several types of businesses in the software industry. Enterprise software, the software that automates business processes in finance, production, logistics, sales and marketing is made by Oracle, SAP AG, and Sage. Security software is made by the likes of Symantec, Trend Micro and Kaspersky. Several industry- specific software makers are also among the largest software companies in the world: SunGard, making software for banks, Blackboard making software for schools, and companies like Qualcomm or Cyber Vision making software for telecom companies. Other companies do contract programming to develop unique software for one particular client company, or focus on configuring and customizing suites from large vendors such as SAP or Oracle. HCL Infosystems Ltd is one of the pioneers in the Indian IT market, with its origins in 1976. For over quarter of a century, HCL have developed and implemented solutions for multiple market segments, across a range of technologies in India.HCL have been in the forefront in introducing new technologies and solutions.HCL Infosystems (HCLI) draws its strength from 30 years of experience in handling the ever changing IT scenario , strong customer relationships, ability to provide the cutting edge technology at best-value-for-money and on top of it, an excellent service & support infrastructure. Today, HCL is country's premier information enabling company. It offers one-stop-shop convenience to its diverse customers having an equally diverse set of requirements. IT industry is expected to grow by 20% over 2007, as per IDC, which is amongst the highest rates of growth in the world. With employment to 2.13 crore households already in place, the National e-Governance Plan (NEGP) is surging ahead with investments of Rs. 23,000 crore planned for initial five years, for identified core projects.HCL Infosystems Ltd, with annual revenue of US$ 2.7 Bn (Rs.11,855 crores) is India‟s premier information enabling and ICT System Integration company offering a wide spectrum of ICT products that includes Computing, Storage, Networking, Security, Telecom, Imaging a n d R e t a i l . India‟s leading System Integration and Infrastructure Management Services Organization,HCL has specialized expertise across verticals including Telecom, BFSI, E-Governance &Power.HCL has India‟s largest distribution and retail network, taking to market a range of Digital Lifestyle products in partnership with leading global ICT brands, including Nokia, Apple, Casio, Kodak, Toshiba, Bull, Ericsson, Cisco, Microsoft, Konica Minolta and many more.
  • 8. 8 HCL today has India‟s largest vertically integrated computer manufacturing facility with over three decades of electronic manufacturing experience HCL desktops are the largest selling brand into the enterprise space. With India‟s largest ICT services network that reaches to every corner of India, HCL‟s award winning Support Services makes it the preferred choice of enterprise and consumer‟s alike.HCL Enterprise is a leading global technology and IT enterprise with annual revenues of US$4.1 Bn (Rs. 17,889 crores). The HCL team comprises over 47,000 professionals of diverse nationalities, who operate from 17 countries including 360 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including leading IT and Technology firms SCOPE OF ORGANISATIONAL STUDY 1. The organisational study analyzed the overall functioning of the firm. 2. The vision and mission statement of the HCL infosystems. 3. The scope of the study made a moderate attempt to have the SWOT analysis and PESTEL analysis found in a company, which would certainly gives as valuable information‟s and data in order to improve the overall activities of the organization. OBJECTIVES OF THE STUDY 1. To become familiar with the functions of various departments as well as to become aware interactions found between them. 2. To develop an understanding to the management practices followed in various functional areas. 3. To perform SWOT analysis. 4. To perform PESTEL analysis. MANAGEMENT ONJECTIVE To fuel initiative and foster activity by allowing individuals freedom of action and innovationin attaining defined objectives. PEOPLE OBJECTIVE To help HCL Infosystems people share in the company‟s success, which they make possible to provide job security based on their performance; to recognize their individualachievements and to help them gain of satisfaction and accomplishment from their work
  • 9. 9 METHODOLOGY OF ORGANISATIONAL STUDY PRIMARY DATA - Primary data were collected from discussions with the Managerial head of the various departments. SECONDARY DATA - Secondary data were obtained from the annual report, from the website and other concerned books
