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

33
Human Rights
No sustainability strategy is complete, without
taking human rights into consideration across
all aspects of their operations. One of Genpact’s
core values is that we grow when our people
grow, and that such growth is ensured through
strong Fair Employment Practices. Genpact works
hard to provide its employees with a workplace
free of harassment, and requires that all decisions
relating to employment be made on the basis of
merit, which protects the rights of minorities and
all protected classes of people. In the event that
an employee believes that any of these policies
have been violated, the employee has recourse
to Genpact’s Human Resources Group and the
members of its Legal Group as well as network
of independent ombudspersons who report,
through Genpact’s Global Compliance Leader,
to our Audit Committee. Employees may report
concerns anonymously through an email hotline
or through our Ombuds boxes.
Fair Employment
Genpact is committed to Fair Employment
Practices. An essential cornerstone of these
practices is the requirement that all employment
decisions be made on merit. 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. Irrespective of the country, we
observe the following globally:
• Genpact does not tolerate Nepotism or adverse
bias
• Merit, qualifications (for example, education,
experience, or skill sets) and other job-related
criteria are the sole basis for all employment
related decisions affecting employees and
applicants
• No allowances are given to any discriminatory
practices regardless of what cultural practices
may persist in the wider society
• Genpact’s goal is to maintain a congenial and
productive working environment conducive for
all
Child Labor and Forced Labor
As a part of Fair Employment Policy, Genpact
strictly prohibits employment of all forms of
forced, compulsory and child labor either directly
or through contractors. Genpact endeavours to
ensure that age criteria as per law are met not
only by the company, but also by the contractors
we hire.
Every employee as a mandatory company policy
has to undergo background check to ensure date
of birth proof is verified. For vendor employees,
date of birth proof is taken and audited in areas
of high risk. Vendors are regularly audited and
vendor employees are spoken to obtain assurance
that conditions of policy to mitigate all forms of
compulsory and forced labor including child labor
are banned in the organization. Genpact has zero
tolerance of violations of its basic integrity policy
which outlines all forms of compliance towards
human rights, corruption compulsory and
forced labour including child labor. None of our
operations are adjacent to indigenous people and
as such, no rights have been violated.
Freedom of Association
Genpact recognizes that employees have freedom
of association, and follows the employment laws
of all countries in which it does business. We
do not prevent any employee from exercising
the right to freedom of association or collective
bargaining. In many countries, local law
guarantees collective bargaining. In most of
the countries however Genpact is not a union
based environment. We adhere to all necessary
regulations in the regions in which we operate.
In Brazil and the Czech Republic, 100% of our
employees are trade union association members.
In Romania we have employee representatives
instead of a trade union and 100% of our
employees are covered under it.
With respect to providing a minimum notice
period regarding specific operating changes,
we act in accordance to the law. Functional and
business leaders are involved in major operational
changes with employee implications and the
same is communicated to the employees through
various channels, like emails and townhalls, etc.
Investment Screening
Before we take a decision to acquire a company
or a stake in it, we conduct a thorough due
diligence process. This includes checking for
statutory compliances, employee welfare benefits,
human resource compensation and benefits,
leave policy, bonus policy, policy related to salary
increases, etc. Since the companies we are
interested in acquiring fall under the services
sector, the chances of either child labor or forced
labor being employed is slight. We therefore have
no explicit human rights screening or mandatory
human rights clause in significant contracts
agreements and investments. That being said our

34
integrity policy explicitly forbids the employment
of child or forced labor.
Discrimination and Harassment
Genpact’s Fair Employment Practices require that
all employment related decisions be based on
merit. Genpact prohibits basing any employment
decisions on race, color, religion, sex, caste,
sexual orientation, national or regional origin,
or any other characteristic protected by law. For
example, it would violate Genpact policy to deny
someone a promotion because of age, or to
avoid sharing important work-related information
with a co-worker because of religion. Genpact’s
Policy is to use merit, qualifications and other
job-related and HR sanctioned criteria as the sole
basis for all employment-related decisions.
Where harassment occurs as a result of an
act or omission by any third party or outsider,
Genpact will take all steps that are reasonable
and appropriate to prevent the harassment from
continuing.
Employee Personal Information
Genpact respects employee privacy with respect
to personal information or communication
stored on official systems, with the proviso that
Genpact may access such any files/information
for business reasons, for example in the course
of performing maintenance, when investigating
a problem or concern or in response to a legal
request for such information. In addition,
Genpact gives its employees notice that it (may
Vendor management
All our vendors go through a Vendor Prequalification Process (VPP). We have integrated our
Environment, Health, and Safety (EHS) policy with this extensively. All new vendors undergo an
extensive EHS audit which also checks compliance with labor laws prohibiting Child and Forced
Labor. Our legal team checks compliance with statutory requirements. Screening processes like police
verification, background checks, etc are also conducted. This forms the basic level of pre-qualification
especially if they have labor issues.
Any vendor who is required to work at Genpact’s locations needs to follow Genpact’s EHS policies.
These can include factors like the list of pesticides allowed, or our chemical management policy. We
expect 100% compliance to all applicable EHS guidelines and regulatory requirements. If a serious
violation of our integrity rules including EHS rules and regulations occurs, the vendor (or an employee
of the vendor) will be suspended or dismissed.
Apart from the VPP, we also have separate evaluation criteria based on vendor type. For example, a
food vendor, who potentially will impact our employees’ health, will undergo a due diligence based on
a health checklist and will be given a rating by the sourcing team. A vendor for supplying chairs will
undergo a separate evaluation process based on ergonomics performance.
We have also initiated processes for Green Sourcing. Many of our energy saving and resource
conservation initiatives are implemented by the sourcing team which procures the required devices.
The team currently focuses on environmentally friendly workstations, renewable energy like solar
power, etc. When choosing a particular item or product, if all the assessment specifications are
equal, preference is given to the product that is greener. To bolster our existing processes, we are
monitor, investigate, copy and inspect files/
information (personal or otherwise) as required
to protect its business interest, such as to protect
intellectual property, for avoidance of business
risk, to safeguard trade secrets including client
information, security issues, investigation or
prevention of crime and ensuring integrity
of information systems and compliance with
Genpact Policies. Further, information found on
Genpact computer systems will be disclosed to
third parties if required by law.
Human Rights Training
We do not have a separate human rights related
training program for our employees. However
all our employees are required to undergo an
Integrity training when they join Genpact. They
are trained on complying with our policies
including fair employment policies around
harassment.
Our Security Personnel are given clear guidelines
by the site level operating leader on how to
manage any disputes like theft or similar incident.
These guidelines include how they should
behave, who to contact to report the incident,
etc. This helps us prevent any violation of human
rights. While these operating procedures are
managed on a day-to-day basis, we currently do
not provide any specific human rights training to
our security personnel.
Supply Chain Sustainability and

35
The principal points of the policy are:
Suppliers can raise concerns to the Vice-President of Sourcing and Compliance.
currently undertaking a project to green our supply chain. Further details will be discussed in our next
sustainability report.
Supplier Integrity Policy
Genpact’s Supplier Integrity Policy for Suppliers is a document which sheds light on the way we would
expect our suppliers to follow in their conduct while working on Genpact contracts/assignments.
This Policy is applicable to all third parties acting for or on our behalf such as consultants, agents,
contractors, etc.
Obey Laws and Regulations
Suppliers shall follow all applicable laws of the land and also rules and regulations defined by
Genpact from time to time to ensure complete compliance to the law to ensure fair business
practices.
Respect Confidentiality
Suppliers shall protect all confidential and personal information that it accesses, creates, receives,
maintains or otherwise uses on behalf of Genpact or its employees. It is the duty of each supplier
to protect such confidential and personal information and other sensitive data from inappropriate
or unauthorized use or disclosure.
Safeguard Genpact Assets
Supplier shall not disclose proprietary information and not misuse company resources
Avoid even the appearance of Impropriety
Supplier has a responsibility to sensitize its employees regarding all situations that can create a
potential conflict of interest
No Community, Gender or Race Discrimination
Supplier shall commit to Fair Employment Practices, including the prohibition against all forms of
discrimination - based on age, race, community, color, region, religion and gender and observe all
applicable labor and employment laws.

36
People Practices
“We would like to be a company where people can build their dream career”
- Amit Aggrawal, Head of Training

