Genpact_Sustainability_Annual_Report

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Genpact Sustainability Report 2011
Sustainability@Genpact
Sustainability Report 2012

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About the Report
This resolution by world leaders at the United Nations Conference of Sustainable Development in
Rio de Janeiro in June 2012 emphasizes the recognition that a sustainable approach to development
is needed: ‘development which meets the needs of the present without compromising the ability of
future generations to meet their own needs’.
Genpact recognizes this and as a responsible business entity, has always considered sustainable
development as an integral part of its outlook and is interwoven in the daily decision making.
We believe businesses can innovate to achieve increased efficiency in their production processes and
also rethink their business models to open up new markets, in turn generating a competitive advantage
and creating value for customers. It is with this rationale that Genpact Limited (Genpact) is releasing
its first sustainability report based on the Global Reporting Initiative (GRI) Framework. Prior to this, the
company was reporting on its sustainability performance in accordance with the United Nation’s Global
Compact Principles (UNGC).
The report covers the sustainability performance data of calendar year 2011 and presents data from all
our units across the globe. Considering that this is our first year of reporting according to the GRI 3.1
framework, we have tried to report on all core and additional indicators. Where this is not possible,
we aim to put systems in place that will enable us to collect and report such data in future. The data
points in the report cover major economic, environmental and social performance indicators as per the
GRI G3.1 Guidelines (GRI Content Index available in the Annexure). In addition to this, the report also
follows UNGC principles and the National Voluntary Guidelines by the Ministry of Corporate Affairs in
India.
We have used the principle of materiality throughout the report to provide information on sustainability
parameters that are most relevant to stakeholders. The report broadly covers the Company’s
sustainability performance by firstly providing a brief summary of the organization’s profile and the
methodology used to measure and report on its performance and subsequent assurance. The report
then elucidates on three main areas which include; Sustainability Strategy and Corporate Governance,
Employees and Sustainability at the workplace and Environmental Impact and Sustainability. We have
subjected our report to an independent, third party verification - ensuring an unbiased report and
incorporating the suggestions to enhance and improve our sustainability initiatives. We have engaged
E&Y to independently audit and assure the report covering the Environmental and Social information
for the period of January 2011 to December 2011.
“Sustainable development requires concrete and urgent action...
and can only be achieved with a broad alliance of people,
governments, civil society and the private sector, all working
together to secure the future we want for present.”

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Contents
CEO Statement 4
Report Overview 6
Organizational Profile 8
Management Structure 12
Our Approach to Sustainability 7
Our Stakeholders 10
Materiality 10
Our Business Strategy & Economic
Performance 13
Our Products and Business Segments 14
Our Customers 15
Integrity@Genpact 19
Our Economic Performance 21
Key Impacts, Risks and Opportunities 23
Awards and Recognition 26
Corporate Governance and
Human Rights 27
Governance 28
Ethics 29
Human Rights 33
Supply Chain Sustainability and Vendor
Management 34
People Practices 36
Recruitment 38
Development and Training 40
Employee Retention and Engagement 42
Diversity and Equal Opportunity 49
Health and Safety 51
Environmental Impact and
Sustainability 54
Environmental Stewardship 55
Environmental Compliance 55
Resource Conservation 56
Carbon Minimization 61
Stakeholder Participation 64
Way Forward and Environment Goals 65
Corporate Social Responsibility -
Permeating the Genpact DNA 66
Caring@Genpact 67
Community Investment 71
Annexure 30
Board of Directors 73
Memberships and Associations with
Industry Forums 75
United Nations Global Compact -
The Ten Principles 76
NVG Report Application Table 77
Assurance Statement 80
GRI Content Index 81
Feedback 94

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CEO Statement
I am proud to present Genpact’s first Sustainability
report as per the Global Reporting Initiative (GRI
G3.1) guidelines. Sustainability@Genpact is about
creating and sustaining an environment where
in the best available talent is tapped; allowing
people to attain their full potential over time, led
by a strong performance culture. Our association
with GE inculcated a culture with laser-sharp
focus on integrity, ethics, and corporate
governance. In addition to that our focus on six
sigma, people processes and resource efficiency
leads to client satisfaction, highly engaged
employees and lower operation costs respectively.
We value that Genpact is committed to
enhancing stakeholder value and is continuing
its journey of becoming a strong and sustainable
organization. We also remain committed to the
mission and values of the United Nations Global
Compact and its agenda on human rights, the
environment and the fight against bribery and
corruption. Our people processes have been
the best in the industry since decades and as
an organization, we are constantly striving to
build stronger communities, create a healthy
work environment for our people through our
corporate citizenship programs, environmental
health and safety standards and Green Initiatives.
Sustainable growth
Economic Performance
Our growth, both organic and inorganic, has
been driven by increased hiring and acquisitions.
In net revenues, our growth is driven by an
increase in services sold to Global Clients, as well
as the acquisition of Headstrong Corporation in
May 2011. Our Global Clients have increased
from 780 in 2010 to 1117 in 2011. Our net
revenues increased by USD 341.5 million, or
27.1%, in 2011 compared to 2010.
Operational excellence
Continuous monitoring of all material issues
is undertaken and any deviation with respect
to targets is amended through a structured
approach. The application of Lean Six Sigma
across internal processes also helps us address
these issues in a structured and effective manner,
and focus on improving the measures on an
ongoing basis.
“The focus now is not on
“IF” a company should be
sustainable, but on “How”
a company goes about
being sustainable. If done
right, Sustainability can be
a competitive advantage.”
- NV “Tiger” Tyagarajan
President & CEO Genpact

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Integrity
We are a pioneer signatory of the World
Economic Forum’s Partnering against Corruption
Initiative (PACI), which supports a zero tolerance
policy towards bribery and the development of a
practical and effective implementation program
that aims to raise business standards and
contribute to the goals of good governance and
economic development. We deal with our clients’
sensitive information; therefore, we need to
exhibit the highest order of ethics and integrity.
Our strong integrity-focus, complemented by our
ombudsman and no retaliation processes, helps
us achieve this.
People Practices
As we continue to move up the value chain
in terms of the services we offer, it becomes
increasingly important that we hire the right type
of people. Our people strategy is focused on two
areas – Employability and Diversity. At the end
of 2011, we had 50,730 employees, 37.27%
of which were women. Our focus on learning
and development has been a key contributor in
curbing attrition at 27.8%, one of the lowest in
the industry.
Environmental Stewardship and CSR
Since 2008, we have made a concerted effort to
tackle environmental concerns, primarily driven
by resource efficiency and decreasing carbon
emissions. At the workplace, the ISO 14001-2004
and OHSAS 18001-2007 Environmental, Health
and Safety norms are strictly adhered to.
Deploying Lean Six Sigma on our specific
processes, we have successfully reduced our
Energy and Water consumption.
Through our corporate citizenship program
“Caring@Genpact”, we have initiatives aimed at
increasing employability, healthcare, environment
and inclusion, applying our distinctive strengths to
maximize social and environmental value. Today,
we have more than 8000 volunteers across the
world.
CSR and environment costs are factored into
business unit budgets. At the leadership level, we
support sustainability by investing in the program
and resources, and assessing our processes as
efficiently as we do so for our clients.
Sustainability – The way ahead
In conclusion, the importance of sustainability is
no longer debated. The focus now is not on “IF”
a company should be sustainable, but on “How”
a company goes about being sustainable. If done
right, sustainability can clearly be a competitive
advantage. Our clients are some of the world’s
biggest companies and several of them are
undertaking sustainability journeys of their
own. A sustainability report, backed by a strong
internal focus, is our way of saying that we are
aligned to their goals as well. For me personally,
sustainability is a consolidated expression of
Intelligent Enterprises powered by Process.

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Report Overview
We have a unique heritage and believe we are pioneers in the business process and information
technology management industry. We built our business as a captive of General Electric Company. As
we demonstrated our value to GE management, our business grew in size and scope. We took on a
wide range of complex and critical processes and we became a significant provider to many of GE’s
businesses, including its Financing, Healthcare, Industrial and GE’s corporate offices. Our new name,
Genpact, conveys the business impact we generate for our clients. In August 2007, Genpact was listed
on the NYSE under the symbol ‘G’. Since then we have grown rapidly, expanding our range of services
and diversifying our client base.
As we continue to move up the value chain in terms of the services we offer, it becomes increasingly
important that we hire the right type of people. Our people strategy is focused on two areas –
Employability and Diversity. At the end of 2011 we had 50730 employees covering 50+ nationalities
and 25+ languages, 37.27% of which were women. Our focus on learning and development has
been a key contributor to curbing the attrition at of 27.8% in 2011, one of the lowest in the industry.
Genpact has also continued with its extensive training programs with over 3.5 million hours of training
being conducted at an average of 70.4 hours of training per employee. This has culminated in 10700+
Green Belts and 390+ Black Belts
The company has recently launched its Global “Environment Health Safety and Sustainability Policy
(EHS&S). Since 2008, we have made a concerted effort to tackle environmental concerns, primarily
driven by resource efficiency and decreasing carbon emissions. At the workplace, the ISO 14001-2004
and OHSAS 18001-2007 Environmental, Health and Safety norms are strictly adhered to across the
group. Our new Carpooling initiative is now being utilized by more than 1000 employees.
Through our corporate citizenship program “Caring@Genpact”, we have initiatives aimed at increasing
employability, healthcare, environment and inclusion, applying our distinctive strengths to maximize
social and environmental value. We have more than 8000 volunteers across the world and hosted more
than 175 volunteering events. In 2011, volunteering increased by 28% and now covers 23% of our
global employee strength. Employees have donated more than USD $ 260,000 last year from across
our office locations, including; India, Mexico, Philippines, Guatemala, and Hungary.
We’re a pioneer signatory of the World Economic Forum’s Partnering against Corruption Initiative
(PACI), which supports a zero tolerance policy towards bribery and the development of a practical and
effective implementation program which aims to raise business standards and contribute to the goals
of good governance and economic development. We deal with our clients’ sensitive information;
therefore, we need to exhibit the highest order of ethics and integrity. Our strong Integrity focus
complemented by our ombudsman process and no retaliation process helps us achieve this.