  • 10. 10 INDUSTRY PROFILE Technological revolutions sometimes bring unexpected opportunities for countries. India, a relative laggard among developing countries in terms of economic growth, seems to have found such an opportunity in the IT revolution as an increasingly favoured location for customized software development. India‟s success at software has led to speculation about whether other developing countries can emulate its example, as well as whether this constitutes a competitive challenge to software industries in the developed world. Indian experience for other developing regions and for software industries in the developed world. The Indian software industry has attracted a disproportionate amount of interest as a source of software. Its $4 billion software revenues in revenues in 1998-99 is just a tiny fraction of the estimated world software market of over $300-500 billion.3 Most of impressive of all, the industry has grown at over 50% per year over the last five or six years, and if current trends persist, software exports may account for a full quarter of Indian exports within the next five years4.IT companies faces a number of challenges as the labour cost advantages diminish and competition from other countries with supplies of educated and under-utilized workers. The Indian success story has, been a combination of resource endowments, a mixture of benign neglect and active encouragement from a normally intrusive government, and good timing. By the late 1980s, India was graduating approximately 150,000 English-speaking engineers and science graduates, with only a limited demand for their services from the rest of the economy. By the late 1980s as well, India‟s economic liberalization was also well under way. Around this time, the information technology revolution in the developed world had begun to take root and shortages of skilled programmers and IT professionals were beginning to develop. By this time a number of Indians were working in very substantial numbers in US firms. Some of them played an important, although as yet undocumented role, in bridging the gap and matching the buyers in the US with the suppliers in India. Responding quickly to the growing demand, a number of Indian firms arose in quick time. The State encouraged this growth by considerably simplifying the process for obtaining the numerous clearances and permits that any firm in the organized sector in India typically needs. Finally, given the many weaknesses in the Indian financial system, Indian entrepreneurs greatly benefited from the low levels of initial investment required to start a software services firm. HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and systems integrator with a focus on markets. It has a presence in 170 cities and 505 points of presence reaching 4000 towns throughout India and operations in emerging markets including South Asia, Middle East & Africa. It has a strong distribution network of 93,000 outlets in over 9,000 towns in India. Its manufacturing facilities are based in Chennai, Pondicherry and Uttarakhand. It is headquartered at Noida. The total employee strength was 6165
  • 11. 11 R&D Market research has shown consumer electronics shifting in focus towards integration, multi-functional capabilities and ease of use. HCL's capability to leverage technology from several verticals such as Telecom, ISV, and Storage combined with expertise in solutions such as Cloud and SaaS, Mechanical and IDE, VLSI and Systems engineering brings immense value to consumer electronics firms in meeting innovation and business goals AEROSPACE AND DEFENSE HCL's Aerospace & Defense practice has evolved from its first Avionics project to the largest dedicated Aerospace Practice in India, providing technology led solutions to Aerospace and Defense manufacturers, helping them achieve their growth and profitability goals in an intensely competitive market place. INDUSTRIAL SERVICES The Financial Services is one of the largest growing verticals in HCL. Using a value centric approach to the enterprise, we have been transforming technology into competitive advantage for some of the largest financial services organizations in the world. The Financial Services practice in HCL is built on strong domain competencies spanning Retail and Corporate Banking, Capital Markets, and Insurance, catering to the IT and operational needs of leading financial services companies. Using a value-based multi services approach and deep domain expertise in focused verticals, HCL helps leading global financial services firms manage risk, comply with regulations, enhance product features, and manage transformational challenges while driving efficiency and improving service levels. INDUSTRIAL MANUFACTURING The HCL, committed towards helping its customers derive value through their IT investments. In the process it have made significant investments in understanding manufacturing operations of industrial manufacturing industry. This has enabled to conceptualize and develop industry specific services and solution accelerators.