37
Being a Global Employer of Choice
Our people are critical to the success of our business. Our Chief Executive Officer and other members of
our senior leadership team had been involved in our business since its commencement under GE. As of
December 31, 2011, we have 50730 employees worldwide. Since we primarily deal with outsourcing,
having a well qualified employee base is essential to our competitiveness. The war for talent is heating
up. At the same time, we are also recruiting heavily. For each job opportunity we advertise, we get
several applications. However, not all the applicants are employable. There is therefore a mismatch of
demand and supply primarily driven by skills-related inadequacy. Compounding the issue is that in some
locations for some levels, the education system does not produce people who are readily employable.
These resources then need additional training to bring them up to speed. We are now trying to bridge
this skills gap, both by up skilling our employees, thereby creating a pipeline of talent within the
company, as well as collaborating with universities, private players, and government bodies to create
education programs which do a better job at developing skills.
Genpact is an equal opportunity employer promoting diversity across geographies. Genpact is
focused on HR best practices which are an industry benchmark. Standardization of HR policies has
been the focus area and the policies are uniform across locations to the extent possible. Performance
Management, growth in terms of learning, role enhancement, up skilling through elaborate trainings
modules and platforms such as Education@work are the cornerstones on which the people practice
edifice is built.
Our people focus areas:
Being a recruiter of choice
The ability to attract enough talented people to join Genpact. Mitigated
through collaborations with third parties and innovative recruitment programs
like shop fronts.
Being an employer of choice
Providing adequate training so that our employees can meet the demands of
their job while also being able to grow career-wise in Genpact
Sustainability and our People
Strategy
Our sustainability strategy for people focuses
on Employability and Diversity. Through our
collaborative programs we ensure a steady
stream of recruitable people. Once in Genpact,
our wide bouquet of training programs help
upskill, engage, and retain our people. Our focus
on diversity and fair employment helps us recruit
and retain a diverse bunch of people spanning
many nationalities, physical capabilities, and of
course, gender.
YES and Caring@Genpact, both act as employee
engagement initiatives, helping our employees
work for a higher purpose. Our GOLD program
serves as a platform for developing crucial
leadership skills. Having a strong leadership
pipeline is also essential as we grow at a fast
pace. Through a set of leadership development
programs aimed at several levels as well as a
robust succession planning process, we make
sure that most of our leadership needs are met
in house. Our training and people development
practices help our recruits fit into Genpact and
thrive. Our compensation strategy is to be at
the Market Medium and invest significantly on
continued learning and development. At 27.8%,
our attrition rates are low compared to industry
standards, largely driven by our strong training
and engagement initiatives.
Workforce Data
Within Genpact, employees are categorized by
Bands. Band 5 employees are Entry Level and
Associates. Band 4 includes all managers. Band
3 and Band 2 are our Assistant Vice Presidents
(AVP) and Vice Presidents (VPs) respectively. Finally
Band 1 comprises of our Senior Vice Presidents
(SVP), and CXOs. To make our data tables easily
comprehendible, we have categorized our
internal bands into the following categories:

38
Category
Name
Genpact
Band
Employee
Titles
Associates Band 5 Associate,
Entry Level
Middle
Management
Band 4 Managers
Senior
Management
Band 3 and 2 VP, AVP
Top
Management
Band 1 SVP, CXO
Region Countries Included
India India
Asia, other than
India
China, Philippines,
Japan
Americas USA, Mexico,
Guatemala, Brazil
EMEA (Europe,
Middle East, and
Africa)
Netherlands, Czech
Republic, Poland,
Hungary, Spain,
Romania, UK, UAE,
Morocco, South Africa
Senior Management Top Management
Middle ManagementAssociates
2009
2010
2011
26928
30661
35637
10339
112
137
154
1239
1173
1250
11862
13689
100000 20000 30000 40000 50000 60000
Number of employees per category
35000
30000
25000
20000
15000
10000
5000
0
Male Female
2009
23474
15144
27125
16708
31822
18908
2010 2011
Gender distribution of employees
>5030-50<30
2009
2010
2011
27242
29904
34465
11028 348
602
648
13327
15617
100000 20000 30000 40000 50000 60000
Employees by Age Group
Americas EMEAAsia, other IndiaIndia
No. of Employees by Region
2321
2459
2757
2009
2010
2011
100000 20000 30000 40000 50000 60000
All the employee data given above is for our full
time employees. We do however, hire subject
matter experts as consultants from time to time.
Their details have not been captured in the above
data. Such consultants number less than 1000
and therefore are not material to our data.
Recruitment
To overcome the war for talent, we have
developed a number of innovative methods
to recruit sufficiently skilled employees. In
particular, we seek to widen the available talent
pool by recruiting aggressively in places where
there is less competition. We have also started
collaborative ventures with third parties. Social
media is being tapped into and directs sourcing
is at the forefront of efforts to attract talent.
We also hire people who do not have prior
experience or training and use our extensive
training capability to equip them with the skills
they need to be effective. Some measures we use
include the following:
• In 2008, we formed a joint venture with NIIT
to create a training organization designed
to address the increasing demand for skilled
workers in the business process & technology
services industry. During 2011, more than
23,000 employees received training from the
joint venture.
• We have opened Delivery Centers in cities
that are considered less developed. There is
often less competition for available talent in
less developed cities although we have found
the pool of well trained applicants to be
comparable to other metropolitan cities.
• We work with universities in our Indian
geographic locations to build an appropriate
curriculum to enable graduates in those cities
to have the skills they need to be effective
employees
• We have 6 storefront premises in India that we
use for recruiting. In 2011, approximately 4%
of our new hires were recruited through these
storefront locations.
• We also actively encourage our existing
employees to refer new candidates to us, and

39
we provide existing employees with monetary bonuses when such referrals result in new hires. In
2011, approximately 32% of our new hires in India were referrals.
• In late 2011, we launched our Sales Development Program to develop and train high-potential sales
executives who have business degrees from ranked universities and prior work experience. This is an
18-month program whereby the sales hires are mentored by senior executives, participate in extensive
training and then work on assigned deals before graduating as a sales executive. This helps to build
Genpact’s front-end talent engine.
Employee recruitment data
Total Number of New Employee Hires by Category
Categorization 2009 2010 2011
Male Female Total Male Female Total Male Female Total
Associates 5842 3608 9450 9508 5897 15405 11514 6507 18021
Middle
Management
1326 463 1789 2279 825 3104 2315 863 3178
Senior
Management
128 48 176 132 45 177 136 35 171
Top Management 11 1 12 13 1 14 7 1 8
Total 7307 4120 11427 11932 6768 18700 13972 7406 21378
Total Number of New Employee Hires by Region
2009 2010 2011
India 5927 2119 8046 10012 3506 13518 11604 3999 15603
Asia (exc. India) 577 993 1570 930 1528 2458 1070 2000 3070
Americas 650 538 1188 758 1185 1943 1036 689 1725
EMEA 153 470 623 232 549 781 262 718 980
Total 7307 4120 11427 11932 6768 18700 13950 7390 21378
Total Number of New Employee Hires by Age
Age Group 2009 2010 2011
<30 6043 3415 9458 9768 5223 14991 11715 6166 17881
30-50 1217 643 1860 2074 1304 3378 2179 1182 3361
>50 47 62 109 90 241 331 78 58 136
Total 7307 4120 11427 11932 6768 18700 13972 7406 21378
Local Hiring
Genpact operates across the globe and the management team comprises individuals from different
backgrounds, cultures and regions, ensuring the right mix of strategic talent, operational leadership
and requisite experience. Currently about 73% of our employees are based out of India. About 27%
of our employees are distributed across the world, mainly out of China, Philippines, USA, Romania, and
Mexico. We believe in hiring capable, qualified, and meritorious candidates locally for these delivery
centers. This focus is reflected in our nationality numbers. Keeping in mind, where our delivery centers
are based, about 75% of our total employees are of Indian origin and about 25% of workforce is not
of Indian nationality.
Given that almost three fourth of our employees are based out of India; our leadership team
unsurprisingly reflects this. Our other delivery centers in China, Philippines, Guatemala, Brazil, etc., are
also staffed by employees hired locally. At senior management levels, we prefer hiring locals where
possible. All the major leadership roles at these locations are filled by locals.
We have made a concerted effort to expand our delivery centers to regions apart from India as well.
Consequently, this will add to the diversity of our employee base. Over the next 3 years, we expect 33%
of our employees to be hired from non-Indian locations.

40
Case Study: Gateway Partnerships at Genpact
Finding and training great talent is an ongoing challenge. Over the years the cost of
hiring and training has steadily been increasing. In a competitive world, we needed
to keep our hiring costs down. One way of doing this is by forming partnerships with
institutions that can both provide us access to people as well as train them before
they join us. Thus, the Gateway Partnership was started in Genpact with the vision of
enabling 10% (or 1,400 per year) of Genpact’s India-based hiring and 25% of China’s
hiring in 4 years at Zero Training Cost through partners.
By creating partnerships, where we get paid for training or where we don’t incur
training costs, we hope to reduce our training costs by half.
Our partners include private vendors, universities and Government entities. The scope of
the training includes mostly high-end work (Costs & Benefits>$6000) like Analytics, ITO,
F&A but also basic skills where the Government is willing to fund or that the Trainee
pays for. Some of our partnerships are for relatively “fresh” talent who can be “made”
externally and gives Costs & Benefits saving versus hiring from market. We also partner
for scale defined as 100+ per university, 200+ per private vendor and 125+ per state
Government.
The benefits that accrue to us are mostly around savings in sourcing and training costs.
Apart from this, our partnerships at universities ensure that the Genpact Brand is top
of mind for the students there. Since the main aim of the program is that 25% - 80%
of the trained resources will be hired at the end of the training, this also ensures a
productive workforce from day one.
Phase 1 of this initiative has started in 2012. Potential partners shall include a mix of
private vendors and government entities.
Development and Training
Our strategy is to hire right and train well and this is embedded into our DNA from day one. Today, our
basic product is people, and therefore training is critical from an operational point of view. We believe
in extensive and continuous training of our employees. Training is our key differentiator and we are
passionately invested in training – even our CEO gets personally involved in it. Leadership development
programs stand out in terms of longevity etc.
Over the past few years, we have started offering Smart Enterprise Processes, for which we need
people with deeper process knowledge. Up skilling of existing talent to be able to respond to changing
dynamics has been a key focus area. Training modules have been upgraded, there is exposure to best
practices and innovative thinking is promoted throughout the organization.
We have the infrastructure to train approximately 2,800 people at any one time with over 210 trainers
and we have more than 11,600 employees enrolled in part-time professional degree, e-learning and
other non-degree programs provided by universities and other third parties. Our training programs are
designed to transfer the industry specific knowledge and experience of our industry leaders to ensure