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Genpact strives to provide a safe and
healthy workplace for all our employees and
stakeholders, which benefits communities
we live and work in globally. By integrating
economic and social progress with environmental
conservation and sustainability, we aim to
improve the quality of life of all our employees
and stakeholders. Our management is
committed, and provides considerable resources
to meet our Environment, Health, Safety &
Sustainability (EHS&S) goals which are to:
• Meet and whenever possible exceed applicable
environmental, health and safety (EHS) legal
requirements;
• Adopt best practices that support conservation,
sustenance and rejuvenation of the
environment and natural resources;
• Minimize our carbon footprint and become
carbon neutral in our operations;
• Drive active participation of all our stakeholders
to promote environmental, occupational health
and safety procedures through training and
behavioral compliance;
• Provide a Safe and Healthy work environment
by proactively assessing and reducing risk;
• Continuously monitor our Company’s
involvement in Corporate Social Responsibility
projects.
Standards and Management systems
Environment Management System
Our major operating sites in India, China,
Philippines, Europe, and Mexico have been
certified for ISO 14001, and based on its
requirements; we have a well-developed
Environmental Management System (EMS).
The Environmental Management System helps
Genpact manage each of its operations’ legal
compliance requirements, control environmental
issues, and identify mitigation strategies.
Occupational Health and Safety Management
System
Our major operating units are also certified for
OHSAS 18001, an international occupational
health and safety management system
specification. The system has helped us in
managing and mitigating risks related to
occupational health and safety, thus ensuring a
safer working place for our employees.
Information Security System
All of Genpact’s sites in India, China, Philippines,
and Europe are ISO 27001 certified. The
certification provides us a model for establishing,
implementing, operating, monitoring, reviewing,
maintaining, and improving our Information
Security Management System. Our North
American Sites and Mexico will be certified in
2012.
Our Sustainability Approach

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Organizational Profile
Mission and Values
Business Overview
We are a global leader in business process and technology management services, leveraging the power
of smarter processes, smarter analytics and smarter technology to help our clients drive intelligence
across the enterprise. We believe our Smart Enterprise Processes (SEPSM
) framework, our unique science
of process combined with deep domain expertise in multiple industry verticals, leads to superior
business outcomes. Our Smart Decision Services deliver valuable business insights to our clients through
targeted analytics, re-engineering expertise, and advanced risk management. Making technology more
intelligent by embedding it with process and data insights, we also offer a wide range of technology
services. Driven by a passion for process innovation and operational excellence built on our Lean and
Six Sigma DNA and the legacy of serving General Electric (GE) for more than 14 years, our 50,000+
professionals around the globe deliver services to more than 600 clients from a network of 57 delivery
centers across 16 countries supporting more than 30 languages.
We have a unique heritage and believe we are pioneers in the business process and information
technology management industry. We built our business as a captive of General Electric Company. As
we demonstrated our value to GE management, our business grew in size and scope. We took on a
wide range of complex and critical processes and we became a significant provider to many of GE’s
businesses, including its Financing, Healthcare, Industrial and GE’s corporate offices. Our new name,
Genpact, conveys the business impact we generate for our clients. In August 2007, Genpact was listed
on the NYSE under the symbol ‘G’. Since then we have grown rapidly, expanding our range of services
and diversifying our client base.

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Our leadership team, our methods and our
culture of Lean and Six Sigma have been deeply
influenced by our GE heritage. The rigorous use
of metrics and analytics, the relentless focus on
improvement, a strong emphasis on the client
and innovative human resources practices—are
the foundations of our business.
Since we became an independent company in
2004, we have grown and diversified our client
base, with our goal to be the best in the world at
business process and technology management.
In 2011, we had net revenues of $1.60 billion,
of which 69.8% was from clients other than
GE, which we refer to as Global Clients. Our net
revenues from Global Clients as a percentage of
total net revenues have increased from 25.8% in
2006 to 69.8% in 2011.
We started actively pursuing business from Global
Clients from January 1, 2005. Since that time,
we have succeeded in increasing our business
and diversifying our revenue sources, including
through acquisitions. As a result, our net revenues
from Global Clients have increased from $158.3
million in 2006 to $1,116.7 million in 2011,
representing a compound annual growth rate, or
CAGR, of approximately 47.8%.
Who we are and who we want to be
• Continue to be a company that invests in its
people
• Continue to build on our legacy of Lean Six
Sigma, process and unique culture
• We are the creators, owners and teachers of
the science of process
• ►Be the best at business process management
and technology services
• ►Be the best at generating powerful business
insights that make our clients smarter; help
them make smarter decisions
Delivery Centers
We commenced business in 1997 in Gurgaon,
India. Since then we have established global
delivery capabilities consisting of 57 Delivery
Centers in sixteen countries (not including
our employees who are onsite at our clients’
premises). We choose the location of our Delivery
Centers based on a number of factors which
include the available talent pool, infrastructure,
government support and operating costs, as
well as client demand. We were one of the
first companies in our industry to move into
some of our locations including Dalian, China;
Budapest, Hungary; Bucharest, Romania; and
Gurgaon, Jaipur and Kolkata in India. We aim
to be continuously connected with our clients’
requirements so that we are ready to serve their
needs.
The large number of different countries from
which we service our clients differentiates us
from a number of our competitors and enables
us to take advantage of different languages and
time-zones which, in turn, enhances our ability to
service Global Clients. As of December 31, 2011,
we provided services in more than 30 different
languages. Some of our clients also contract
with us for additional redundancy and back-up
protections.
The map below shows the location of our existing global Delivery Centers and our regional corporate
offices. We have multiple locations in some cities.
Countries of operations
USA Poland
Mexico Hungary
Guatemala Romania
Brazil UAE
Netherlands Kenya
Spain India
Morocco Japan
South Africa China
Czech Republic Philippines

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Materiality
Genpact’s materiality determination framework is driven by the issues considered relevant and
important by its stakeholders. The identification and relative prioritization of material issues is based on
the following steps:
• Assessment of existing
systems & initiatives
• Business performance &
global outlook
• Stakeholder
identification
• Interviews or group
discussions with
stakeholders
• Determination of Significance to
stakeholders
• Determination of Significance to
Organization
• prioritization of Issues
Organization
Perspective
Stakeholder
Engagement
Materiality
Assessment
Stakeholders Engagement Mechanism and Frequency of Engagement
Employees • Employee Satisfaction Surveys (Annual)
• Performance Appraisal Discussions (Biannual)
• Listening Post (Monthly at different locations)
• You, Environment, and Sustainability (YES) (Ongoing)
• Caring@Genpact (Ongoing)
• Alert Tool (allows all levels of employees to raise operational issues across
• EMS : employee performance evaluation process which provides opportunity to share
performance as well as the career pathing and key concerns with the team
Customers • Ongoing governance meetings at account level between different levels of the
organization
• Net Promoter Score based on Process Owner Questionnaire (Semi-Annual)
• CXO Questionnaire (Annual)
Investors and
shareholders
• Annual Report or 10K Report (Annual)
• Annual General Meeting
• Online Contact Us form
• Online Information Request Form
• Interested people can also sign up for email alerts for SEC-related information, Reports,
Webcasts and Presentations, Scheduled events, and company news (Ongoing)
• Ongoing quarterly calls with investors and shareholders
Community • Caring@Genpact (Ongoing) (For details please visit the “Community” Section of this
report)
Environment
(All Humanity)
• Environmental Initiatives (Ongoing) (For details please visit the “Environment” Section
of this report)
Government • Lobbying through industry associations like Nasscom, CII, etc. No direct lobbying
• Active members of industry bodies on all geographies we operate in- e.g., NASSCOM,
Business Processing Association of the Philippines (BPAP), Association of the Business
Services Leaders (Poland and Romania), etc
Vendors and
Suppliers
• Vendor Prequalification Process (Before a Vendor is brought on board)
• Ongoing vendor analysis and rating process
• Working with key parts of vendor employee base such as drivers and guards and their
families to promote health awareness, safety and grooming
Our Stakeholders
Our organization cannot become sustainable without engaging and addressing the critical concerns
of its stakeholders. This is important as stakeholders have a direct impact on the way our company
operates (customers, employees) or because our operations may have a direct or indirect impact
on them (environment, employees). Our key stakeholders are described below. For each of these
stakeholders, we have tried to zero in on the main issues which concern them. We then try to manage
these issues by putting appropriate engagement mechanisms in place.
• Organizational Perspective: Assessment of the company’s existing policies and systems, business
performance – global industry outlook and challenges, examining the company’s initiatives in
sustainability aspects as defined by GRI namely environmental, social, labor and people practices.
Materiality issues disclosed by other IT and ITES companies.