  • 12. 12 HCL HELP MANUFACTURING CUSTOMERS REALIZED BY: 1. Optimizing manufacturing operations 2. Enhanced visibility into supply chain operations and greater responsiveness to demand fluctuations 3. Enable revenue growth through enhanced customer experience 4. Leveraging industry best practices and methodologies 5. Adoption of niche technologies and solutions RETAIL CONSUMER HCL‟s Retail practice delivers an end-to-end array of solutions and services that address strategic and operational challenges of retail companies. With our customer centric approach aptly complemented by rich set of retail solutions offerings, accelerators and partnerships, we have established our footprint across the entire retail value chain from vendor management, planning, supply chain efficiency, store operations, merchandising, and customer loyalty to conceptualizing, building and managing multichannel. PROFESSIONAL SERVICES Focused towards delivering value propositions to the unique needs of Professional Services Firms, HCL Professional Services Vertical leverages the breadth and depth of its Enterprise Services and Solutions across Verticals and Horizontals to offer cutting edge Business and Technology based solutions to its clientele. Firms being focused include Audit, Tax & Consulting, Legal Services, Real Estate and Private Equity.To meet all business challenges, HCL's Professional Services Vertical delivers you the best-of-breed solutions with powerful combination of technology and comprehensive business applications. The key challenges faced by professional services firms are - 1. Winning the right business 2. Retaining key talent 3. Manage complex global projects 4. Improving service delivery and profitability of customers The Professional Services practice in HCL with its robust team for maximum flexibility and interoperability, help global professional services companies manage transformational challenges while driving efficiency and improving service levels.
  • 13. 13 AUTOMOTIVE At HCL, we provide IT, Electronics and Engineering solutions to automotive players across the world to address the challenges. The HCL automotive practice works with leading automotive OEMs and Tier 1 suppliers, enabling them to adapt to the changing market. Our industry expertise and business experience helps players across the supply chain - from tier 2 to tier 1 supplier, OEMs and dealers manage businesses better. Our automotive practice has sustained growth since its inception and our continued investments in people, industry associations, tools and solution sets, helps us maintain our reputation as one of the leading services vendor for this industry. At HCL, we help automotive companies gain high performance through 1. Collaboration across supply chain 2. Engineering led product development 3. Investment in IPs and new technologies 4. Industry associations and partnerships INDEPENDENT SOFTWARE VENTORS HCL is a market leader in providing Product Engineering and IT services for ISVs, and has the largest share of ISV business amongst its peers. With a unique knowledge of ISV focus areas and challenges coupled with experience in handling large ISV clients, HCL provides the perfect combination of capability and credibility. With 3 decades of technology and innovation excellence and more than 80 satisfied ISV customers, HCL today has a comprehensive portfolio of services along the entire product lifecycle, backed by revolutionary business models. Together, these offerings help ISVs drive results across all its 3 core focus areas: 1. Power Revenue Growth 2. Transform R&D 3. Transform Business Operations To deliver services aligned to these focus areas, the ISV practice at HCL has developed a unique performance-driven approach that leverages various tools and frameworks to ensure that measurable impact is delivered to the business.
  • 14. 14 TELECOM HCL‟s Telecom Practice serves the all elements of the telecommunications ecosystem, providing end-to-end solutions in Engineering and R&D services, Custom and Enterprise applications, Infrastructure Management and BPO. HCL‟s service in this domain include Engineering Cost Optimization, Ticket Lifecycle Management, Advanced Technologies Empowerment Services, Interoperability, Unified Communications, and VoIP/IMS services. HCL has the largest outsourced engineering center in the telecom space, developed outside the USA. With a verticalized focus and a strong team of domain experts, HCL Telecom practice is ideally positioned to cater to the explosive growth in the telecom industry. The highlights of the telecom practice in HCL include: 1. Coverage of the depth and breadth of the domain 2. Assets that cut across the various telecom structures like wireless, wire line, equipment, test and measurement, telecom services, and ISVs 3. End-to-end integrated offerings that include turnkey implementations, system integration and concept to field implementation 4. Service offerings like infrastructure management and business process outsourcing that encompass all elements of the telecommunications ecosystem 5. End-to-end capabilities in hardware, software, piece manufacturing, and compliance testing To provide end-to-end solutions to the customers, HCL has partnered with many leading companies to provide software licenses like: 1. Adobe 2. Broad Vision 3. CA Technologies 4. Citrix 5. Computer Associates 6. IBM 7. Linux/SCO 8. McAfee Antivirus and Antispam 9. Microsoft 10. Novell 11. Oracle 12. SAP 13. Symantec 14. VERITAS