41
we maintain our deep process expertise and domain expertise across all industries in which we work.
Our training programs cover a vast number of topics, including specific service offerings, key technical
and IT skills, our different clients’ workplace cultures and Six Sigma and Lean methodologies. We also
have programs modeled on GE management training programs to develop the next generation of
leaders and managers of our business, all of whom are needed to support the rapid growth we are
experiencing.
A large part of our continuous training is designed to “up-skill” our employees. That is, we run training
programs for employees on an ongoing basis so that they can acquire new skills and move on to higher
responsibility or higher-value jobs.
Training Data for 2011
Category/Level/Grade
of Employees#
Total No. of
Employees per
Category
No. of Hours
of Training per
Category*
Average hours of
training per year per
employee
Associates 35637 24,58,953 69.0
Middle Management 13689 10,43,503 76.2
Senior Management 1250 60,078 48.0
Top Management 154 10,513 68.3
Total 50730 35,73,047 70.4
* We currently do not track training hours as per gender
Training Programs
To train an organization of 50000+ employees
is a mammoth undertaking. With 3.5 million
hours of training imparted in 2011 and poised to
grow further, we need to ensure that the right
types of training programs are geared at the right
people. Our training programs run the gamut of
New Hire Orientation, Process oriented training,
soft skills, leadership development, tie ups with
universities, mentoring, and so on. Largely they
can be divided into:
Development
training
Leadership
training
Education@Work
Development Training
For Genpact, employee developmental training
is a key differentiator that brings us closer to
achieving our goal of being a Global Employer
of Choice. The training team at Genpact designs
developmental trainings that ensure delivery of
efficient and responsive employee learning.
In addition to induction/business training,
employees are nominated for various
developmental programs by their managers based
on their needs as identified through TNI exercise
done for a particular function/process or through
the annual appraisal process.
Leadership training: Global leadership
development
As we grow and continue to hire aggressively,
it is essential that we have a strong process in
place to ensure that we train leaders from within
the company. Apart from keeping our employee
acquisition costs low, it also helps lower attrition.
Under the umbrella of the Global Leadership
Development Programs (GLD), we have a range
of programs catering to the needs of all levels
of management – from Managers to Senior Vice
Presidents. Each of these programs have different
objectives, and varying durations, but they all
have the same goal – to build leadership capacity
within Genpact. The details of the various
programs within GLD are given below:

42
Education@Work
Education@Work is Genpact’s Continuing Education initiative. The initiative helps enhance our
employees’ career growth prospects and by fulfilling their aspirations of higher education, learning and
qualifications, helps improve retention and productivity, it also helps create a pool of domain experts
and management talent.
This initiative was started in 2000-01 with the Flagship Program being a Post Graduate Diploma in
Business Management from IMT, Ghaziabad with 52 students. The current portfolio has over 250
national and international recognized programs ranging from Management from top B Schools to
domain specific programs in the areas of Supply Chain, F&A, IT, Collections, Analytics, BFSI, Healthcare,
etc. Employees can enroll themselves in the program of their choice. The pedagogy is a mixture of self-
study and classroom-based training at Genpact. Specialist and expert faculty conduct the programs. The
fees are subsidized and upon successfully completing the course, employees can avail a reimbursement
of the fees.
In 2011, based on research results, we introduced more domain programs and retired programs with
low completion rates. We now partner with Centers of Excellence to create a career path for toppers
from niche domain programs. Enrollment in the program has a measurable impact on attrition rates.
The attrition rates for employees who currently participate in the program is 8% compared to 27.8%
for Genpact as a whole. In 2012, we hope to reduce this further to 5%.
Employee Retention and Engagement
In order to meet our growth and service commitments, we are constantly striving to attract and
retain employees. There is significant turnover of employees in the business process outsourcing and
information technology sectors generally, particularly in India where the majority of our employees
are currently based. Our attrition rate for all employees who have been employed by us for one day
or more was 30% in 2011. A number of our competitors calculate employee attrition rates for their
Indian employees who have been employed for six months or more. On this basis our Indian employee
attrition rate for 2011 would be approximately 28%, which we believe is relatively low for our industry
based on statistics published by industry associations such as NASSCOM. We attribute this low attrition
rate to a number of factors including our effective recruiting measures, extensive training and a strong
culture of providing opportunities for growth and learning. Approximately 16% of our employees were
promoted in 2011 and we filled a majority of new positions internally.
Hi-Potential Programs - Managers and above
• Global Operations Leadership Development program (GOLD). For managers and senior
managers. An 18 month program with 3 interventions. Includes job rotations & high impact
projects. Batch size: 70-80
Programs for AVPs and above
• Lead by Example and Develop (LEAD): For Vice Presidents and above, a 3 day workshop focused
on ‘Build Leaders’ competency involves Self assessment & 360 degree. Batch size: 20-25.
• Accelerating Leadership Performance (ALP): For AVPs. A 5-day workshop that focuses on Self,
Key Account Management & Business commercials. involves MBTI & 360 degree. Batch size: 45
Other Offerings
• Linkage Network: For Vice Presidents and above. Leadership development plan to have a
sustainable network of global leaders. It is a year-long development experience.
• Client Interaction Skills: For AVPs. A training program build narrative strength, audience
awareness, language that connects and informs, key elements of structure, content and design,
presentations-planning and building, delivery & feedback.

43
Internal Communication
Our internal communications team is global and cuts across all business units. Our modes of
communication involve intranet, emails, notice boards, live media like television, posters, an Employee
Satisfaction survey, and an informal feedback process called Listening Post. We also have an annual
yearbook called iGenpacter. A newsletter listing the various events that have taken place goes out to
employees every week, our internal communication campaigns are regularly assessed and metrics like
Signups are closely monitored.
Case Study: Listening Post
Listening post is an informal feedback gathering process that takes place about once a
month in each major site. The objective of the program is to check the employee pulse
focusing on whether they are happy with the company. The scope of the program
does not cover compensation. Instead it focuses on basic amenities like the cafeteria,
washrooms, etc to quickly figure out potential employee pain points.
The process starts off by selecting a particular site. The Site Communicator in charge
informs the employees of that site that a Listening Post session is about to happen.
During the hour long session, representatives from the communication team moderate
a group of about 20-25 employees and collect their feedback. Once the feedback is
collated, it is sent to the concerned stakeholders like the Infrastructure and Logistics
department. Once these points have been addressed, the loop is closed by informing
the participating employees of the result.
Attrition
We also take aggressive action to monitor and minimize potential attrition. Using Six Sigma principles
we have developed an early warning system that tracks employees and gives us an insight into which
employees are most likely to resign. These employees are automatically highlighted to management
who can take action such as relocating the employee or enrolling the employee in continuing education
programs to reduce the possibility and impact of such a resignation. As another measure designed to
minimize attrition, we follow the practice of “right-skilling” our employees to the tasks assigned to
them. This means that we match the level of services required to the experience and qualification of the
employee concerned and we avoid having over-qualified people in any particular job. This allows us to
give our highly qualified and experienced people higher-value jobs and, coupled with the practice of up-
skilling, ensures better career paths for all our employees.
New employees and employee turnover:
New Employee Hire Turnover by Category
Associates 844 571 1415 1635 932 2567 2043 938 2980
Middle
Management
171 62 233 291 116 407 185 82 267
Senior
Management
17 3 20 20 7 27 7 4 11
Top Management 1 0 1 0 0 0 1 0 1
Total 1033 636 1669 1946 1055 3001 2246 1024 3259

44
New Employee Hire Turnover by Region
India 683 248 931 1640 571 2211 1770 493 2263
Asia, other than
India
50 92 142 142 263 405 148 265 413
Americas 282 233 515 123 162 285 282 177 459
EMEA 18 63 81 41 59 100 35 89 124
Total 1033 636 1669 1946 1055 3001 2246 1024 3259
New Employee Hire Turnover by Age
<30 819 480 1299 1566 798 2364 1933 842 2775
30-50 206 131 337 368 223 591 289 169 458
>50 8 25 33 12 34 46 13 13 26
Total 1033 636 1669 1946 1055 3001 2246 1024 3259
Total Employee Turnover by Category
Associates 3800 2982 6782 6146 4109 10255 7033 4170 11204
Middle
Management
987 549 1536 1579 840 2419 1797 848 2645
Senior
Management
149 46 195 244 79 323 183 55 238
Top Management 18 1 19 20 4 24 24 1 25
Total 4954 3578 8532 7989 5032 13021 9037 5074 14111
Total Employee Turnover by Region
India 3717 1817 5534 6684 3029 9713 7351 2723 10074
Asia, other than
India
392 665 1057 624 1147 1771 672 1241 1914
Americas 689 709 1398 466 419 885 792 645 1437
EMEA 156 387 543 215 437 652 222 465 687
Total 4954 3578 8532 7989 5032 13021 9037 5074 14111
Total Employee Turnover by Age
<30 3532 2471 6003 5850 3706 9556 6666 3613 10280
30-50 1363 1015 2378 2086 1249 3335 2298 1359 3657
>50 59 92 151 53 77 130 73 102 175
Total 4954 3578 8532 7989 5032 13021 9037 5074 14111
Rate of Employee Turnover by Category
Associates 24% 26% 25% 34% 33% 33% 33% 29% 31%
Middle
Management
14% 16% 15% 19% 22% 20% 19% 20% 19%
Senior
Management
16% 15% 16% 28% 27% 28% 19% 18% 19%
Top Management 19% 6% 17% 18% 17% 18% 19% 4% 16%
Total 21% 24% 22% 29% 30% 30% 28% 27% 28%
Rate of Employee Turnover by Region
India 19% 20% 19% 30% 33% 30% 28% 26% 27%
Americas 43% 53% 47% 24% 20% 22% 34% 30% 32%
EMEA 23% 23% 23% 31% 25% 27% 29% 23% 25%
Total 21% 24% 22% 29% 30% 30% 28% 27% 28%
Rate of Employee Turnover by Age
<30 22% 22% 22% 32% 32% 32% 31% 28% 30%
30-50 19% 26% 22% 25% 26% 25% 23% 24% 23%
>50 40% 46% 43% 26% 19% 22% 31% 25% 27%
Total 21% 24% 22% 29% 30% 30% 28% 27% 28%
Note: Turnover rates are calculated based on the total employee numbers at the end of the reporting period
Formula followed = (Number of employees who have left the organization in a particular category)/(Total number of employees in
that particular category at the end of the reporting period)
Turnover: Number of employees who leave the organization voluntarily or due to dismissal, retirement, or death in service