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• Stakeholder Engagement: An independent study with multiple levels of interactions was conducted
with key stakeholder groups to gain their perspective on sustainability related issues. It included
interviews with senior leaders of the company and discussions with internal employees, Perspectives
were also gauged from existing internal stakeholder feedback processes like customer satisfaction
surveys, vendor meets, and employee engagement mechanisms.
• Based on these interactions and assessment, 20 material issues were identified. These issues were
then discussed in a pan-department materiality assessment session, based on which the following
prioritization was arrived at:
All our material issues have been addressed in the report in the relevant business, corporate
governance, people, environment, and community sections. The report has been structured in a way
that is reader-friendly and at the same time covers all aspects of GRI indicators transparently. In addition
to the GRI G3.1 indicators, we have also made sure that relevant information needed by the National
voluntary Guidelines have been reported.
Data Metrics: Methodologies, Protocols & Systems
Our employee data is taken from the ERP system we have in place. Financial data is based on our 10k
report. However some of our sites are more mature when it comes to data collection. Our India sites
for example have in place systems to collect environmental data. However for some of our sites in other
regions, such data may not be present as of now. Other constraints include whether a particular site
is owned or leased. For some leased sites we have an annual maintenance contract that precludes us
from collecting data about energy and water usage since our costs are dependent on the contract and
not on actual usage. That being said, our India sites account for about two thirds of our employees and
we think that it is a good place to start reporting data from. Our environmental data especially may
only be available for our India sites for 3 years, for other sites we may only have 2011 data because we
recently put systems in place.
Wherever possible, we have reported on actual usage data. The data and figures in the report are actual
numbers based on the methodology and standard management systems followed by our Environment,
Health and Safety department and other departments, in line with industry practices. Our performance
is reported on a year-on-year basis (YoY), comparing the current year’s performance against the
previous year.
Stakeholderinterest
High
• Diversity
• Human rights
• Governance, compliance, and ethics
• Customer privacy and data security
• ►Quality of service delivery
• ►Financial sustainability and returns
• ►Business continuity
• ►Getting business and customers
• ►Cessation of Tax breaks in countries like
India and the resulting impact on cost
Medium
• Community
engagement
• Environmental
stewardship (climate
change, GHG
reduction, resource
efficiency)
• Innovation
• Recruiting people/ Enabling the creation
of a pool of talent
• Safety and health
• Cost efficiency (cost of services, asset
utilization, facility management, employee
cost)
• Organic growth
• Employee training
• Employee satisfaction and engagement
Low
• Public policy and
lobbying
• Adverse political
conditions like
protests against
outsourcing
Low Medium High
Relevance to Genpact

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Tiger Tyagarajan
Chief Executive Officer
Mohit Thukral
BSFL, Healthcare,
Philippines
B K Kalra
Consumer Product
Goods, Retail
Pharmaceutical
Patrick Cogny
Infrastructure,
Management &
Services
Sandeep Sahai
Capital Markets
(Headstrong), IT
Pankaj
Kulshreshtha
Analytics
Charles Hunting
China, Japan
Scott McConnell
Americas
Harpeet Duggal
India to India,
Software & Internet
Services
Companies (SISC)
NGEN, Axis
Vishal Pandit
Middle East
Pascal Henssen
COO Europe
Arvinder Singh
Sales &
Marketing,
Reengineering
Gianni Giacomelli
Product
Innovation
Sasha Sanyal
SEP, Lean
Six Sigma
Sanjeev Prasad
IT
Shantanu Ghosh
Transitions,
Practice
Solutioning, CMP
Mohit Bhatia
Finance
Vidya Srinivasan
Infrastructure
& Logistics
Victor
Guaglianone
General Counsel
Shishir Sharma
Investor Relations
Gaurav Sethi
M&A
Special Projects
Rakesh Chopra
Cost Productivity
Piyush Mehta
Human Resources,
Hiring, Training
Functions
Operations
Management Structure:

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Our Business Strategy &
Economic Performance

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Our Business
Our vision is to be the global leader in helping
businesses make smarter decisions and realize
better business outcomes through a continuum
of process, analytics and technology. We seek
to build long-term client relationships with
companies that wish to improve the ways in
which they do business and where we can offer
a full range of services. With our broad and deep
capabilities and our global delivery platform,
our goal is to deliver comprehensive solutions
and continuous process improvement to clients
around the world and across multiple industries.
Our Products and Business Segments
Our business increasingly focuses on industry verticals in banking and insurance, capital markets,
consumer packaged goods, or CPG and retail, pharmaceuticals, manufacturing and healthcare. Our
offerings in these core vertical activities are driven by our broad end-to-end process expertise, which
includes:
• ►Finance and accounting services
• ►Procurement and supply chain services;
• ►Enterprise application services;
• ►IT management services;
• ►Collections and customer services; and
• ►Smart Decision Services, including re-engineering, analytics and risk management
Revenue Growth
1800
1600
1400
1200
1000
800
600
400
200
0
2004
429 492
613
823
1041 1120
1259
1600
2005 2006 2007 2008 2009 2010 2011
Global Clients
2000
1500
1000
500
0
2004 2005 2006 2007 2008 2009 2010 2011
20 42 160
342 551 669 780
1117
Banking and Insurance
Applicable Processing
Underwriting
Claims Management
Mortgage Orientation and
Servicing
Payment, Booking
Funding of Loans and
Leases
Collections and Customer
Service
Capital Markets
Account Opening and Maintenance
Clearance, Settlement and
Transfers
Corporate Actions
Reconciliation, Compliance and
Reporting
Reference Data and Cash
Management
Trading, Trade Processing and
Post-Trade Connectivity
CPG/Retail
Product Costing
Trade Promotion
Analytics and
Management
Retail execution
(Planogram,
Assortment Olaning,
SKU Optimization)
Market Mix Modeling
Life Sciences
Medical Documentation
Regulatory Submission
and Compliance
Medical Contact Center
Patient Level Data
Analysis
Sales Force Management
and Effectiveness
Manufacturing
Contract Warranty
Management
Modeling and Drafting
Engineering Analysis
Product Regulatory
Compliance
Value Engineering
Reverse Engineering
Reliability Analysis
Manufacturing Engineering
Finance & Accounting
Enterprise
Services
Accounts Payable
Order-to-Cash
General Accounting
Tech
Services
Enterprise Application Services
Enterprise Application Solutions (Oracle, SAP, Siebel)
Business Intelligence/Data Warehousing
IT Infrastructure Management Services
End User Computing/Help Desk Services
Network Voice & Security Services
Reengineering: Procure-Pay, Record to Close, Inquiry to Order, Order-to-Cash, Collections, Treasury and Tax
Analytics and Research: Marketing, Pricing, Inventory Optimization, Customer Loyalty/Surveys, Contract Management
Risk Management: Internal Audit, SOX Advisory, Regulatory, Enterprise, IT, Fraud Risk
Legal Processing: Contract Drafting, Legislative Monitoring, Research and Analysis
SmartDecision
Services
Closing and Reporting
Treasury and Tax
Financial Planning/Analysis Payroll
CPG/Retail
Indirect/Direct Sourangand
Procurement
Demand Forecasting Management
Engineering Services
Inventory Optimization and Planning
Fleet and Logistics Services
Alternative Services
CAGR: 21%
CAGR: 78%
Note: Graphs in $millions, excluding GE

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In offering services across our global platform,
we draw on core capabilities in process expertise,
analytical ability and technology expertise, as
well as the operational insight we have acquired
from our experience in managing thousands of
processes for our clients.
Our Key Differentiators
Smart Enterprise Processes (SEPSM
)
SEPSM
is a proprietary business process
management framework. It is a logical and
unique methodology that employs granular data
analysis, ultra-sophisticated diagnostics, cross-
functional benchmarks and technology solutions
to maximize process effectiveness and end
business outcomes. The results are better cost,
cash and revenue outcomes for our clients.
Lean Six Sigma
Lean Six Sigma is embedded in our DNA
with over a decade of learning. It serves as a
Leadership Development Platform by building a
continuous talent supply chain for client facing
operational leadership roles. We are powered
by pool of Lean Six Sigma trained employees
with over 10,700+ Six Sigma Green Belt trained
employees, 23,000+ Lean trained employees,
460+ Black Belts and Master Black Belts, and
39% of top leadership Lean Six Sigma certified.
In 2011, Lean Six Sigma resulted in delivering
$2.79BN of Business Impact and $607Mn P&L
Impact.
Intellectual Property
We develop intellectual property in the course
of our business and our MSAs with our clients
regulate the ownership of such intellectual
property. We have applied for patents,
trademarks, copyrights and domain names.
Some of our intellectual property rights relate to
proprietary business process enhancements.
We generally use third-party software platforms
and the software systems of our clients to provide
our services
Business Continuity Planning (BCP)
The business processes that our customers
outsource to us are often critical. These processes
cannot be non operational at any given point
of time, ie., they have to be operational at all
times – this is where BCP comes in. We earmark
critical processes and sub-processes and identify
mission critical ones. In the event of a crisis, the
customer will decide the maximum downtime
for this process - in 0, 2,4,12 hours etc. Many of
our offices have 2 gridlines, 2 substations, and
electricity coming from 2 directions. With the
BCP requirements for a customer mapped out, in
the event of a crisis, Genpact ensures that these
requirements are met.
Information Security
As a company that deals with the outsourced
business processes of our customers, including
sensitive information like Banking, Social Security
and Health, we take our security needs very
seriously. All of Genpact’s sites in India, China,
Philippines, and Europe are ISMS –ISO27001
certified. Our North American Sites and Mexico
will be certified in 2012. Right from the RFP
process, our information security credentials
are one of our key differentiators. Information
security comprises not just IT security but also and
physical security.
Our Customers
Our clients include some of the world’s best
known companies, many of them leaders in
their respective industries. GE, our largest client,
accounted for approximately 30.2% of our
revenues in fiscal 2011. We have a long-term
contract whereby GE has committed to purchase
stipulated dollar amounts of services through
2016. We currently provide services – drawn
from all our offerings – to all GE’s business units,
including GE Capital, GE Energy Infrastructure,
GE Technology Infrastructure and GE’s corporate
head office. Although we have a single MSA with
GE, we have more than 2,200 statements of work
(SOW) with them. Currently, each GE business
unit makes its own decision on entering into a
SOW with us and the terms of the SOW. Though
some decisions are made centrally at GE, our
revenues can generally be attributed to different
businesses, each with its own leader responsible
for decision-making regarding outsourcing.
We have over 600 clients spread across various
industries and geographies. Our net revenues
from Global Clients have increased rapidly,
from $158.3 million in 2006 to $1.1 billion in
2011. As a percentage of total net revenues,
these revenues increased from 25.8% in 2006
to 69.8% in 2011. The 2011 net revenues from
Global Clients include $0.5 million for businesses
that were part of GE in 2010. The majority of
our Global Clients are based in the United States,
with others in Europe, Asia and Australia.
Our client contracts generally take the form
of an MSA, which is a framework agreement
supplemented by SOWs that also specifies the
general terms applicable to the services we will
provide.