  • 15. 15 INDUSTRIAL CHALLENGES Success depends on how well high-tech companies address ever-changing customer needs, quickly bring innovative technologies to market, and find new ways to advance into new markets before their competitors do. In addition, there are new challenges around enterprise strategy, customer retention, supply chain management, and a growing number of governmental regulations. HCL AXON's High Tech Practice offers services and solutions that address these industry challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms. These include: 1. Out of the box pre-configuration and methodologies that leverage proven best practices to ensure a cost effective and quicker time to value 2. Supply Chain Management capabilities to transform to a lean and agile supply network that includes outsourced operations 3. Leading customer relationship management solutions to manage and grow a profitable service business and improve channel collaboration 4. Accelerating innovation with Product Lifecycle management solutions 5. Out of the box Revenue recognition solutions VERITAS INDUSTRIAL CHALLENGES/COMPETITORS Success depends on how well high-tech companies address ever-changing customer needs, quickly bring innovative technologies to market, and find new ways to advance into new markets before their competitors do. In addition, there are new challenges around enterprise strategy, customer retention, supply chain management, and a growing number of governmental regulations. HCL AXON's High Tech Practice offers services and solutions that address these industry challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms. These include: 1. Out of the box pre-configuration and methodologies that leverage proven best practices to ensure a cost effective and quicker time to value 2. Supply Chain Management capabilities to transform to a lean and agile supply network that includes outsourced operations 3. Leading customer relationship management solutions to manage and grow a profitable service business and improve channel collaboration 4. Accelerating innovation with Product Lifecycle management solutions Out of the box Revenue recognition solutions
  • 16. 16 Name Last Price Market Cap. (Rs. cr.) Sales Turnover Net Profit Total Assets CMC 946.20 2,866.99 955.34 143.33 696.43 Redington 68.90 2,749.39 9,840.40 156.81 1,529.68 S Mobility 41.00 976.15 849.50 -34.00 680.25 HCL Info 40.55 903.78 10,966.45 177.23 2,524.58 Smartlink Net 51.00 153.02 69.39 366.45 424.48 Moser Baer 7.45 125.39 2,096.07 -309.78 482.56 Compuage Info 61.00 40.60 1,544.44 10.21 254.19 TVS Electronics 16.50 29.16 216.62 1.40 108.59 Zenith Computer 11.25 17.42 180.44 1.68 128.93 MRO-TEK 8.40 15.70 34.14 -14.32 65.39 EuroMult 4.50 10.71 62.10 -94.18 285.60
  • 17. 17 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.hclinfosystems.in HISTORY OF HCL HCL Info systems Ltd is one of the pioneers in the Indian IT market, with its origins in 1976. For over quarter of a century, we have developed and implemented solutions for multiple market segments, across a range of technologies in India. We have been in the forefront in introducing new technologies and solutions. The highlights of the HCL saga are summarized below: 1976- Hindustan Computer limited (HCL) is born. 1977- Forms distribution alliance with Toshiba for copier & Notebooks. 1978- HCL Successfully ships in house designed micro-computer at the same time as Apple. 1983- Indigenously develops an RDBMS, a Networking OS & a client server architecture, at the same time as global. 1986- HCC Becomes the largest IT Company in India. 1989- Introduce fine grained Multiprocessor UNIX 3 yr a head of “sun& HP” 1991- HCL Hewlett Packard J. Develops Multi Processor UNIX of HP & Heralds HCLS entry into contract R&D. 1994- Forges distribution alliances with Ericsson Switches & Nokia cell Phone. 1997- HCL‟ s R&D spinoff as HCL Technology Mark advent info Software services. 2007- HCL Becomes the first company to cross the 1,00,000 unit Milestone in the Indian Desktop PC Market. 2008- HCL Technologies Get accorded by Meta Spectrum with leader status in off have out sourcing. 2009- JV with NEC, Japan -HCL Set up first Power PC Architecture design centre outside of IBM. 2010- HCL info system ties up with Apple for iPod distribution. -HCL Technologies sign largest over, software services deal with DSG. 2011- HCL as an enterprise sources the $ 4 billion watermark.-HCL announces opening of its second European outsourcing facility in June with the establishment of the delivery centre in Krakow Poland.