45
Performance Appraisals
At Genpact, good performance management is necessary for us to achieve our business goals and keep
both our customers and our employees happy. The performance management process is embedded into
the operating rhythm of Genpact and the leadership team invests time on performance management
and talent development. Individual performance is aligned with larger organizational objectives and
exhibiting Genpact’s values form a crucial part of the appraisal process. Apart from focusing on
retention, our performance management process also serves as a platform to review organizational
effectiveness. The process helps us assess the talent base in areas of growth and define a talent strategy
by business. It also helps us ensure that succession plans are in place and regularly updated.
For our employees, the performance management process is an integral part of their career
development. It provides an avenue to get feedback on individual performance and to identify training
needs and development plans. It also generates visibility for top talent. Based on the results of the
appraisal process, employees are rewarded based on both their performance as well as their potential to
improve. The below diagram helps outline our process.
Talent management in Genpact occurs in two separate processes. For Band 4 employees and above
(managers and above), the talent assessment process is a bi-annual feature. The Goal Setting process
happens in January. Business Goals are decided in Annual Strategy and Goal Setting Meetings, Leaders
conduct detailed Goal Setting meetings with respective teams, Supervisors discuss individual Goals with
team members and document Goals on iPerform, an internal talent management portal. Employees are
also assessed on key performance indicators like Customer Net Promoter Score, Employee Satisfaction/
attrition, financial goals, and Customer Business Impact. Employees’ performance is assessed
against these goals twice every year. A mid-year talent review happens in August to capture periodic
performance and ensure ongoing feedback. The annual appraisal takes place in February to record
employee performance over the year and communicate their rating. All employees can discuss the
rating with their managers and formulate plans for development and training. 360 degree feedback is
optional for AVPs and above.
The talent review is driven with rigor at all levels of the organization. For Assistant Vice Presidents and
managers, discussions are held with respective business and functional leaders. For Vice Presidents,
along with the business and functional leaders, the CEO is also involved in the discussions. The Board
and the CEO review the performance of Senior Vice Presidents. This talent assessment covers over
15,000 employees globally.
For Band 5 employees, the appraisal process does not have goals, but their performance is measured
based on KPIs associated with the business processes that they are working in. iPerform is used for this
as well.
Performance Reviews for Bands 1 to 4 for 2011 (Global)
Male Female Total
Total Number of Employees 10444 4650 15094
Total Number of Employees receiving regular
performance appraisals
7976 3546 11522
Percentage 76.37% 76.26% 76.33%
Performance Reviews for Band 5 for 2011 (Global)
Male Female Total
Total Number of Employees 21378 14259 35637
Total Number of Employees receiving regular
performance appraisals
17867 12243 30110
Percentage 83% 85% 84%

46
Difference in Employee Benefits for Full Time, Part Time, and Contract Employees
Region/ Standard
Benefits
Life
insurance
Health
care
Disability/
invalidity
coverage
Parental
leave
Retirement
provision
Stock
ownership
India FT Y Y Y Y Y Y
PT Y Y Y Y Y Y
C N N N N N N
China FT Y Y Y Y Y Y*
PT N N N N N N
C N N N N N N
Philippines FT Y Y Y Y N Y
PT Y Y Y Y N N
C N N N N N N
US FT Y Y Y Y Y Y
PT N Y** N N Y Y**
C N N N N N N
Mexico FT Y Y*** Y*** Y N Y
PT NA NA NA NA NA NA
C NA NA NA NA NA NA
Guatemala FT Y Y N# Y N N
PT Y Y N# Y N N
C NA NA NA NA NA NA
Brazil FT Y Y Y Y N N
C NA NA NA NA NA NA
Colombia FT Y Y Y Y Y Y
C Y Y NA Y Y N
Romania FT Y Y Y Y Y^ Y^^
PT Y Y Y Y Y^ Y^^
C NA NA NA NA NA NA
Hungary FT N Y N Y N N
PT N Y N Y N N
C N Y N Y N N
Czech FT Y N Y Y N N
PT N N N Y N N
C NA NA NA NA NA NA
FT - Full Time | PT - Part Time | C - Contract, *Not all, but selectively
**For 30+ hours per week and 20+ hours per week respectively ***Band 4+
#This is given by the Gautemalan Social Security System only ^Mandatory contribution to pension fund
^^ Handled from the U.S.
Employee Benefits
Genpact has employee benefit plans in the form of certain statutory and other schemes covering its
employees. The details of the same are provided below. Apart from these, other benefits provided in
some geographies include loans for medical emergencies, meal vouchers, school tuition, flight tickets
back home, housing/transportation/utilities allowance etc. All permanent employees receive the same
benefits. However we do have a small number of consultants to whom these benefits do not accrue.
Our employees can also avail of flexible work arrangements to maintain a healthy work-life balance.
Our flexi work arrangement options include Work from Home, Tele-work, Flextime, Remote work and
part-time work.

47
Defined benefit plans
In accordance with Indian law, the Company
provides a defined benefit retirement plan (the
“Gratuity Plan”) covering substantially all of its
Indian employees. The Gratuity Plan provides a
lump sum payment to vested employees upon
retirement or termination of employment in an
amount based on each employee’s salary and
duration of employment with the Company.
The Gratuity Plan benefit cost for the year is
calculated on an actuarial basis.
In addition, in accordance with Mexican law,
the Company provides termination benefits (the
“Mexican Plan”) to all of its Mexican employees
for reasons other than restructuring to which
employees are entitled based on age, years of
service and salary of the employee. The Mexican
Plan benefit cost for the year is calculated on an
actuarial basis.
In addition, some of the company’s subsidiaries
in Philippines (the “Philippines Plan”) and Japan
(the “Japan Plan”) have sponsored defined
benefit retirement programs. The Japan Plan
and Philippines Plan benefit cost for the year is
calculated on an actuarial basis.
Current service costs for the defined benefit plan
are accrued in the year to which they relate on a
monthly basis. Actuarial gains or losses or prior
service costs, if any, resulting from amendments
to the plans are recognized and amortized over
the remaining period of service of the employees.
Defined benefit plans based on an actuarial
valuation carried out as of December 31 in
USD (‘000)
2010 2011
Projected benefit
obligation at the end of
the year
15,126 20,752
Fair value of plan assets at
the end of the year
9,132 16,274
Company contribution to defined
contribution plans as of December 31 in
USD (‘000)
2009 2010 2011
India 8,111 10,386 13,014
U.S. 1,011 1,693 2,295
U.K. 561 849 1,047
Hungary 62 41 34
China 6,771 7,998 9,480
Mexico 57 44 27
Morocco 100 117 150
South
Africa
87 358 321
Company contribution to defined
contribution plans as of December 31 in
USD (‘000)
2009 2010 2011
Hong
Kong
— — 21
Singapore — — 8
Philippines — — 10
Total 16,760 21,486 26,407
More Details are provided on Page F-37 to F-42 of the Annual
Report.
Retirement benefits
Contributions to defined contribution plans are
charged to consolidated statements of income
in the period in which services are rendered by
the covered employees. Current service costs for
defined benefit plans are accrued in the period
to which they relate. The liability in respect of
defined benefit plans is calculated annually using
the projected unit credit method. Prior service
cost, if any, resulting from an amendment to
a plan is recognized and amortized over the
remaining period of service of the covered
employees. We recognize the liabilities for
compensated absences dependent on whether
the obligation is attributable to employee services
already rendered, relates to rights that vest
or accumulate and payment is probable and
estimable.
We record annual amounts relating to
defined benefit plans based on calculations
that incorporate various actuarial and other
assumptions, including discount rates, mortality,
assumed rates of return, compensation increases
and turnover rates. We review these assumptions
on an annual basis and makes modifications
to the assumptions based on current rates and
trends when it is appropriate to do so. The effect
of modifications to those assumptions is recorded
in accumulated other comprehensive income and
amortized to net periodic cost over future periods
using the corridor method. We believe that the
assumptions used in recording the obligations
under the defined benefit plans are reasonable
based on its experience and market conditions.
Stock-based compensation expense
We recognize and measure compensation
expense for all stock-based awards based on the
grant date fair value. For option awards, grant
date fair value is determined under the option
pricing model (Black-Scholes-Merton model)
and for awards other than option awards, grant
date fair value is determined on the basis of fair
market value of the company’s shares on the
date of grant of such awards. We recognize