16
Our clients include AstraZeneca, Aon, BUPA,
Cadbury Schweppes, GE, Genworth Financial,
Dollar General, GlaxoSmithKline, Hertz, Hyatt,
Information Resources, Inc., Kimberly-Clark,
MassMutual Financial Group, National Australia
Bank, Nissan, Symantec, SABMiller, United
Biscuits, Walgreens and Wells Fargo.
Client Loyalty Framework
The client loyalty framework at Genpact is a
robust, fully integrated system that captures the
C-Suite voice at a strategic level and the Process
Owner’s voice at an operational level, and then
supplements them with detailed diagnostics and
advanced analytics to deliver key insights. These
insights are translated into action by the Account
Leadership, Management and Operational teams.
To succeed, our client loyalty framework relies on
a measurement system that applies science and a
strong management rigor and culture, enabling
us to drive our program ‘Insight to Impact’ –
stakeholder by stakeholder.
Insight to Impact
Insight to Impact is a continuous closed loop
framework that allows us to measure the
feedback, generate insights from this data,
develop action plans as they relate to the
feedback, implement those plans, track till
closure to the client’s satisfaction, predict the
needle movement in Net Promoter Score® (NPS)
scores based on action plans, and take corrective
action if required.
This also enables us to aggregate issues at an
organizational level, diving deep to discover
their root causes and egress with a list of
suggested best practices for the organization.
These practices are then institutionalized and
embedded into the client management structure
for each account, thereby ensuring that the client
feels the impact of the practices and comes to
trust the systems and management.
These practices tie back to Genpact’s
cornerstones of client-centricity and being
best-in-class.
Measure
• CXO
• Process Owner
Predict
• Predictive NPS
Track
• Big Projects
• CL Pipe
• Issue Tracking
Action Plan
• Big Theme Projects
• COE/POLE Actions
• Account Plans
Insights
• NPS Shifts
• Performance +/-
• Key Drivers/Theme
• Improvements
Prioritization
• Account Loyalty
Disposition
A Continuous, Closed Loop Tracking System
Measure
Insight
Action Plan
ImplementTrack
Predict
Corrective
Action

17
Process for Tracking and Managing Issues
A web-based workflow tool tracks issues at a stakeholder level. As soon as an issue is opened, a trigger
prompts the operations team to take action. The independent client loyalty team conducts workshops
at account and business levels to facilitate action planning and best practice sharing. This ensures a
cross-fertilization of ‘ideas that work’, so we do not reinvent the wheel each time. Issues are then
aggregated at a business-unit level and action plans are formulated for common themes. These are
communicated to the clients to corroborate alignment and get their buy-in. Account-level/Genpact-level
common issues are addressed through projects and improvement initiatives. These are tracked by the
account and client loyalty team to ensure the client feel the impact of the actions taken.
Our Client Satisfaction Surveys
Genpact follows a robust methodology of surveying, monitoring and reporting stakeholder satisfaction
with the services we provide.
We currently run client satisfaction surveys at two levels to manage the total health of our client
relationships. These are explained below:
• Genpact conducts a bi-annual Process Owner survey (transactional in nature) that focuses on more
operational insight. It is a web-based survey sent to clients’ process leads to gather their feedback
on Genpact overall and across all client touchpoints. We view this as a proactive method to identify
potential concerns and client requirements in production and solving issues for seamless service
delivery. The parameters we assess include operational performance, process communication,
continuous improvement, business impact, IT and telecom, people management, hiring, training,
contract & billing and clients’ ‘Willingness to Recommend’, which yield the NPS loyalty metric
(described below).
• Genpact also conducts the C-Suite survey annually to gain strategic insights and build strong
relationships. This survey helps ensure we stay constantly focused on client priorities and deliver
to exceed their expectations. Feedback from senior stakeholders is immensely critical to us: it’s a
compass that helps streamline our focus and recalibrate our priorities.
At Genpact, we leverage the NPS methodology to measure, manage and monitor client loyalty
effectively – it is an important tool for building sustainable long-term relationships with clients. The NPS/
client loyalty program is an investment we make in understanding our clients’ views about the services
we deliver. This helps in forming the actions needed to ensure sustainable long-term client equity and
business success.
Our client satisfaction methodology is an algorithmic calculation in which loyalty is derived by the
difference between the percentage of promoters and the percentage of detractors, and it is used to
derive the NPS for any particular client and Genpact.
Our NPS Program
Client loyalty and references are crucial for business growth, and NPS is key to measuring them. It
underscores our strategy to “grow with the existing clients”. NPS is a tool for gauging performance,
establishing accountability and prioritizing focus areas. The theory behind this is that ‘willingness to
recommend’ is a strong indicator of loyalty and growth, and if clients are willing to recommend you to
others, they are putting their reputation on the line. They will take that risk only if they are intensely
loyal. NPS is derived by subtracting the percentage of detractors from the percentage of promoters.
• Promoters are loyal enthusiasts who will keep buying and refer you to others.
• Passives are satisfied but unenthusiastic customers.
• Detractors are unhappy customers who can damage your brand and impede growth through
negative word of mouth.
The question we ask our clients is: Based on your
overall experience with Genpact, how likely are
you to recommend Genpact services to business
associates and colleagues? Please reply using the
0-10 point scale below, where ‘0’ means ‘not at all
likely to recommend’ and ‘10’ means ‘extremely
likely to recommend.’
10 9 8 7 6 5 4 3 2 1 0 NA
Driving growth in current business via net promoted
Promoter
%PromoterNet Promoter Score=
Passive Detractors
%Detractors{ }

18
Increasing Client Satisfaction
Genpact has fifteen years of experience with
many clients across geographies. The rigor
with which we drive efficiencies in our service
delivery, adopting best practices and Six Sigma
approaches, enhances performance and deepens
our clients’ satisfaction.
Some initiatives that we have developed to
enhance client satisfaction:
• Xcelerate: Over 16,500 ideas have been
generated to solve client issues or help clients
reduce cost and increase cash flow.
• First Time Right: Involving Six Sigma Quality, IT
and training teams to ensure we get it right the
first time, this is our transition and stabilization
initiative.
• Service Delivery Framework (SDF) and
Common Minimum Practices (CMPs): A set
of standards and practices are set across the
organization to ensure zero-surprise operations.
• Alignment of transition, solutioning, and
SME organization under one leader to ensure
an integrated approach to client satisfaction,
with common goals.
Five Years of Client Satisfaction Levels
Genpact achieved an NPS of 58% in 2011. More
than half the respondents were promoters or
delighted clients. The conversion of 80%+ reflects
high client engagement, despite the difficult
economic conditions that affected many. In
addition, it reflects our continued rigorous focus
on client satisfaction and outcomes.
NPS is the one common metric across 600
leaders with a high percentage of their variable
compensation linked to it. It is central to business
strategy because our target is 80% growth from
existing clients. This focus on NPS is supported by
our operating mechanisms like ‘Alerts’, customer
feedback forums and roundtables, governance
meetings and a high degree of transparency.
Our Sales and Marketing Process
We market our services to both existing
and potential clients through our business
development team. This team comprises over
190 people as of December 31, 2011, based in
the United States, Europe, Australia and Asia.
We spend time trying to expand the services
we provide to our existing clients, as well as
developing new clients. We have a rigorous
cross-selling program to leverage capabilities
across all our functions for existing clients and
clients we gained through acquisitions.
We have dedicated global relationship managers
for each of our strategic relationships. The
relationship manager is supported by process
improvement, quality, transition, finance,
human resources and information technology
teams to ensure the best possible solution is
provided to our clients. We constantly measure
our client satisfaction levels to ensure that we
maintain high service levels for each client, using
measures such as NPS. In 2011, we realigned our
sales force to our vertical operating teams and
continued to expand our domain expertise in key
service offerings and industry verticals.
The length of our selling cycle varies depending
on the type of engagement. The sales cycle for
project work is much shorter than the sales cycle
for a large business process engagement. Our
efforts may begin in response to a perceived
opportunity, a reference by an existing client, a
request for a proposal, an introduction by one
of our directors or otherwise. In addition to
our business development personnel, the sales
effort involves people from the relevant service
areas, people familiar with that prospective
client’s industry, business leaders and Six Sigma
resources. We may expend substantial time and
capital in securing new business.
As our relationship with a client grows, the time
required to win an engagement for additional
services often gradually declines. In addition,
as we become more knowledgeable about a
client’s business and processes, our ability to
identify opportunities to create value for the
client typically increases. In particular, productivity
benefits and greater business impact can often
be achieved by focusing on processes that are
’upstream‘ or ’downstream‘ from the processes
we initially handle, or by applying our analytical
and IT capabilities to re-engineer processes.
Clients often become more willing over time to
turn over more complex and critical processes to
us as we demonstrate our capabilities.
NPS
2007
70
60
50
40
30
10
0
2008 2009 2010 2011
39
47
57 55
58
68%