  • 18. 18 HCL ENTERPRISE: HCL Enterprise is a US $ 5 billion leading Global Technology and IT enterprise that comprises two companies listed in India - HCL Technologies & HCL Info systems. The 3-decade-old enterprise, founded in 1976, is one of India's original IT garage start-ups. Its range of offerings spans Product Engineering, Custom & Package Applications, BPO, IT Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products. The HCL team comprises approximately 60,000 professionals of diverse nationalities, who operate from 23 countries including 500 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including leading IT and Technology firm. CHAIRMAN & CEO Mr.Vineet Nayar is Vice Chairman and Chief Executive Officer of HCL Technologies Ltd. IT hardware manufacturer and systems integrator HCL Infosystems Ltd has acquired the remaining 40 per cent stake in HCL Infosystems MEA FZCo for an undisclosed amount. HCL Infosystems already held majority stake in the venture and the latest deal makes the company a wholly owned arm. In the same year, the company acquired 20 per cent equity stake in another Dubai- based firm Tech mart Telecom Distribution FZCO through its Singapore-based subsidiary HCL Investments Pvt Ltd.Part of HCL Group which includes IT services firm HCL Technologies, HCL Infosystems Ltd offers a wide spectrum of ICT products that includes computing, storage, networking, security, telecom, imaging and retail. Last month, the firm had acquired education content provider Edurix, a part of Atta no Media and Education and designs content for the K-12 education segment for an undisclosed amount. In 2008, HCL Info acquired stake in Natural Technologies Pvt Ltd for $2.1 million.
  • 19. 19 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." MILESTONE Hancom Inc. has announced its tie up with HCL Infosystems Ltd. to extend Hancom's Think Free Mobile - Android edition on HCL Tablets. HCL is one of India‟s most well known hardware, services and ICT systems integration and Distribution Company The latest version of Think Free Mobile app has been embedded in 'HCL ME U1‟, HCL Infosystem‟s recently launched range of Tablet PCs, available for Rs. 7999. In the past too, HCL's Android tablets have had Think Free Mobile as one of their standard apps.
  • 20. 20 HCL PRODUCTS (some) Voice solution products Presentation product Documentation product Home PC‟s Home Notebooks Business PC‟s Business Note Books
  • 21. 21 DEPARTMENTS IN HCL. Production department Human resource department Marketing department Administration and Operation department Finance department
  • 22. 22 PRODUCTION DEPARTMENT 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
  • 23. 23 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. Production manager Work Manager Assistant Work Manager Supervisors Supervisors Workers Workers Workers
  • 24. 24 MANUFACTURING PROCESS MANUFACTURING OBJECTIVES OF HCL "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.
  • 25. 25 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 inthemanufacturing companiesare: 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 representproductthatneed moreworktheybecomefinishedproductsforsale. 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 requiredfor smooth marketing operations. Thus, inventories serve as a link betweentheproductionandconsumptionofgoods.
  • 26. 26 HUMAN RESOURCE DEPARTMENT 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.
  • 27. 27 CHIEF OF HUMAN RESOURCE SR HR MANAGER RECRUITMENT SR HR MANGER PAYROLL 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.
  • 28. 28 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 HCL 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 HCL 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
  • 29. 29 HR DEVELOPMENT HIERARCHY Of Office Automation SR HR manager OA support HR Manager System Integration Telecom HR Manager CSO HR Manager 1 Pass HR Manager Documentation product solution Presentation product solution Audio Visual system integration Procurement Logistics Video conference OS
  • 30. 30 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.
  • 31. 31 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.
  • 32. 32 Marketing plans division Cyber space division Director Marketing Department Deputy marketing Department Marketing Resource and support Strategic marketing plan manager Events marketing division Creative and visual information division & Visual Information Division Local marketing and leads analysis division
  • 33. 33 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.
  • 34. 34 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
  • 35. 35 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.
  • 36. 36 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.
  • 37. 37 ADMINISTRATION & OPERATIONS DEPARTMENT 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 Sales and marketing Customer support organisation New installation group finance Purchase and logistics
  • 38. 38 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). General manager Regional manager Executive
  • 39. 39 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)
  • 40. 40 FINANCE DEPARTMENT 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: 1. 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, 2. 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. 3. Controllership: Financial Accounting, Managerial Control, Cost Accounting, Tax Aspects, Audit, Financial Analysis, Financial Planning, Funding Systems 4. 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.