48
compensation expense for stock based awards net of estimated forfeitures. Stock-based compensation
recognized in the consolidated statements of income for the years ended December 31, 2009, 2010
and 2011 is based on awards ultimately expected to vest. As a result the expense has been reduced
for estimated forfeitures. Forfeitures are estimated at the time of grant and revised, if necessary, in
subsequent periods if actual forfeitures differ from those estimates. We amortize the compensation cost
on a straight-line basis over the vesting period.
The minimum wages paid by us are at par with the industry and are higher than those prescribed by the
Government. There were no incidents of delay in payment of wages during the reporting period.
Parental Leave
At Genpact, our parental leave policy changes based on the country of operation. All our employees are
eligible for maternity leave, and most regions are eligible for paternity leave as well. The following table
describes the parental leave policies of our operating regions. We currently do not track the number of
employees who have availed of parental leave in all locations.
Region Maternity
Leave
Duration
Return
to work
rate*
Retention
Rate**
Paternity Leave
Duration
Return
to work
rate*
Retention
Rate**
India No Data
China*** 98 days
normally; 150
days for women
over 24
93% 60% 15 days 100% 68%
Philippines 60 days for
normal delivery
and 78 days
for caesarean
section
No Data No Data Upto 7 days No Data No Data
US 6 to 8 weeks 90% 79% 2 to 3 weeks 100% 100%
Mexico 84 days 100% 97% No leave NA NA
Guatemala 84 days 100% 100% 2 days No one
availed
No one
availed
Brazil 180 consecutive
days
100% 100% 5 consecutive days No one
availed
No one
availed
Colombia 14 weeks No one
availed
No one
availed
8 days No one
availed
No one
availed
Romania 1 or 2 years as
per employee’s
option and
Labor Code
No Data No Data 3 weeks + possibility
to use one month
from the maternity
leave or paternity
leave instead of
maternity leave
No Data No Data
Hungary Up to 3 years
/ child but
women can ask
for sick leave
any time before
the birth of the
child
No Data No Data 5 days + possibility
to go for maternity
leave (fathers can go
for GYED, GYES)
No Data No Data
Czech 28 weeks No Data No Data Until the child is
three years old
No Data No Data
Calculated as (Number of employees that returned to work after leave ended)/ (No. of employees that took parental leave)
**Calculated as (Number of employees that returned to work after leave ended and were still employed after 12 months)/ (No. of
employees that took parental leave)
****Data sourced from 2008 till date

49
Diversity and Equal Opportunity
At Genpact, we hope to reflect the diversity that is part of our customers as well as the locations we
operate out of, in our employee base as well. Diversity in Genpact takes place in 3 axes – Gender,
Physical ability, and Location. We are continuously striving to have adequate representation of women
in our workforce. We take several steps to help people with disabilities fit into Genpact. We also make
sure that significant numbers of our employees are drawn from the country in which we are operating
in. Our local hiring strategy has been discussed in the recruitment sub-section; we will now describe
our other diversity initiatives in the following paragraphs.
Focusing on Diversity is of no use, if our
employees face discrimination within the
organization. At Genpact, we are very strict
about non-discrimination. Our integrity@
Genpact handbook clearly outlines our Fair
Employment Practices policy which prohibits
nepotism or adverse bias. According to the
policy, only merit, qualifications (for example,
education, experience, or competencies) and
other job-related criteria is the sole basis for
all employment related decisions affecting
employees and applicants. No allowance is given
to any discriminatory practices regardless of what
cultural practices may persist in the wider society.
As an equal opportunity employer, we ensure
that are male and female employees are paid on
par with each other. The pay scales are at a 1:1
ratio.
While we do not have fixed targets for diversity,
we do recognize the need for diversity. For
example, to improve gender diversity at the
senior management level, we have put a process
in place such that women employees at a rung
below are groomed to take on these roles in
the future, thereby increasing the pipeline of
promotable candidates.
While our Board may not be diverse gender-wise,
we do try to maintain diversity at the senior
management level. Other leadership committees
like GENWIN (Genpact Women’s International
Network) have adequate gender representation.
Gender Diversity
Currently, women represent approximately 37%
of Genpact’s global headcount. Two of our senior
women have been honored with the Women in
Leadership Recognition Award, under the WILL
Women’s Choice Segment. Moreover, Genpact
has also been awarded Nasscom’s Corporate
Award for Excellence in Diversity and Inclusion for
promoting the cause of women in the same year.
To promote gender diversity, we have a global
women affinity group called GenWIN (Genpact
Women’s International Network). The mission of
GenWIN is to foster the professional development
of our women force.
Key highlights
• Empowering women with an informal base,
support system, and training ground to
gain professional and personal skills to build
successful careers and strike a fine work-life
balance
• Providing women a platform to connect with
other women colleagues and learn from each
other’s experience
• Actively promoting ‘Work from Home’ initiative
to ensure women have the flexibility to strike a
better work – life balance
• Permitting extended maternity leave and
sabbatical, when required
• Opening crèche/ day-care centers at our major
sites of which Genpact and Hyderabad are
operational.
• Providing need-based mentoring programs for
women in leadership roles
• Enforcing policies against sexual harassment
• Promoting specialized hiring agreements
with our manpower consultants, wherein
consultants hiring women employees in
leadership positions get a higher sourcing fee
• Proactively working with organizations to hire
second career women (defined as women
who have taken a break from work) to join
Genpact in roles that meet their personal and
professional requirements
Genpact Won the
NASSCOM Corporate
Award for Excellence
in Diversity and
Inclusion

50
Hiring the differently-abled
Genpact is proud to engage people with disabilities including the orthopedically challenged, hearing,
and visually impaired. These employees are all engaged with different operations and functions, ranging
from accounting, insurance, and customer care to hiring and HR shared services. Some of our visually-
impaired employees have been with us for more than three years and have grown from an associate
level to middle management positions, handling different roles and responsibilities and even leading
teams. We have also hired candidates with severe to extreme orthopedic and hearing impairment to
work in our Insurance vertical. To promote this initiative, Genpact has implemented and continues to
work on the following measures:
• Promoting targeted hiring drives and participating in job fairs for differently-abled
• Launching special Employee Referral Programs for employees to refer their differently-abled friends
and relatives
• Engaging with consultants to carry out a job mapping exercise to identify suitable opportunities for
candidates who are differently-abled
• Organizing a sensitization session for representatives from departments like hiring, training,
operations, and other teams that comprise differently-abled talent
• Conducting facilities access audits to ensure that our differently-abled employees do not face
difficulties in the work environment; we earmark accessibility of our facilities and work towards
implementing recommendations
• Exploring and leveraging local Government incentives for differently-abled
• Ensuring that our disabled workforce is treated fairly in line with our emphasis on Equal Opportunity
Age and Gender Based Diversity for Top Management
Middle Management
Associates
Senior Management
Top Management
Less than 30 years Female
Between 30‐50 years Male
Between 30‐50 years Female
Above 50 Years Male
Above 50 Years Female
Less than 30 years Male
59
47
39
h
Employee Diversity People with Disabilities
12
3 1
New employees (with disabilities) joining the workforce
Total no. of employees with disabilities
No.ofEmployeeswithDisabilities
2009 2010 2011

51
Diversity in Composition of Governance bodies (2011)
List different type of
Governance Bodies
Age group Gender Total
< 30 years 30-50
years
>50 years Male Female
Board of Directors - - 10 10 - 10
Policy Compliance
Review Board
- 7 3 8 2 10
Prevention of work place
harassment committee
- India
- 2 1 - 3 3
Information security
Council
- 19 4 17 6 23
Health and Safety
Genpact is committed to achieving excellence
in safe work practices by keeping in mind
employees’ interest. In 2011 we upgraded our
Safe Work Environment Policy to the new Global
Environment, Health, Safety, and Sustainability
Policy. The policy was launched in January 2012
and is displayed and communicated across all
our locations. All our major Global operating
sites (primarily India, China, Mexico, EMEA, and
Philippines) are OHSAS 18001-2007 certified
which will enable us to identify hazards in our
operations and minimize any health and safety
risks.
Health
As an IT and ITES company our focus largely rests
on occupational health and ergonomic related
conditions like Repetitive Strain Syndrome, lower
back pain, and wrist sprains. All our employees
undergo two mandatory courses online – one
on Office Ergonomics and another on EHS
(Environment, Health, and Safety) awareness.
Apart from these, there are other optional
courses available both online and in-practice.
Courses on Defensive Driving, First Aid and Life
Saving Skills, Ergo Champion, Fire Fighting are
a few examples. During the reporting period
several such courses were conducted globally
both for our employees as well as outsourced
staff.
Health and Wellness newsletters are delivered to
all our employees’ inboxes every month. Some
of the topics covered include a series on office
ergonomics including specific issues like posture-
related problem, newsletters on first aid, selective
eating habits to boost energy Level, and tips to
quit smoking.
Apart from this we conduct a Global Ergo
Month every year. In 2011 an Ergo web chat was
conducted in India wherein the Genpact Global
Chief Medical officer and EHS Global Program
leader answered employee queries. Work station
evaluations, Stretch exercise, Ergo quiz, EHS
newsletters on body posture, laptop ergonomics,
musculoskeletal disorders, passing the ball game,
Ergo Role model for the site are few quick hits of
the program.
All our operating sites have medical facilities
fully equipped for medical emergency, first aid,
and basic illnesses like fainting, abdominal pains,
shortness of breath, seizures, etc. Our medical
centers are staffed 24X7 by nurses and doctors
are available for about 8-10 hours a day based
on employee timings. We have an ambulance
parked for serious cases.
Any employee who comes to the medical
centre with work related injuries and ergonomic
concerns will be treated and a record of the
incidents is maintained. All medical cases
get investigated. We keep a tab on ailments
every month and if needed, tailor our monthly
newsletter to it. As of now global absenteeism
rates cannot be calculated since we only have
leave data for a few of our sites.
We also have tied up with leading hospitals in
India, to conduct health check up camps by
specialists every 1-2 months.
To maintain a healthy work environment, we
monitor the Indoor Ambient Air Quality. We
have Outsourced teams that conduct the training
programs, audits, etc. We also try to make our
campuses as green as possible by planting trees.
These are further discussed in our Environment
section.