19
We also try to foster relationships between our senior leadership team and our clients’ senior
management. These ‘C-level‘ relationships ensure that both parties are focused on establishing
priorities, aligning objectives and driving client value from the top down. High-level executive
relationships have been particularly constructive as a means of increasing business from our existing
clients. It also provides us with a forum for addressing client concerns.
We follow a rigorous review process to evaluate all new business. This is to ensure that all new
business fits with our pricing and service objectives. This process starts with the presentation of new
business to our deal review committee which comprises members of our senior leadership team along
with operations people and members of our finance department. This committee applies a set of
well-developed criteria to review the key terms of that new business. If, as a result of the review, the
committee concludes that the new business is potentially attractive and a good use of our resources,
then our business development team is authorized to pursue the opportunity. Prior to executing any
contract in respect of new business, our deal review committee meets again to review the client
relationship and confirm that the terms of the new business continue to meet our criteria.
Integrity@Genpact
Values define character, whether that be of an individual, an
institution or a business organization. The distilled essence of
Genpact’s values is represented by Integrity@Genpact, something
that drives the way every employee in Genpact thinks and acts.
As Genpact establishes itself as a truly global organization and an
industry leader, it is important to reemphasize the organization’s
unwavering commitment to integrity and ethical business
practices. These have been the cornerstones of Genpact’s success
and helped set it apart from the rest of its competitors. The
Integrity@Genpact handbook is a document which on one hand
sheds light on the way Genpact has done business for the past
decade and on the other intends to be the guiding light in the
years to come. All employees undergo integrity training when they
join Genpact.
This Integrity@Genpact handbook has two sections. It first lays down the five “Principles” on which
Genpact intends to build its entire growth infrastructure. These have been referred to as the “Genpact
Code of Conduct”. The second section introduces the employees to the nine fundamental “Policies”
which must be adhered to by everyone throughout their professional careers at Genpact. The Policies
have a direct correlation to the Principles. The Principles are Genpact’s goals and the Policies are the
means to achieve them. The nine Policies have been divided into four groups:
Protecting Reputation
• Privacy: Genpact is committed to protecting all confidential and personal information that it
accesses, creates, receives, maintains or otherwise uses on behalf of its customers. It is the duty of
each Genpact employee to protect such confidential and personal information and other sensitive
data from inappropriate or unauthorized use or disclosure.
• Conflicts of Interest: Genpact recognizes and respects that employees may take part in legitimate
financial, business and other activities outside their jobs. However, such activities must be lawful
and free of conflict with employee responsibilities towards Genpact. Employees must not misuse
Genpact’s resources or influence, or discredit Genpact’s name and reputation in such interactions.
The effectiveness of this policy depends in large part on the cooperation of all employees in disclosing
any situation that may be contrary to the intent of the Policy and the standards of conduct that it
expresses.
• Intellectual Property: Genpact’s intellectual property is one of its most valuable assets. It is
Genpact’s policy to establish, protect, maintain and defend its rights in all intellectual property and to
use those rights in legally responsible ways. Genpact respects the valid intellectual property rights of
others.
Protecting
reputation
Commitment
to integrity
Respecting
Genpact
community
Competing
globally

20
Commitment to Integrity
• Controllership: Controllership comprises four
factors that are vital to Genpact’s unyielding
commitment to transparency that enhances
share owner’s value: integrity of records, Strict
adherence to business processes, Integrity in
communications, Preservation of documents
and records
• Improper Payments: Genpact employees
should not offer anything of value to
customers, governmental authorities or
any person or party in order to obtain any
advantage in selling goods and services,
conducting financial transactions, or
representing Genpact’s interests. Genpact must
not authorize, involve itself in, or tolerate any
business practice that does not follow this
Policy. In addition to disciplinary action, any
violation of this Policy can result in severe civil
and criminal penalties.
• Insider Trading/Dealing and Stock Tipping:
Genpact is committed to the principles of fair
and open markets for publicly traded securities
throughout the world markets where everyone
has an equal chance to succeed. This Policy
establishes standards of conduct for employees
and others who obtain Inside Information
through their work for Genpact. Insider trading,
insider dealing and stock tipping are criminal
offenses in most countries where Genpact does
business. The requirements of this Policy include
full compliance with the laws prohibiting
Insider Trading. This Policy sets forth guidelines
designed to avoid even the appearance of
Insider Trading. It is not meant to restrict the
freedom of employees to make appropriate
personal investments, or Genpact’s right to
legitimately use and disclose inside information
in the ordinary conduct of its business.
Respecting Genpact Community
• Safe Work Environment: Genpact is
committed to creating a safe work environment
keeping in mind the employees’ interests
as well as those of the community at large.
Genpact will strive to provide safe and healthy
working conditions, and encourage work
practices that respect the environment and
the communities in which it does business.
The Genpact Safe Work Environment Policy is
proactive in nature, anticipating possible risks
that might come up at the level of employees
as well as the environment.
• Fair Employment Practices: Genpact is
committed to Fair Employment Practices,
including the prohibition against all forms of
discrimination - based on age, race, community,
color, region, religion and gender. Genpact is
committed to observing all applicable labor and
employment laws wherever it operates. That
includes observing those laws that pertain to
privacy, the prohibition of forced, compulsory
and child labor, and those laws that pertain to
the elimination of any improper employment
discrimination.
Competing Globally
• Complying with Competition Laws: The
competition laws are a critical element of
the business environment in which Genpact
operates. They govern the day-today conduct
of Genpact’s businesses in setting prices
and other aspects of purchasing, selling and
marketing goods and services. Genpact is
dedicated to complying with the competition
laws in all its activities, in every country in
which it operates. Every Genpact employee is
responsible for compliance with those laws, as
well as for promptly raising concerns about any
possible violations to the legal counsel, senior
management, or Ombudsperson.
Each Policy lays down the basic policy statement;
a list of responsibilities applicable to all employees
and some additional responsibilities specifically
for the leaders; a set of linkages with the relevant
Code of Conduct and other Policies; and, ends
with some Frequently Asked Questions. No
policy is complete without a framework for its
enforcement; hence the last section is devoted to
Raising Concerns.
All the Policies are equally important and have
the same relevance for every Genpact employee
irrespective of their nature of work, their
ethnic origin or their geographical location. It
is important for every Genpact employee to
assimilate the message behind these guidelines
and ensure the strictest compliance in every
aspect of his or her professional life.
Percentage of employees receiving Integrity
Training in 2011
No. Employee
Category
Total
No. of
employees
% of
employees
receiving
training
1 Associates 35637 37.39%
2 Middle
Management
13689 21.7%
3 Senior
Management
1250 7.11%
4 Top
Management
154 12.34%
Total 50730 32.34%

21
Since the end of 2008, the United States and
global economies have been experiencing a
period of substantial economic uncertainty with
wide-ranging effects, including contraction of
overall economic activity in various parts of the
world. Our outlook is subject to significant risks
and uncertainties in this environment, including
possible declines in demand for our services,
pricing pressure, fluctuations in foreign currency
exchange rates, risks relating to the financial
condition of our clients and local legislative
changes.
Financial Performance
Our net revenues increased by $341.5 million,
or 27.1%, in 2011 compared to 2010.
Our growth in net revenues is primarily on
account of an increase in Genpact business
process management services and information
technology services for Global Clients, as well
as the acquisition of Headstrong Corporation
in May 2011. Approximately $132.2 million, or
38.7%, of the growth in our 2011 net revenues
came from client relationships that began prior
to 2011. Growth in net revenues also reflects
the strengthening of the Japanese Yen, Euro,
Australian Dollar and Pound Sterling against
the US dollar, as a portion of our revenues are
received in such currencies. Our net revenues per
employee were $34.1 thousand in 2011 up from
$31.1 thousand in 2010. Approximately 85.9%
of the increase in average revenue per employee
is the result of the acquisition of Headstrong
and reflects their higher level of revenues from
onshore work and higher value services.
Cost of revenue increased by $216.4 million, or
27.4%. The increase was primarily due to higher
personnel and operational expenses on account
of increased headcount and infrastructure cost.
This increase relates to the general growth of
our business, cost of headcount, facilities and
infrastructure acquired due to the acquisition of
Headstrong in the second quarter of 2011, and
another business comprising of facility and staff
acquired in Danville, Illinois in the second quarter
of 2010.
More than half of the increase in cost of revenues
relates to the acquisitions as mentioned above
and $42.4 million, or 19.6% of the increase
in cost of revenue was due to an increase in
personnel expenses on account of increase in
headcount. The remaining increase was due
to higher facility and infrastructure related
expenses, business related travel, communication
and other expenses, including the impact of
higher allocation of such costs to the cost of
revenue due to higher growth in the number of
operations personnel compared to the increase
in support personnel. The increase in cost of
revenue was partially offset by higher realization
on our contracted India Rupee-US Dollar hedges
in 2011 compared to 2010, and decline in
charges recoverable from clients. As a result, our
cost of revenue as a percentage of net revenues
increased marginally from 62.6% in 2010 to
62.8% in 2011.
As a result of the foregoing, though gross profit
increased by $125.1 million, or 26.6%, our gross
margin decreased marginally from 37.4% in
2010 to 37.2% in 2011.
Economic Value Added
The table below shows our net revenues in 2011
attributable to the main regions in which we have
Delivery Centers. A portion of the net revenues
we attribute to India consists of net revenues for
services performed by Delivery Centers or at client
premises outside of India by business units or
personnel normally based in India.
Year ended December 31, 2011
Region Net Revenues (USD in Mn) As a % of Net Revenues
India 1,111.2 69.4%
Asia, other than India 184.2 11.5%
Americas 165.9 10.4%
Europe 139.1 8.7%
Total 1,600.4 100%
Source: Genpact Limited Annual Report (Form 10-K) for the Fiscal Year ended 31st Dec 2011
Our Economic Performance