  • 41. 41 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 HCL 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. BALANCE SHEET The Finance Department is also responsible for the delivery of shares, transfer of shares, and pay out cheques, collection of cheques from clients for debit balances, auction of shares whose delivery was not taken by the clients, collection of Margin Money. VP and CFO Regional account officer Account executive
  • 42. 42 Jun 11 Jun10 Jun09 Jun08 Jun07 12 mths 12 mths 12 mths 12 mths 12 mths 44.58 43.65 34.24 34.23 33.83 44.58 43.65 34.24 34.23 33.83 0.00 17.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1,902.46 1,860.94 1,098.12 968.83 808.46 0.00 0.00 0.00 3.20 2.92 1,947.04 1,922.26 1,132.36 1,006.26 845.21 110.43 152.02 101.85 0.00 12.02 467.11 357.91 125.00 352.66 223.87 577.54 509.93 226.85 352.66 235.89 2,524.58 2,432.19 1,359.21 1,358.92 1,081.10 Jun '11 Jun '10 Jun '09 Jun '08 Jun '07 12 mths 12 mths 12 mths 12 mths 12 mths 364.05 274.88 234.10 216.68 162.31 131.99 103.66 83.47 78.11 63.83 232.06 171.22 150.63 138.57 98.48 19.95 25.69 9.50 13.89 21.36 705.05 911.19 276.10 215.02 279.78 586.25 835.40 888.26 898.37 791.73
  • 43. 43 2,084.26 1,956.92 1,498.26 1,241.46 1,002.51 230.50 289.86 198.67 316.91 179.34 2,901.01 3,082.18 2,585.19 2,456.74 1,973.58 714.99 555.31 315.17 244.48 170.28 4.19 2.75 4.32 0.45 14.60 3,620.19 3,640.24 2,904.68 2,701.67 2,158.46 0.00 0.00 0.00 0.00 0.00 1,949.25 2,182.10 1,899.81 1,639.38 1,395.88 103.42 134.05 81.89 70.85 81.10 2,052.67 2,316.15 1,981.70 1,710.23 1,476.98 1,567.52 1,324.09 922.98 991.44 681.48 0.00 0.00 0.00 0.00 0.00 2,524.58 2,432.19 1,359.21 1,358.92 1,081.1 338.98 113.65 57.18 49.73 349.75 87.36 87.26 66.14 58.61 49.79 Balance Sheet of HCL Infosystems ------------------- in Rs. Cr. -------------------
  • 44. 44 PART 11
  • 45. 45 MATERIAL CONTROL 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. DAILY MATERIAL RECEIVING RECORDS The Material Administrator will enter all materials received in a Daily Material Receiving 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 COMPLETELY ACCEPTABLE 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.
  • 46. 46 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.
  • 47. 47 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.
  • 48. 48 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.
  • 49. 49 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. 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.
  • 50. 50 SALES AND DISRIBUTION CONTROL HCL‟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. HCL has executed large projects in the sales and distribution space which span across Life and P&C Insurance. HCL offers a broad range of solutions in distribution and channel management – from full project ownership to providing critical solution accelerators. HCL 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 HCL‟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
  • 51. 51 HCL‟s "Channel Automation" solution automates the entire client and self servicing requirements of a Producer that can be completed anytime, anywhere. HCL‟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
  • 52. 52 PART III
  • 53. 53 SWOT ANALYSIS STRENGTH 1 Wide range of products and services like Bpo‟s software services, infrastructure management which cater into both large and medium size. 2 Global coverage in countries like us,Europe,japan etc 3 Support sales activities by understanding the customer business better. 4 Keep up to date on what competitors are doing. 5 Ability to understand customer's business and offer right technology. 6 Long standing relationship with customers. 7 Pan India support & service infrastructure. 8 Best-vale-for-money offerings. 9 They understand the business of the customer and provide the apt technology to them 10 They have a long committed relationship with their customers 11 The support provided by the company is pan India 12 Customers get their value for money 13 They are the leaders in technology WEAKNESS 1 Loss project in continuation 2 Total asset turnover is one of the week of hcl,as they has always failed to materialize its asset in right direction 3 Lack of innovation and distribution network especially in case of laptops has reflected HCL‟s weakness. 4 Dependence of mature market 5 Lack of scale 6 HCL 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. 7 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. 8 "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. 9 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.