52
Keeping our employees safe is a priority to
us. Apart from ergonomic related injuries, our
employees can be injured during their commute,
due to safety hazards in the workplace, or
security concerns outside of work. Other causes
include crises such as natural disasters or fires. To
manage these we build awareness as well as train
our employees on how to handle these situations.
Our workforce is not unionized and therefore we
do not have formal health and safety agreements
with trade unions. To keep Genpact a safe
place, we engage the help of EHS SPOCs (Single
points of contact). These SPOCs are employees
who volunteer to perform EHS awareness and
administration related tasks. They coordinate with
the EHS site leaders to drive initiatives in each
operating site. One such safety initiative is the
“Report a workspace hazard” imitative, where
any employee can reach out to the EHS SPOC
of the team and report a concern. Any safety
concern can be emailed to @GenpactEHSGlobal
or the Site Logistics Leader or the Site EHS leader
can be informed about the unsafe condition.
All such concerns are investigated. Apart from
the EHS SPOCs, we also have SPOCs from the
Infrastructure & Logistic (I&L) teams as well as
Floor Wardens in some of our sites. The I&L
SPOCs are the conduit for employees to raise
infrastructure related issues about the workplace
itself.
Safety
The Floor Wardens are part of the Emergency
Preparedness and Response program. In cases
of emergency like a fire or an earthquake, the
floor wardens help coordinate evacuation efforts.
We regularly conduct Fire drills and Evacuation
Drills to ensure that our employees remain safe
in case of an emergency. One such example
is the evacuation drills in case of Earthquake
with Tsunami in Dalian sites completed on Mar,
17th in GE Building and Mar, 18th in Zheng
Long Building. Evacuation drills focus on
emergency response procedures, evacuation
speed, evacuation routes, and emergency
doors with load tests and evacuation exits.
During the drill, employees also learn how to
open the emergency doors with load. The drill
enhances the competence of sudden crisis
responses. Following each evacuation drill, a
report on the features of the evacuation drill,
evacuation headcounts, evacuation time, and key
observations are sent to leadership to evaluate
and enhance the evacuation process.
Apart from emergency preparedness and
reporting safety concerns we also conduct
training programs on fire safety, road safety, and
in a special case, a weeklong focus on how to
combat crime (see case study). We also regular
send safety-related emails to our employees.
A road safety guidelines list for two-wheelers
recommended by the traffic police was sent to
all our employees in India. To prevent car theft,
Environmental Concern
Anything that could pose threat or hazard to the environment
Safety Concern
Anything that poses a risk to the safety of people at your work area or site
Unsafe Condition
A condition that could cause and accident or-an accident waiting to happen
Health Concern
A situation which can result in affecting a person’s health, like suffocation
or any possibility of contagious ambience
Housekeeping Concern
Any improper maintenance of your work area or site
Fire/Smoke Hazard
A hazard that may result in smoke, sparks, or flames
Ergonomics Concern
Involving employee fatigue or discomfort caused by improper posture

53
in February 2011, we circulated information on avoiding Car napping. (See figure). Managing our
employees’ risks, while travelling abroad on official assignments, has been a key focus area for us. One
step in improving our travel safety is Genpact’s tie up with International SOS, which provides travelers
24 hour advice and support for medical, safety and similar exigencies globally.
These trainings are not limited to our employees. On 4th March, 2011, we celebrated National Safety
Day in Gurgaon focused primarily on the residential vendor staff. It started with a safety briefing to all
residential vendor staff followed by a series of training sessions. These sessions included Safe Working
on Height, Safe Working on Electrical Equipments, and Safe Chemical Handling procedures. To reinforce
the learnings from the sessions, a Safety Quiz was conducted. A Safety Slogan Writing Competition was
also conducted wherein most of the Residential Vendor Staff participated.
While we conduct several safety related trainings, we currently do not have a robust and formalized
system to track safety-related injuries. This is due to several reasons. Not being a manufacturing facility,
injury tracking is not mandatory. Apart from the nature of the job itself which makes injuries rare,
tracking such injuries is difficult because our employees’ work timings are flexible, with some of them
working from home as well. Thus calculating safety statistics like LTIA, LTIFR becomes challenging. In
countries like the USA, where such safety data is a regulatory requirement, we have a formal HR system
to record and furnish this information to the concerned authorities. None of our operations pose a
fatality hazard. In 2011, there were no fatalities.
Case study: Empower yourself to combat crime
In January 2011, our operating site in Surya Park Bangalore, conducted a week-long series
of sessions on how to be prepared to combat crime in January 2011. We invited Police
Inspector Vasudev VS who shared his experiences, views, and suggestions on how to be
prepared to combat crime. More than 45 employees from Surya Park and 35 employees
from SMS (through Video Conferencing) participated in this session and enhanced their
personal safety. A pepper spray kiosk was setup in the cafeteria offering special rates to
our employees. More than 57 employees brought their own cans of spray.
A talk on Karatandam, a traditional self defence art form from South India was organized
for our employees. Kara is Hand and Tandam is Dance. Karatandam is a form of martial
art that combines Karate, Judo, Wrestling, Varmakalai Vidya and stick and sword fighting.
Dr. Giri Prashanth shared interesting insights into the art form and demonstrated a few
ways to defend oneself during an attack. 25+ employees participated in the session.
A special training on Road Safety and Driving was organized for the cab drivers. They
were given tips on precautions to be taken during drops at night.
G4 a well known Security Agency from Bangalore was invited to the Surya park facility
where they shared their knowledge on terrorism - how to recognize and prevent anti-
social activities and the basics of prevention, response, & recovery. 35+ employees
participated in this awareness program.

54
Environmental Impact and
Sustainability

55
Environmental Stewardship
Genpact’s sustainability journey started in 2006, by developing a BPO/ ITES specific environmental
policy. The EHS team followed this up by developing a BPO specific EHS Framework and a maturity
based scorecard to evaluate its environmental performance. Over the last few years, Genpact has
gone a step further and created an Eco-Transformation Roadmap that, since 2007, has guided its
environmental initiatives. The Roadmap consisted of three phases: achieving ISO 14001(Environment
management system) certification; capturing and analyzing the carbon footprint of our India locations;
and implementing energy and environment conservation programs to reduce this carbon footprint.
These initiatives have yielded clear results by reducing both our carbon footprint and their energy costs.
In 2011, we went a step ahead by adding Sustainability to our existing Safe Work Environment policy by
drafting of a Global “Environment Health Safety & Sustainability policy” (EHS&S) which was launched in
January 2012.
The key parts of the policy that fall under Environmental Stewardship are:
Environmental Compliance
Part of our policy is to meet and exceed environmental compliance requirements. We ensure compliance
to all established regulatory standards for air pollution, noise pollution, effluent quality, etc (E.g., ozone
depleting substances, NOx, SOx emissions, etc). We used 68.53 Kg CFC 11 equivalent of ODS in our
air conditioners and chillers in the reporting year. We ensure that we are consistently much below the
statutory emission limits under air pollution through generators, and water pollution through effluents.
We have recorded no instances of exceeding limits so far in all our facilities. We monitor our indoor
air quality performance every seasonal change to maintain good indoor air quality standards. Every
year, we test ambient air quality monitoring, noise monitoring to ensure compliance, and monitor and
comply to indoor air quality standards as per ASHRAE thrice a year. All our critical to safety equipment
are checked on a routine basis.
Environmental Investments

Category 2011 (INR)
Operational Expenses 38,04,743.70
Capital Expenses 1,58,45,982.60
Total 1,96,50,726.30
Environmental Compliance
• Meeting or exceeding EHS legal requirements
Resource Conservation
• Adopt best practices that support conservation, sustenance and rejuvenation of the environment
and natural resources
Carbon Minimization
• Minimize our carbon footprint and become carbon neutral in our operations
Stakeholder Participation
• Drive active participation of all our stakeholders to promote environmental, occupational health
and safety procedures through training and behavioral compliance
The rest of this section will focus on describing our existing initiatives viewed from our EHS&S Policy
Perspective.

56
Resource Conservation
Our policy dictates that we adopt environmental conservation best practices. In keeping with this we
have set our own internal objectives and targets on specific environmental standards. We have adopted
a strategy to adopt Green Building designs for all our newly constructed owned sites and leased
sites where feasible. We have also invested in latest technologies to improve our power efficiency
and minimize environmental releases. We carry out ongoing campaigns to recycle, reduce waste,
and conserve energy. Our environmental initiatives are embedded within our business processes. By
focusing on green sourcing our equipment, and the green IT and virtualization initiatives, we have
already aggregated benefits of more than Rs. 20 Crore.
Genpact Jaipur (Sitapura) site was awarded First Prize for the efforts for Energy Conservation in
“Office” category across Rajasthan for the year 2009-10 by the Department of Energy, Government of
Rajasthan.
Specifically our resource conservation and rejuvenation efforts focus on
Energy
Sustainability in our industry also depends on
keeping our operating costs under check. With
increasing energy costs it makes financial and
environmental sense that we do our best to keep
our energy usage in check. We work with our
Sourcing team and Project engineering team to
ensure that we have energy efficient lighting and
HVAC systems. We have undertaken lighting
retrofits and switching to LEDs, installation
of ‘pull chords’ at workstation level so that
employee can directly switch off their workstation
lights, and installation of occupancy sensors. For
HVAC requirements, we now have Smart cool
technologies, servomax, occupancy sensors at
passages and restrooms, AHU (Air handling Unit)
load optimization, and improvement in indoor
air by installation of ERV (Energy recovering
ventilators).
Apart from this we also endeavour to make our
buildings more energy efficient both through
retrofits and by consolidating small and old, more
footprint generating sites to bigger and more
efficient sites. Between 2009 and 2010 at least
4 of our sites in India were released transferring
its employee based to new and more energy
efficient sites. We have also used renewable
energy source like solar power for heating water
at a residential building in one of our campuses.
At our locations in Gurgaon and Hyderabad,
despite our overall energy consumption
increasing by 10.73% (2010 to 2011), our per
capita consumption has reduced by 26% driven
by energy saving initiatives. At our Bangalore
sites, we have installed energy saving lighting
and HVAC equipment, each of which is 5-30%
more efficient than the previous systems.
Similarly, at Jaipur, we have overhauled our
lighting systems, replacing them with new
equipment which are considerably more efficient.
While we do not create products and our
services themselves do not provide an avenue
for reducing energy usage, we do try to make
the infrastructure in which we work and our
processes as energy efficient as possible.
Energy Consumption Data
We have tracked our energy consumption data
in India since 2008. 75% of our operations are in
India and are owned sites are here as well, giving
us the leeway to both measure consumption data
as well as adopt conservation measures. We have
started measuring data globally only from 2011
Energy Water Paper
Conservation Afforestation
Waste
Management