22
Economic Value Added (USD Mn)
2009 2010 2011
Direct Economic Value Generated (A)
Revenue (through core business segments) 1120.1 1259 1600.4
Other Income (through other sources) 4.4 5.2 10.7
Total 1124.5 1264.2 1611.1
Economic Value Distributed (B)
Operating cost 296.5 303.2 376.5
Personnel expenses (wages + benefits) 584.4 704.5 925.9
Other Expenses* 83.1 73.3 46.9
Taxes and royalties (given to various govt. wherever business
units are located)
25.5 34.2 70.7
Dividends (payments to capital providers) 0 0 0
Donations (political parties/politicians) 0 0 0
Community development/CSR investments*
Total 989.5 1115.2 1420
Economic value added (A-B) 135 149 191.1
*Other Expenses
Depreciation and amortization 57 62.9 60.3
Amortization of acquired intangible assets 26 16 20
Other operating (income) expense, net -6.1 -5.5 1.4
Foreign exchange (gains) losses, net 5.5 -1.1 -35.1
Equity method investment activity, net 0.7 1 0.3
Total 83.1 73.3 46.9
**CSR investments are allocated as part of the operating costs of business units and therefore do not form a separate line item.
Source: Genpact Limited Annual Report (Form 10-K) for the Fiscal Year ended 31st Dec 2011
Indirect Economic Impact
Through our various services, we deliver valuable
business insights to our clients helping them
save costs and improve efficiency. Our people-
intensive services provide employment to several
thousand employees thus raising their standard
of living. Caring@Genpact is our platform for
giving back to the communities in which we live
and work. Our employees form the foundation
of this platform and utilize their skills to engage
with the communities around them. They educate
children, especially girls, donate blood and stem
cells, volunteer in orphanages and homes for
the elderly, and seek to neutralize their carbon
footprint by planting trees.
Further, our profitable global operations result
in payment of the applicable corporate taxes in
multiple countries, helping fund the governments
there and thereby improving the quality of
civic services in those jurisdictions. In 2011,
the reported income tax expense (benefit) was
$70,656,000.
Financial Assistance
A portion of the profits of Genpact’s operations is
exempt from income tax in India. The tax holiday
under the STPI Scheme was available for a
period of ten consecutive years beginning in the
year in which the respective Indian undertaking
commenced operations and expired completely
as at March 31, 2011. One of Genpact’s Indian
subsidiaries has four units eligible for tax holiday
as a Special Economic Zone unit in respect of
100% of the export profits for a period of 5
years, 50% of such profits for next 5 years and
50% of the profits for further period of 5 years,
subject to the satisfaction of certain capital
investments requirements. One of these units
commenced operations in 2007, two in 2008
and one in 2009.
In addition to the tax holidays described above,
various benefits are also available to us under
certain Indian state laws. These benefits include
rebates and waivers in relation to payments for
the transfer or registration of property (including
for the purchase or lease of premises), waivers
of conversion fees for land, exemption from
state pollution control requirements, entry
tax exemptions, labor law exemptions and
commercial usage of electricity.
During 2009, one of our subsidiaries in China
obtained a ruling from the Government of China

23
Summary of Income Tax expenses and tax benefit for year ending December 31 - 2009, 2010
and 2011 in USD (‘000)
2009 2010 2011
Income before income tax expense 1,60,424 1,83,234 2,61,732
Statutory tax rates 35% 35% 35%
Computed expected income tax
expense
56,148 64,132 91,606
Increase (decrease) in income taxes resulting from:
Foreign tax rate differential 2,690 1,541 -5,902
Tax benefit from tax holiday -26,024 -30,713 -22,757
Non-deductible expenses 1,544 -701 2,721
Effect of change in tax rates -1,691 2,084 617
Change in valuation allowance -2,436 -2,305 1,248
Change in tax status -10,343 -658 —
Others 5,578 823 3,123
Reported income tax expense (benefit) 25,466 34,203 70,656
Percentage of Tax benefit to Profit
before tax (PBT)
16% 17% 9%
Our tax expense will increase as a result of the expiry of our tax holidays and our after-tax profitability
will be materially reduced, unless we can obtain comparable benefits under new legislation or
otherwise reduce our tax liability. For more details, please read our 10K report.
Key Impacts, Risks and Opportunities
certifying it to be a Technologically Advanced Service Enterprise. That subsidiary is, as a result, subject
to a lower corporate income tax rate of 15% for a 3-year period starting in 2009, extendable with
necessary approvals. We also enjoy corporate tax holidays or concessional tax rates in certain other
jurisdictions, including the Philippines, Guatemala and Morocco. These tax concessions will expire over
the next few years, increasing our overall tax rate.
Key Business Impacts
We compete in a highly competitive and rapidly
evolving global market, and have a number
of competitors offering the same or similar
services as ours. Our competitors include large
multinational service providers, companies that
are primarily business process service providers
operating from low-cost countries, companies
that are primarily information technology service
providers with some business process service
capabilities, smaller, niche service providers that
provide services in a specific geographic market,
industry or service area. In addition, a client or
potential client may choose not to outsource
its business, by setting up captive outsourcing
operations or by performing formerly outsourced
services for themselves.
Our revenues are derived primarily from Fortune
Global 500 and Fortune 1000 companies. We
believe that the principal competitive factors in
our industry include:
• Skills and capabilities of people
• Ability to add value, including through
continuous process improvement
• Reputation and client references
• Price
• Technical and industry expertise
• Scope of services
• Quality of services and solutions
• Ability to sustain long-term client relationships;
and
• Global reach and scale.
Growth Strategy
Globalization of the world’s economy remains the
most powerful economic trend for the future. It
is driven by expanding technology capabilities,
the relaxation of local laws and regulations that
previously impeded cross-border trade, more
efficient global telecommunications, demographic
factors and the recognition by business leaders
that a highly skilled global workforce can be a
competitive business advantage. These dynamics
are creating an entirely new set of competitive
challenges for companies around the world.
While the global economic downturn that began
at the end of 2008 adversely affected many
industries, including our own, we believe that the
long-term trends favoring globalization of services
will continue.

24
Acquisitions
• From time to time we may make acquisitions
or engage in other strategic transactions to fill
capability gaps and drive growth. We continue
to look for focused, well-run businesses that
add to our capabilities. In October 2011, we
acquired Empower Research, LLC, an integrated
media and business research company for cash
consideration of $17.1 million and a contingent
earn-out payment ranging from $0 to $7.7
million based on gross profit to be generated
in 2012. The acquisition expands SDS into
research, monitoring and measurement.
• In August 2011, we acquired a 72.8%
membership interest in High Performance
Partners, LLC (“HPP”) and thereby increased
our membership interest from 27.2% to 100%,
making HPP a wholly owned subsidiary. HPP’s
mortgage technology for loan origination will
complement our Mortgage BPaaS platform.
• In July 2011, we acquired Nissan Human
Information Services Co. Ltd., a Japanese
corporation (NHIS), which provides human
resource services, for cash consideration of $2
million. Subsequent to the acquisition, NHIS
was renamed Genpact Japan Services Co. Ltd.
• In May 2011, we acquired Headstrong
Corporation (Headstrong), a global provider
of comprehensive consulting and IT services
with a specialized focus on capital markets
and healthcare, for cash consideration of $550
million. This acquisition gives us expertise to
enter new fast-growing verticals.
• In March 2011, we acquired Akritiv
Technologies, Inc. (Akritiv), a provider of
cloud-based order-to-cash technology solutions
with domain expertise in providing Software
as a Service solutions for working capital
optimization, for cash consideration of $1.6
million and a contingent consideration with an
estimated fair value of $1.7 million.
Risks
Genpact has a strictly-followed risk management
system that includes regular review meetings,
periodic risk assessments and risk mitigation
plans. The following section attempts to describe
in brief the various risks faced by Genpact. For
a more detailed description of Genpact’s risks,
please refer to pages 18-32 of our 10K report.
Market Risks
• We may face difficulties as we expand our
operations into countries in which we have no
prior operating experience.
• We may engage in strategic transactions that
could create risks.
• The results of our operations could be adversely
affected by economic and political conditions
and the effects of these on our clients’
businesses and levels of business activity.
• The information technology industry is subject
to rapid technological change and we may not
be successful in addressing these changes.
• Our industry is highly competitive, and we may
not be able to compete effectively.
Contract and Pricing Risks
• GE accounts for a significant portion of our
revenues and any loss of business from, or
change in our relationship with GE could have
a material adverse effect on our business,
results of operations and financial condition.
• We often face a long selling cycle to secure a
new contract, as well as long implementation
periods that require significant resource
commitments, which result in a long lead
time before we receive revenues from new
relationships.
• Our profitability will suffer if we are not able to
price appropriately, maintain asset utilization
levels and control our costs.
• Our long selling cycle and implementation
period make it difficult for us to prepare
accurate internal financial forecasts and
respond in a timely manner to offset
fluctuations in our operating results.
• We enter into long-term contracts and fixed
price contracts with our clients. Our failure to
price these contracts correctly may negatively
affect our profitability.
Geopolitical Risks
• We derive a significant portion of our revenues
from clients in the United States. If events or
conditions occur which adversely affect our
ability to do business in the United States, our
business, results of operations and financial
condition may be materially and adversely
affected.
• Future legislation in the United States and
other jurisdictions could significantly affect
the ability or willingness of our clients and
prospective clients to utilize our services.
• A substantial portion of our assets and
operations are located in India and we are
subject to regulatory, economic, social and
political uncertainties in India.
Currency Risks
• Currency exchange rate fluctuations in various
currencies in which we do business, especially
the Indian Rupee and the US Dollar, could
have a material adverse effect on our business,
results of operations and financial condition.

25
Taxation Risks
• Tax matters, new legislation and actions by
taxing authorities may have an adverse effect
on our operations, effective tax rate and
financial condition.
• Over the past few years, we have lost certain
tax benefits provided to companies in our
industry and it is not clear whether new tax
policies will provide equivalent benefits and
incentives.
• If the transfer pricing arrangements we have
among our subsidiaries are determined to be
inappropriate, our tax liability may increase.
• We may become subject to taxation as a result
of our incorporation in Bermuda or place of
management, which would have a material
adverse effect on our business, results of
operations and financial condition.
Legal and Regulatory Risks
• Restrictions on entry visas may affect our ability
to compete for and provide services to clients,
which could have a material adverse effect on
our business and financial results.
• We could be liable to our clients for
damages and subject to criminal liability,
and our reputation could be damaged if our
information systems are breached or client data
is compromised.
• Any failures to adhere to the regulations that
govern our business could result in our being
unable to effectively perform our services.
Failure to adhere to regulations that govern our
clients’ businesses could result in breaches of
contract under our MSAs.
• Some of our contracts contain provisions
which, if triggered, could result in lower future
revenues and have a material adverse effect on
our business, results of operation and financial
condition.
• Our business could be materially and adversely
affected if we do not protect our intellectual
property or if our services are found to infringe
on the intellectual property of others.
• If more stringent labor laws become applicable
to us or if our employees unionize, our
profitability may be adversely affected.
Business Continuity Risks
• We may be subject to claims for substantial
damages by our clients arising out of
disruptions to their businesses or inadequate
service, and our insurance coverage may be
inadequate.
People Risks
• We may fail to attract and retain enough
qualified employees to support our operations.
• Wage increase in countries in which we have
operations may prevent us from sustaining our
competitive advantage and may reduce our
profit margin.
• Our senior leadership team is critical to
our continued success and the loss of such
personnel could harm our business.
Security Risks
• Terrorist attacks and other acts of violence
involving any of the countries in which we or
our clients have operations could adversely
affect our operations and client confidence.
• Providing adequate security for female
employees in company-provided transportation.
Shareholding Risks
• Our principal shareholders exercise significant
influence over us, and their interests in our
business may be different from common
shareholders.
• We may not be able to realize the entire book
value of goodwill and other intangible assets
from acquisitions.
• Future sales of our common shares could cause
our share price to decline.
• We do not intend to pay dividends in the
foreseeable future.
• We are organized under the laws of Bermuda,
and Bermuda law differs from the laws in
effect in the United States and may afford less
protection to shareholders.
• The market price for our common shares has
been and may continue to be volatile.
Climate Change Risks
• Our Delivery Centers are at risk of damage from
natural disasters and other disruptions.
Environment and Resource Efficiency Risks
• We may face fines /penalties if we do not
adhere to regulations stipulated by the Pollution
Control Board.
• If we do not reduce our energy and water
consumption, we might not be able to keep
our operating costs low