  • 54. 54 OPPORTUNITIES 1 Acquisition 2 Key opportunities lies in the countries like Eastern Europe and Asia Pacific region 3 Mid market segment is the opportunity area as against 200 companies 4 Opportunity of doing better on return on equity by beating satyam. 5 HCL 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. 6 HCL pride them in being a pioneer in creating the Indian IT Industry, by pioneering the creation of the people for the industry. HCL, HR philosophy is “beyond HR Practices and Systems”, where we are ceaselessly creating the „HCL Family‟, whose DNA is Pride, Passion, Performance and People, with an inexhaustible Spirit of Entrepreneurship THREATS 1 The ban of outsourcing from India due to new regulations from US 2 Depreciation in quarterly sale lead to loss of market share and product Depreciation 3 Small players and manufactures are trying to enter into the segment where they can provide much cheaper product than HCL.which will be a rising competition to share. 4 Intense competitions 5 Immigration restriction 6 Anti outsourcing legislation 7 The threats to HCL are mainly from its competitors. Some of the major companies that compete with HCL include Wipro, Siemens, and Dell etc. Wipro being one of the top IT companies in India gives a stiff competition to HCL in various sectors. There has been equal competition from Siemens.
  • 55. 55 PESTEL ANALYSIS POLITICAL 1 Tax rate in India for the hardware sectors is 20% to 30% plus which create obvious possibilities for the further reform and faster growth 10year special economic zones program and tariffs change to promote the hardware production. 2 26 new projects as a part of a national government plan. 3 Tax initiative by government to ask state government to fix VAT at 4% in the hope of attracting investors ECONOMIC 1 In last 18 months there is growth in sales in pc‟s and computer hardware, mainly due to lower price. 2 The trade cycle rotation there will be a possible slowdown in demand. 3 IT plays a important role in bringing 50% of rural house hold to the banking. 4 IBM,Dell,Lenovo has announced new investment to expand capacity 5 HCL Infosystems also makes its own branded computers including laptops, desktops and tablets. The company decided in June to streamline its computer products business into a separate wholly owned subsidiary. 6 HCL Infosystems which has just entered into a Rs 2200 crore contract with the Indian government to manage its UID database, would run into trouble if it sold off stake in the company to a Chinese vendor. 7 HCL Corporation is the single largest promoter with 42.85 per cent stake. For the quarter ended June 30, HCL Infosystems reported consolidated profit of Rs 20 million compared with Rs 115 million a year earlier. Sales for the quarter rose to Rs 27.2 billion from Rs 26.2 billion. SOCIAL 1 Age distribution 45% of the population is under 25. 2 Regional imbalance and low income. 3 Inward investment can lead to better job opportunities. 4 IBM,Wipro and Infosys recruit 15000-20000 graduate each year. 5 A business practice varies region ways. 6 IT services provider announces initiative aimed at creating Local Gen Y Employment, Catalyzing Innovation and skill development through collaboration with Local Communities, Educational Institutions, Governments, Customers and Partners 7 Announces 10,000 local jobs in US and Europe in the next five years.
  • 56. 56 TECHNOLOGY 1 Plans by AMD to set up the countries 1 chip fabrication to stimulate local production and lower prices. 2 Multimedia features and entertainment to bring Bollywood among the masses. 3 Lenovo to build in TV tuner cards capable of connecting to a TV antenna. 4 Outcome-based pricing, multi-service delivery and the creation of new services like Remote Infrastructure Management and Enterprise Transformation Services are some of these innovative strategies which help companies stay steps ahead. 5 A first of its kind laptop in India, loaded with never before features like 8GB RAM and 500 GB storage 6 Powered by the latest Intel Centrino 2 technology 7 Is „Designed for Indian Conditions‟ with Advanced Thermal Engineering Technology 8 Energy Star 4.0 compliant with „Category A‟ certification 9 HCL Laptop Z39 consumes less than 1.7W of energy in sleep mode and below 1W in stand- by mode resulting in lesser power consumption 10 HCL announces launch „HCL Touch‟, new benchmark for Laptop service & support 11 24x7 Round the clock anytime, anywhere service 12 Announces 20 Company owned „HCL Touch‟ outlets in West Bengal 13 Offers Lifetime telephonic support to Laptop customers 14 HCL Laptops Z39 available nationwide at Rs. 59, 990/- ENVIRONMENTAL FACTOR 1 Environmental factors include the weather and climate change. 2 Changes in temperature can impact on many industries including farming, tourism and insurance, it will affect the share value of the firm. 3 The growing desire to protect the environment is having an impact on many industries. 4 Meet or exceed applicable legal requirements; 5 Proactively reduce occupational injury and illness risks, and promote employee health and well-being; 6 Aggressively pursue pollution prevention, energy conservation and waste reduction in our operations; 7 Design and manufacture our products to be safe to use and to minimize their environmental impact; 8 Share information with our customers on environmentally responsible end-of-life management services for HCL products; 9 Require our suppliers to conduct their operations in a socially and environmentally responsible manner.