57
onwards at locations which are feasible. However
in some sites it is difficult to measure energy data
because our costs are paid as a lumpsum through
fixed maintenance contracts. In such cases are
utility costs are fixed monthly and we cannot
implement a monitoring system since we do not
have access to systems. Also, any conservation
measures undertaken will not result in a cost
reduction. However if the site is important
(number of employees is significant) then we will
use internal meters to measure such data.
Energy Consumption Data for operations in
China, Philippines, and Europe for 2011
Direct Energy
Consumed
Diesel Oil
Consumed
(Liters)
4,382
Indirect Energy
Consumed
Electricity
(KWH)
1,56,48,117
In 2011, 89% of the indirect energy consumption
for our operations in India, was attributed to
electricity purchased from the grid.
Green IT
While productivity has been a key driver of IT
initiatives, Green IT also provides benefits of
reduction in power consumption, paper usage,
optimization of resource utilization, contribution
to reduction in carbon emissions, while reducing
IT costs. Under the Leadership of Genpact CTO,
SV Ramana, the Green IT initiative resulted in
aggregated benefits of Rs206Mn.
By enabling the systems to go into sleep mode,
during idle time, availability of systems for longer
period was enhanced. Achievements made in
the areas of concession for work from home,
helps offer flexibility leading to lower attrition,
employment opportunity for women employees,
etc. Green IT initiatives have contributed to
the increased working capital and more cash
flow for Genpact. Investment in hi-definition
videoconferencing facilities and increased focus
on telecommunications, have helped generate
significant savings in the area of business travel.
Using the data de-duplication 10TB of storage
space was freed up. Server virtualization and
consolidations have contributed to the tune of
Rs 130 Mn. In 2011 we initiated Teleconference
facility for leader interactions.
Calculated based on total units of electricity consumed
in Gurgaon (Phase 5, Silokhera, DITP, Plot 22) and Uppal,
Hyderabad in 2010 and 2011. Number of employees was the
12 month average of employees in 2010 and 2011
*For 2009, we do not have data for LPG consumed.
Data for indirect energy consumed in 2011 includes electricity
purchased from the grid, electricity from gensets operating on
diesel and natural gas.
Indirect Energy Consumption for
Operations in India
70,000,000
68,000,000
66,000,000
64,000,000
62,000,000
60,000,000
58,000,000
56,000,000
54,000,000
52,000,000
59,870,6
58,692,8
2009 2010 2011
Indirect electricity (kwH)*
68,862,0
55
46
48
5,833
7,144
Direct Consumption for Operation in India
Diesel Oil
Consumed (KL)
964
744 811
-
2,400
2,200 2,300
2009 2010 2011
LPG (Kgs)
Charcoal (Kgs)

58
Case study: Energy Recovery Ventilators
Energy Recovery Ventilators have been installed in some of our owned sites in India.
ERVs treat fresh air unit with EcoFresh inside, exhausts stale, contaminated, conditioned
room air and exchanges it with fresh outdoor air, recovering 75% energy from exhaust
air through a next generation EcoFresh enthalpy rotor. Energy Recovery wheel slowly
rotates between its two sections as explain in figure given below. In one section, the stale,
conditioned air is passed through the wheel, and exhausted in the atmosphere. During,
the wheel absorbs sensible and latent energy from the conditioned air, which is used to
condition (cool/heat) the incoming fresh air in the other section, during the second half of
its rotation cycle.
Using ERVs reduces the load on AHU’s by 65% latent & sensible heat recovery from
conditioned air and obviates the need to increase the existing air – conditioning facility
capacity. It results in huge savings on air – conditioning / energy bills. But the benefits of
ERVs go beyond energy savings. It maintains Indoor Air Quality thus reducing IAQ related
health risks and avoids risk of infections from spreading. It also decreases indoor exposure
to mold thereby decreasing absenteeism and health – related complaints.
Water
Genpact saw an increasing trend in water consumption from 2005 to 2008 corresponding to the
increase in employee strength. Once Genpact realized the fact, Genpact took several measures to
reduce its water consumption. For conservation of water as a resource, we focus on the principles of
3Rs: reduce, recycle, and reuse. All our owned sites have automatic water control sensors for overhead
tanks, automatic shut-off for hand wash facilities etc. We also have signs in our washrooms advocating
the need for conservation and continuous efforts to ensure zero leakage in our hydrant systems and
plumbing lines. The water sources for our sites in India are ground water (borewell pumps), water
brought by tankers and water supplied by municipal authorities. Our water consumption does not
affect any water source significantly. Waste water from our operations in India is treated in sewage
treatment plants (STP). Barring rain water, no untreated water leaves our sites. Water from our STPs
is regularly analyzed and water quality reports are submitted to the Pollution Control Board. Water
recycling activities are being carried out at our owned sites and is used for landscaping, flushing, etc.
We have established sewage treatment plants at our Gurgaon office and Bengaluru office in 2011.
All our owned sites have rain water harvesting system and we have also adopted one at our leased
site in Bengaluru. In our global sites, the waste water leaving our operations flow into communal or
local sewage treatment facilities. In such cases we do not measure water recycling figures. Our focus
for the next few years is to map our water consumption pan India. We will also focus on monitoring
consumption against regional benchmarks. We also plan to establish sewage treatment plants and
adopt rain water harvesting strategies in all our own buildings and leased buildings where possible.
Between 2011 and 2012 we also plan to consolidate our data centers (two centers – north and south
India) or look at data centers on hire which would positively impact energy consumption and resource
optimization. We expect consolidation to result in about 15-20% energy saving driven by a reduction in
the IT equipment required and lower cooling needs. In addition to this, fewer data centers equal lesser
security manpower.

59
*The total water consumption figure in 2011 has been taken for owned sites and leased sites-single tenant facilities since metered
water monitoring mechanisms are in place in these sites..
In 2011, our water consumption per square feet of asset area was 0.16*
.
Since 2011, we have started measuring water consumption in some of our Global sites. The water
consumption for our sites in China, Philippines, and Europe in 2011 is 44849 KL.
Waste Management
The key focus area on waste handling management is the segregation of waste under two broad
categories: hazardous and non-hazardous wastes, dry and biodegradable. We would want to establish
benchmarks to further segregate our waste, especially scrap and other products. All hazardous
waste including bio-medical waste, chemical wastes, and electronic wastes are disposed to CPCB
approved recyclers. For some of the waste items, we have buy-back arrangements with dealers and
manufacturers. In our Hyderabad sites, we have ITC as direct recyclers for paper wastes, cartons, wood
products, etc. for bio-degradable waste. For food wastes, we have local municipality approved disposal
agencies.
We also continuously try to reduce our non biodegradable waste. The GHG emissions from
decomposition of waste generated amounted to 657 tCO2
eq. in 2011.
The nature of our work is such that the likelihood of spillages occurring is rare. No significant spills have
occurred in 2011. None of the hazardous waste falling under the terms of the Basel Convention Annex
I, II, III and VIII is transported, imported, exported or treated at any of Genpact’s operations.
Waste Generated for Operations in India
Types of Waste 2009 2010 2011
Non Hazardous
Waste
Food (organic waste) (Kg) 136032 142792 192221
Sludge (Kg) 2000 3000 1658
Hazardous Waste Used oil (Liters) 6630 5593 5025
Cotton waste (KGs) 175 202 0
DG Filters (Nos) 378 392 328
E-waste( MT Tonnes) 0 12.475 29.24
Batteries (Nos) 946 946 931
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000 310,785
324,232
204,319
Water Consumption (KL)
2009 2010 2011
In 2011 we also recorded generation of 2,31,277 Kg of other dry wastes, viz. paper & cardboard
waste, etc. from our facilities in Gurgaon, Jaipur and Hyderabad. Going ahead we plan to monitor this
parameter across all our locations.
We have started measuring our waste in a few of our Global sites from 2011 onwards. At our sites in
China and Philippines, 59914 KGs of Food (Organic Waste) has been measured. At our sites in Europe,
we have tracked hazardous waste amounting to 120 liters of Used Oil and 6 DG Filters.
*Calculated based on water consumption and asset area of owned and single tenant leased sites in India.