26
Awards and Recognition
Genpact was awarded with the following prestigious awards:
Year Received from Award Title/Description
2008 IQPC (International Quality and
Production Council)
Best BPO Provider, Europe
2008 International Forum of China Outsourcing
Development and Cooperation
Best Business Model (China)
2009 International ICT Awards, Philippines Fastest Growing BPO of the Year
2009 The Black Book of Outsourcing #2 in FA
2009 Dun & Bradstreet (D&B) CTO Award Genpact “Best CTO” SV Ramana in ITES/
BPO Category
2010 American Society for Training and
Development (ASTD)
BEST Award for Hiring and Training
2010 Brandon Hall 2010 Excellence in Learning
Awards
2 Golds (Best Integration of Learning
and Talent Management, Best Use of
Performance Support) and one bronze
(Best Use of Blended Learning)
2011 NASSCOM Diversity and Inclusion
2011 NASSCOM Process Innovation Award for SEPSM
2011 Everest Group “Star Performer”
2011 IAOP (International Association of
Outsourcing Professionals)
Global Top 20 Outsourcing Provider
2011 Outsourcing Centre Service Provider Excellence Award for
“Most Consistent Business impact”
2011 Supply & Demand Chain Executive
magazine
100 Great Supply Chain Projects
2011 SSON (Shared Services Outsourcing
Network) Excellence Awards
Genpact-Pfizer - Excellence in People &
Communications, Asia
2011 Global Sourcing Council (GSC) Sustainable and Socially Responsible
Sourcing Award 2011 to showcase
the brilliant examples of Employee
Engagement in making a difference
to people, communities, and the
environment
2005 – 2010 NASSCOM Ranking of Top 20 BPO Companies
(2005-2010);
2005 – 2010 Dataquest Top 20 List of Indian BPO Providers
2007 – 2009 The Black Book of Outsourcing #1 BPO Firm and #1 Procurement
Outsourcer
2008 & 2009 The Black Book of Outsourcing Top 10 Outsourcing Provider
2010 & 2011 GiveIndia, one of India’s top fund raising
intermediaries
#1 Corporate in India-wide Corporate
Challenge in the Corporate India Giving
Challenge, whereby Genpact employees
raised $199,000 USD for the less
privileged
2010 – 2011 Global Services 100: neo-IT Global
Services 100 Survey
Best Performing BPO, FAO, HRO,
Procurement outsourcing and Industry
Specific BPO Provider;
2010 & 2012 Frost and Sullivan Business Process Outsourcing Service
Provider of the Year, Asia Pacific
SAP Certified Global AMS Provider Selected and certified as Partner and
Provider of Application Management
Services

27
Corporate Governance and Human Rights
“At Genpact, we believe that integrity, compliance and controllership are non-negotiable.
This culture is driven relentlessly across the organization, and is reinforced repeatedly with our
employees. We adhere to the highest levels of ethical business practices as articulated by our
Code of Conduct.”
Commitment Statement by the President & CEO

28
Governance
Strong corporate governance that oversees
business strategies and ensures fiscal
accountability, ethical corporate behavior
and fairness to all stakeholders creates all the
conditions necessary to foster sustainability. We
believe that good corporate governance is critical
to our success. We adhere to the highest levels
of ethical business practices, as embodied by
our code of Conduct, which provides guidelines
for ethical conduct by our directors, officers
and employees. We have a robust governance
framework with regular reviews. Our auditing
ensures that our business principles and standards
are upheld across Genpact.
Genpact believes in being proactive rather than
reactive and we have extensive risk management
systems in place. Our governance framework is
designed to ensure that we have a process to
identify, measure, and manage risks responsibly.
We conduct risk assessments annually at the
level of the entity, business segment and business
process, leading to effective statutory, policy and
process compliances. The Board of Directors is
responsible for monitoring risk levels, while the
management team oversees the implementation
of mitigation initiatives. By conducting
environmental and social initiatives that prevent
harm from happening in the environment, we
try to limit any negative effect our operations
have on our people and the planet. We are
signatories to the UNGC. Apart from these we are
also associated with The Energy and Resources
Institute (TERI) through the National Association
of Software and Services Companies (NASSCOM)
on their initiative on special interest group of
Information Communication and Technology
(ICT).
Governance Structure
Genpact has 10 directors on its Board, of which 9
are independent. The Board periodically reviews
compliance reports of all laws applicable to the
Company. Steps are taken by the Company to
rectify instances of non-compliance, if any.
The primary role of the Board is to exercise its
business judgment to promote the long-term
interests of the Company’s shareholders. The
Board provides strategic direction to the Company
and oversight of management in the performance
of the Company’s business activities. The Board’s
responsibilities include:
• Review, approval and monitoring of the
Company’s significant financial and business
strategies as developed by management;
• Review and approval of material transactions
and corporate activities not entered into in the
ordinary course of business;
• Assessment of material risks facing the
Company and review of management’s plans
for mitigating such risks;
• Evaluation of performance and compensation
of the CEO and oversight of CEO succession
planning;
• Oversight of the evaluation of performance
and compensation of executive management;
and
• Oversight of the Company’s policies and
practices for ensuring the Company’s
compliance with applicable Legal Requirements
and the integrity of the Company’s financial
reporting, internal controls, and public
disclosure.
The Board follows a list of Corporate Governance
guidelines. These guidelines can be read at
http://media.corporate-ir.net/media_files/
irol/20/209334/Corporate%20Governance%20
Guidelines.pdf
Conflict of Interest
Directors are expected to act ethically at all times
and to adhere to the Company’s Integrity at
Genpact Guide to Our Policies (“Code of Ethical
Business Conduct”) when they are representing
or acting on behalf of the Company. If a director
develops an actual or potential conflict of interest
with the Company, the director must report the
conflict immediately to the Chairman of the
Board’s Audit Committee and the Company’s
General Counsel. Subject to the Company’s
bye-laws, all directors must recuse themselves
from any decision affecting their personal,
business or professional interests. If a significant
conflict exists and cannot be resolved between
such director and the Board, resignation may be
appropriate.
Governance Committees
The Board has established an Audit Committee, a
Compensation Committee and a Nominating and
Governance Committee. The Board may, from
time to time, establish or maintain additional
committees as necessary or appropriate. The
Board has adopted charters for each committee
setting forth the purpose and responsibilities of
the committee. Each committee will report to
the Board on its meetings and activities at the
next regularly scheduled meeting of the Board or
as appropriate. Each of the Audit Committee, the
Compensation Committee and the Nominating
and Governance Committee are comprised
solely of directors who meet the applicable
independence requirements of the NYSE and any
applicable Legal Requirements.

29
Ethics
Code of Ethical Business conduct
Genpact is united on a foundation of unyielding integrity. Our customers rely on our integrity when
they entrust their business to us. Genpact expects that each and every employee needs to exemplify this
essential value every day in everything we do in order to maintain this trust. Genpact communicates our
expectations through our Code of Conduct, Integrity@Genpact, through regular training on the policies
it outlines, and via communications from every level of leadership that business results are never more
important than ethical conduct, compliance with law and compliance with Genpact policies. In order
to illustrate the importance Genpact places on compliance, Genpact shares with employee’s instances
where employees or vendors have fallen short of these values, as well as the actions Genpact is taking
to ensure that Genpact’s foundation of integrity remains strong.
Our code of conduct can be found at:
http://media.corporate-ir.net/media_files/irol/20/209334/Code%20of%20Ethical%20Business%20Conduct.pdf
Grievance Redressal
Genpact believes that all its employees have a
duty to act ethically, and to conduct business in
accordance with applicable law and Genpact’s
Values, which are based on our foundation of
unyielding integrity. Genpact asks its employees
to be vigilant for circumstances that may
indicate illegal or unethical behavior, and to act
appropriately and timely to prevent improper
conduct. If an employee observes conduct that
may violate Genpact’s policies, including improper
payments, they have an obligation to report
it. Genpact offers multiple avenues for such
reporting – it can be to an employee’s immediate
supervisor, a higher level of management, a
local compliance person, a member of the Legal
Department or a local or global ombudsperson.
In addition, there is an ‘Ombuds box’ at most of
Genpact’s larger locations where employees can
place a concern, either signed or anonymously.
Concerns can also be raised via email to
ombudsperson@genpact.com anonymously or
signed. While policy violations can be reported
through the Ombudsman process, employees
also reach out to their respective human
resources personnel for human resources-related
grievances.
No Retaliation Policy
It is Genpact’s belief that employees who
come forward and raise integrity concerns play
an important role in maintaining our ethical
workplace and protect the entire Genpact
community: our company, our colleagues and
our stakeholders. Genpact absolutely prohibits
retaliation against anyone for raising an
integrity concern in good faith or assisting in an
investigation of an integrity question. Retaliation
is grounds for discipline, up to and including
dismissal.
Obey Laws and
Regulations
No Community,
Gender or Race
Discrimination
Avoid even the
appearance of
impropriety
Safeguard Genpact
Assets
Respect Customer
Confidentiality