  • 57. 57 10 Use an Environmental Management System approach to establish goals, implement programs, monitor technology and environmental management practices, evaluate progress, and continually improve environmental performance. 11 Foster a culture of environmental responsibility among employees and management. 12 Harness energy conservation in our operations and products and reduce carbon footprint 13 Proactively address chemicals phase-out through a chemical policy and initiate a program for end-of the life product management as its individual responsibility LEGAL FACTOR These are related to the legal environment in which firms operate. In recent years in India there have been many significant legal changes that have affected firms' behavior. The firm has to obey the legal procedures; it will differ according to the nature of the firm
  • 58. 58 CORPORATE SOCIAL RESPONSIBILITY The employees are the real value creators who can make a difference not only to the organization, but their collective effort can change society itself. HCL commitment is to make a positive difference is not about a one-off initiative but a sustained effort to make a visible change to people‟s lives. HCL spent more than 25,000 person hours on outreach programs covering children, women, disabled and the economically less privileged in the areas of education, health, hygiene, counseling, coaching and infrastructure such as shelter and sanitation facilities. The employee volunteers were led by our Community Service Council members (CSC) to become catalysts for social change. The projects were identified by the CSC in consultation with NGO‟s and beneficiaries.
  • 59. 59 PART IV
  • 60. 60 OUTSTANDING PERFORMANCE AWARDS & ACCOLADES HCL Infosystems has been acknowledged and rewarded for its support, innovative products and solutions and dedication countless times. Listed below is an up to date list of rewards and recognitions that HCL Infosystems has won till date. Hcl infosystems ranked 1 for IT services in DQ-CMR CSA 2011 HCL Digischool wins “Best ICT content for K 12 Education” at national education award presented by star news. HCL digi campus wins “Best Technology based solution for higher education institutes”at the national education awards presented by star news HCL institute management system awarded the “best cloud based education Institute management system”, at the B-school excellence awards 2012 HCL learning wins the 7th India jury Award for the “Best Open and Distance Learning practices in Higher Education”
  • 61. 61 FUTURE PLANS HCL Technologies and VMware enter into next level of Strategic Alliance HCL has signed an engagement with Xerox for end-to-end product engineering services. Epicor and HCL Technologies Sign Long-term Strategic Partnership Dex One and HCL Technologies to optimize digital platform development HCL partners with Trintech to improve clients‟ Record to Report processes Prime Minster John Key witnesses new signing between HCL & Finzsoft SERVICE INNOVATION at HCL Eli Lilly and HCL announce unique collaboration to change new ideas to reality HCL AXON delivers Crew Management Solution for SAP Transportation customers with Initial Release of iCREW to CN NEW at HCL HCL Technologies wins the HP Alliance ONE Partner of the Year Award HCL ISD's customer Energy Future Holdings wins Computerworld Laureate 2011 Recognition HCL becomes first global IT Services Company to Join Advanced Message Queuing Protocol (AMQP) Working Group
  • 62. 62 CONCLUSION HCL 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 HCL by getting information from promotion. The customers came to know about HCL 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 HCL brand. Moreover, the existing users of HCL are found to be satisfied from the features as well as accessibility of the laptops/desktops. After this organization study, it was founded that HCL is sharing a good reputation in the market. HCL laptop/desktop users are satisfied with HCL. The organization study at HCL Infosystems has provided valuable information for me as a Management student.
  • 63. 63 BIBLIOGRAPHY www.hclinfosystems.com www.hclstore.com www.hcl.in Company magazines

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