30
Redressal Process
All the grievances go to the Policy Compliance Review Board (PCRB). Each Genpact region has a
PCRB, which decides the appropriate action to take in response to integrity concerns that are raised
where no established response exists or where the regional Compliance Leader wishes the PCRB to be
aware of the matter. There is also a global PCRB comprised of the CEO, CFO, Human Resources head,
and General Counsel. The grievances are largely reviewed and resolved via mail. Reports detailing
violations of Genpact integrity policies are prepared quarterly, and submitted to the Audit Committee
of the Genpact Board of Directors. Any employee who has a question relating to a Genpact policy, is
concerned that a policy is being violated or feels that he or she might be a victim of a policy violation
such as harassment or unfair employment practices is encouraged to raise that concern, with assurance
of confidentiality / anonymity, if desired, to the maximum extent possible. If such instances are to be
reported or cited at any forum, then care is taken to protect the privacy of the individuals concerned -
especially of the victim, so that employees are not discouraged from bringing up these issues.
Integrity and Ombuds data
In 2011, the ombudsman process generated 281
complaints against 328 complaints in 2010. Most
of the decrease of 49 was due to Mexico, which
had 40 fewer HR complaints run through the
Ombuds system in 2011. The types of complaints
included; Conflicts of Interest, Controllership,
Data Manipulation, Fair Employment, IT Security,
Safe Work Environment, Sexual Harassment,
Human Resources, and other miscellaneous
complaints. We do not maintain statistics on how
many of these complaints were well founded or
not.
Compliance
Genpact performs an annual Compliance Risk
assessment for all its entities and businesses
across regions. There are three elements to the
risk assessment; the first is the self assessment
done by the businesses and key functional
areas on the risks and controls deployed in
their areas. The second is to run a compliance
questionnaire on about 10% of the total
employee population across Genpact to gauge
their understanding of policies, view of violations
and related areas as well as to test employee
perceptions of the effectiveness of the Ombuds
process. The third element is the assessment of
the external regulatory environment that could
impact Genpact’s business. An assessment on
these elements is performed, post which a risk
assessment with high risk areas and their control
environment is rated. This is reported to the
President/ CEO of the Company along with the
key business and function owners.
We are subject to regulation in many jurisdictions
around the world as a result of the complexity
of our operations and services, including at
the federal, state and local level, particularly in
the countries where we have operations and
where we deliver services. We are also subject
to regulation by regional bodies such as the
European Union. In addition, the terms of our
service contracts typically require that we comply
with applicable laws and regulations. In some
contracts, we are required to comply even if such
laws and regulations apply to our clients, but
not to us. In other service contracts our clients
undertake the responsibility to inform us about
laws and regulations that may apply to us in
jurisdictions in which they are located.
We are subject to laws in the United States, the
United Kingdom and the EU that are intended
to limit the impact of outsourcing on employees
in those countries. We are also subject to laws
and regulations on direct marketing, such as
the Telemarketing Consumer Fraud and Abuse
Prevention Act and the Telemarketing Sales Rule,
the Telephone Consumer Protection Act and rules
promulgated by the Federal Communications
Commission, and the CAN-SPAM Act. No
violations to these laws have been reported.
During the course of the last three years,
Genpact has not paid any material fines for
non-compliance.
For additional details on the laws that we need
to adhere to, please read our 10K report.
Assign
Review Team
• Legal
• Audit
• Management
• HR
Conduct
Investigations
• Scope review
• Determine facts
• Assess ﬁndings
Determine
actions
• Discipline
• Corrective action
• Routine
& controls
Improve
processes
• Trainings
• Communication
Systems
Provide
feedback
• Close-outwith
reporting
employee

31
Case Study: Alert Tool
The Alert tool is a platform available to all Genpact employees to communicate
potential business risks directly to leadership. Any employee can raise an issue
related to any part of the business by describing the nature of the issue and
area it belongs to. Solutions can also be suggested. Once an alert is raised by
an employee, an email describing the issue is sent to the relevant stakeholders
based on the functional area it belongs to. Stakeholders are expected to respond
within 48 hours. The Alert system helps proactively identify issues before any real
damage is done and to ensure that the right resources across the organization
are mobilized to resolve the issue.
Two types of Alerts are usually raised. A Post Facto Alert can be raised for issues
that have already occurred and are impacting the customer or the business.
These issues may require urgent intervention from the leadership or could be
raised to just keep them in loop, with a solution already being worked upon.
The second type is a Proactive Alert, which deals with issues that may potentially
impact our performance or relationships in the near future.
Employees across the organization have raised ‘Alerts’ to help identify potential
risks to our operations. Be it inaccurate data reporting, delay in processing
invoices or failure to meet deadlines – we have escalated these issues in a timely
manner to ensure proactive resolution. The Alert platform also serves as a conduit
to raise issues likely to impact our customers. Employees can escalate issues
that may potentially jeopardize customer relationships, or that prevent them
from meeting customer expectations. These ‘Alerts’ don’t necessarily pertain to
customers but also to employees.
Compliance Communication
Genpact maintains a compliance communications
calendar, and following this calendar, every
month sends out communications reminding its
employees of different policies. For example, every
September is ‘Data Privacy Month’ at Genpact.
During this month, many activities are organized
to illustrate the importance of protecting the
confidentiality of Genpact, client and employee
information. This past year, employees enjoyed
various games and puzzles intended to encourage
data privacy, in addition to the more conventional
methods of conveying our expectations.
In autumn, Genpact sends out a series of
communications illustrating different aspects
of its Fair Employment Practices, including its
policies encouraging diversity and prohibiting
discrimination and sexual harassment. Genpact
sends out communications on its anti-corruption
policies at least twice a year. In the spring,
Genpact sends out communications describing
its anti-corruption policies in general, with
examples targeting those areas that we deem of
the greatest risk. Genpact also sends a holiday
reminder on Genpact’s policy that entertainment
and business courtesies be used only to enhance
relationships, and prohibiting improper payments.
The holiday reminder is sent at different times at
different locations, to coincide with local holiday
periods. Lastly, Genpact sends out multiple
reminders during the year on its Ombudsman
process which enables employees to raise
concerns outside their normal reporting channels,
including the option to raise such concerns
anonymously.
Corruption
Genpact is among the first few to become
a member of Partnering against Corruption
Initiative. Genpact conducts focused training
on our policies relating to corruption to key risk
groups, such as our business development teams
and those handling government contracts. The
company entertainment and travel policies have
a clear approval matrix to ensure adherence

32
and are audited on a sample basis to ensure
compliance against all forms of corruption,
including extortion and bribery. Our internal
procedures help prevent corruption.
Every employee at the time of joining is required
to go through integrity training in Genpact as
part of their induction program. They are trained
on the following:
On joining the company, all employees need
to acknowledge receipt and understanding of
Integrity@Genpact. Compliance is managed
globally and anyone can report any corruption
incident through email, dropbox or phone and
the same is reported to the compliance leader.
If it is an employee-related incident, he/she
will be terminated without severance pay. If it’s
an act committed by a supplier, it’s a cause of
termination of the contract. Most problems are
related to bribing local authorities - to counter
this we have a standard clause which is inserted
in vendor contracts, prohibiting the payment or
receipt of bribes.
Improper Payments
Genpact’s “Improper Payments” policy prohibits
its employees from offering anything of value
to customers, governmental authorities or any
person or party in order to obtain any advantage
in selling goods and services, conducting
financial transactions, or representing Genpact’s
interests. Genpact does not authorize, involve
itself in, or tolerate any business practice that
does not follow this Policy. Any violation of this
Policy would result in disciplinary action, up to
and including termination, and may also result
in severe civil and criminal penalties. Genpact
instructs its employees to never give, offer, or
authorize the offer of, directly or indirectly,
anything of value (such as money, goods or a
service) to a customer or government official to
obtain any improper advantage. Genpact also
prohibits its employees from receiving improper
payments. In the past year, one vendor did
include an improper gift (an expensive scarf)
together with its bid for a project. The employee
brought the gift to her supervisor to discuss next
steps. The gift and the bid were returned to the
vendor.
Genpact does permit its employees to provide
customers with ordinary and reasonable
entertainment and gifts for the purpose of
furthering business relationships, but only if such
entertainment or gifts are permitted by:
• ►Applicable law of the country concerned
• ►The customer’s own policies and procedures
• ►The particular Genpact business component’s
procedures
This Policy does not prohibit lawful
reimbursement for reasonable and bona fide
expenditures for travel and living expenses
incurred by customers and directly related to
the promotion of products or services, or to
the execution of a contract. However, Genpact
employees are instructed to consult their
business legal counsel before making these
kinds of payments as the applicable laws in
some jurisdictions may prohibit them. Genpact
instructs its employees never to provide gifts
or entertainment to government officials and
employees without prior consultation with
counsel, as these are highly regulated by law.
Contributions to Political Parties
Genpact advises employees to obey the laws and
regulations of all applicable jurisdictions with
respect to political contributions and to never
give or offer, directly or indirectly, a payment
or anything of value (such as money, goods or
services) to any political party, party official, or
any candidate for political office of any country
to influence or reward any governmental act or
decision, or to obtain any improper advantage.
No donations have been made to political parties
during the reporting period.
Public Policy and Lobbying
Genpact does not lobby directly. Instead, we join
organizations and industry forums whose values
we support such as NASSCOM, CII, and others
and participate through them. We also provide
speakers for events, on request. For example,
our leaders are solicited to speak on topics of
Business Ethics, Whistleblower Programs, etc.
The issues we lobby on are closely linked to
our operational priorities. We have lobbied on
commercially viable options for green energy,
better work codes for unstructured worker
groups like security guards, drivers etc.
Obeying and
complying
with
company
policies
Behaving
and
Encouraging
ethical
behavior
Providing safe work
environment to the
employees

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