60
Paper conservation
We aim to reduce paper consumption by at least
10% in our facilities; this has been one of the
key focus areas in the ISO-14001 objectives and
targets. Programs like – Minus One (Reducing
the font size to 1 unit for paper efficiency, online
bills, back to back printing, promoting ceramic/
reusable cups to disposable, etc are our key
drivers for paper reduction. Other initiatives
include sending communication splashes to all
employees to minimize paper usage, maximizing
the use of soft copies for office transactions,
printing on both sides of the paper, restricted
distribution of stationery, and reducing the usage
of paper towels in all facilities.
Afforestation
By planting trees, we not only ensure a pleasant
surrounding for our employees, but also
manage to reduce our carbon footprint. Over
the course of its 100-year lifetime the average
tree can absorb around one ton of CO2
and
give out 260 pounds of oxygen per year. We
have planted 3000 trees this year, leading to a
lifetime carbon saving of 3000 tons of CO2
or
giving back 780,000 pounds of oxygen per year.
This translates to meeting oxygen requirements
for 6000 people . We participate in the
“MillionTreesGurgaon” program, an ambitious
goal of planting a million trees in Gurgaon
initiated by IamGurgaon, and currently a large
public-private initiative supported by other
Gurgaon NGOs, the government, corporates,
and civil society.
Apart from this, we have tied up with Growtrees.
org to plant a tree to commemorate special
occasions in our employees’ lives. An employee
will receive a certificate on his/her birthday
stating that a tree was planted in a particular
location.
All of our sites are located in urban areas and
therefore our operations cause no impact on
biodiversity.
By planting trees, we not only ensure a pleasant surrounding for our employees, but also manage
to reduce our carbon footprint. Over the course of its 100-year lifetime the average tree can absorb
around one ton of CO2
and give out 260 pounds of oxygen per year. We have planted 3000 trees
this year, leading to a lifetime carbon saving of 3000 tons of CO2
or giving back 780,000 pounds of
oxygen per year. This translates to meeting oxygen requirements for 6000 people*. We participate in
the “MillionTreesGurgaon” program, an ambitious goal of planting a million trees in Gurgaon initiated
by IamGurgaon, and currently a large public-private initiative supported by other Gurgaon NGOs, the
government, corporates, and civil society.
* Calculations are based on assumptions provided in Environment Canada. 2005. Envirozine. Issue 58. “On average, one mature tree produces
nearly 260 pounds of oxygen each year, meaning that two trees can provide enough oxygen for a family of four”. Trees are considered mature
when they reproduce and bear seed. http://www.carbonfootprint.com/plantingtrees.html: On average, one broad leaf tree will absorb in the
region of 1 tonne of carbon dioxide during its full life-time (approximately 100 years)

61
Apart from this, we have tied up with Growtrees.
org to plant a tree to commemorate special
occasions in our employees’ lives. An employee
will receive a certificate on his/her birthday
stating that a tree was planted in a particular
location.
All of our sites are located in urban areas and
therefore our operations cause no impact on
biodiversity.
Carbon Minimization
Our eco transformation roadmap started with the
objective of mapping and minimizing our carbon
footprint. We now aim to be carbon neutral by
2021.
Transport
Being a services company, we do not contribute
to emissions due to goods transportation.
However, our employees’ daily commute and
business travel, do form part of our carbon
footprint. We provide transportation services only
to our employees in India. This facility is availed
by 37% of our employees in India. In China,
we provide a shuttle service. At our other global
sites, our employees choose their own modes
of transport. To reduce our carbon footprint,
we no longer provide home pick up and drop at
night and point pick up and drop during the day.
Pick up or drop facility is now only available for
employees who work the night shift. Apart from
this, we have encouraged our employees to use
public transportation. We work in tandem with
public transit options like the Metro is Gurgaon
where we offer last mile connectivity to our
offices through shuttles. We have also introduced
the Car Pool Tool under our Go Green Initiative
for our employees. (See Case Study) Despite
the reduction in our transport services, we still
transport about 6000 employees in Gurgaon and
cover about 160000 km pan India, every day.
We have 9 vendors and about 300 contracted
vehicles paid on a km basis in the NCR region.
We do not own vehicles or employ drivers.
All our outsourced drivers undergo a two day
training on safe driving and soft skills before
working for Genpact. To comply with safety
requirements, security guards accompany our
female employees if they are either the first
pickup or the last drop. We are also about to
implement an sms-based (text message based)
alert system that requires a female employee
to send an sms once she has reached her
destination. If the appropriate response is not
received within 2.5 hours, the matter is escalated.
To bolster our security, we have recently
implemented GPS in our cabs in Hyderabad
and Gurgaon. This system notifies the security
team with a Speed Alert if a cab crosses 80km/
hr. The cabs also come with a Panic Button that
generates an alert when an employee presses it.
This then results in the driver receiving a phone
call. If the driver does not respond, the security
team can resort to the Immobiliser – an sms that
is sent to a chip in the cab that can stop and start
it. We also run Security Cabs at night, that similar
to police patrols, can fine Genpact cabs if the
drivers are caught smoking or without a seat-belt.
We have calculated the net effect of our
transportation activities on the environment.
The increase in the ground / road travel emissions
per employee in 2011 can be attributed to the
fact that emissions from this category in 2011
for all employees have been estimated based on
the per capita emissions of the cab user, which is
a better estimation compared to the estimation
based on conveyance allowance which was
applied in 2007-08.
0
0.2
0.4
0.6
0.8
1 0.921
0.702
0.867
0.475
tCO2eq/employee/Year
2007-08 2011
Air travel emissions/employee/year
Road travel emissions/employee/year

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Case Study: Car Pooling
Many of our employees use their own cars to travel to work and back. Car pooling was
introduced as a means to encourage people to share cars by travelling together. We
realized early on that getting groups of people to travel together living in one area not
only helps employees save on the travel cost but also helps in reducing pollution and
conserve natural resources. On top of all of this, employees also get a chance to connect
with their peers outside work and at a more personal level – it is therefore, a win-win
situation at all levels.
Genpact has launched a web based tool to enable employees to find people to car pool
with. All employees can access the carpooling facility from the Genpact Home Page. Car
Owners can create a car pool user profile by entering their location and city. These details
will be visible to local users. Employees can search for route partners by using the car pool
search tool and selecting the route by specifying the trip origin and destination details.
The employee can select from the list of users for a route partner.
If employees don’t know of any car-poolers, they can utilize Car Pool Service to identify
potential Car Pool Partners to share the commute. Registering for this facility is very
simple - car owners have to sign and submit their details in a prescribed format, those
who have or do not have own car, can check List Car Pool to find their suitable route
partner. Genpact also helps connect employees for Car Pooling. Till date more than
1000 employees have registered across sites, we also have made special provisions for
car-poolers to park in the prime first spots of parking. We continue to drive this among
employees to reduce our overall impact on environment.
Carbon emissions
Indirect and Direct GHG Emissions
The overall GHG footprint of Genpact in 2011 amounts to 1,27,797 tCO2
. of which 1.40% is direct
emission (Scope 1) and 98.59% is indirect emission (Scope 2 and 3). Our operations in India contribute
over 90% of our total GHG footprint.
Our Direct GHG emissions in India have been reduced by 76% in 2011 compared to 2007-08 levels.
We have achieved this by changing the supply of power from diesel generator as the primary source to
grid based electricity, and by working with landlords and governments to ensure that we have regular
electric supply with fewer outages.
Our indirect energy consumption (electricity from grid and other sources),makes up more than 50%
of our GHG emissions. Despite a 51.01% increase in headcount in India, our emissions from electricity
consumption (Scope 2) has increased by 34% from 2007-08 levels. We also moved some of our older
sites to energy efficient sites..

63
GHG Emissions in Tons (Trend) Operations in India*
GHG Emissions in Tons (Trend) Operations per sq ft in India*
140000
120000
100000
80000
60000
40000
20000
0
Total GHG emissions
Fuel consumption (Diesel, Charcoal, lPG)
Purchased electricity (Grid)
Purchased electricity (other sources)
Air travel (international)
Air Travel (domestic)
Ground transport (cabs, buses)
Waste generation
Refrigerants
Total GHG emissions
Fuel consumption (Diesel, Charcoal, lPG)
Purchased electricity (Grid)
Purchased electricity (other sources)
Air travel (international)
Air Travel (domestic)
Ground transport (cabs, buses)
Waste generation
Refrigerants
2007-08 2011
2007-08 2011
0.060
0.050
0.040
0.030
0.020
0.010
0.000
*Data for 2007-08 is not available for emissions from purchased electricity (other sources) and refrigerants.
Emissions from Travel
The major emission source under the scope 3 emissions is travel related emissions with a contribution
of more than 90%. Since the time we started monitoring our air carbon footprint in year 2008,
Genpact has put forward stringent measures to reduce the air travel. Measures like audio bridges,
web chats, Video conferencing were primarily driven to educate employees to reduce travel, employee
communications and campaigns were run across sites to educate and empower employees to switch
to VCs then to travel. All these initiatives have helped to bring down our travel footprint by 69% for
domestic and 1.7% for international air travel from 2007-08 levels. Ground travel used to commute
employees from home to office is primarily driven with the fact considering safety of employees and
night time travels, measures like optimum vehicle utilization, optimum travel time and route, frequency,
route optimization, etc. As a part of our work life balance initiative, we also encourage employee to
avoid travelling and allow them to work from home. This aspect has also helped to reduce commute
footprint.

64
Stakeholder Participation
In keeping with our EHS&S policy, driving active stakeholder participation for environmental activities is
a focus area. Our employees are our most significant stakeholder and the journey towards a sustainable
future cannot be attained without employee participation and engagement.
The YES’ – You Environment and Sustainability’ initiative is our effort to spearhead such participation.
Under this initiative, various programs, campaigns, the ‘iThink’ portal to post ideas, and leadership
blogs like ‘I am doing my bit’ that inspire other employees to contribute towards saving electricity or
water, all leading to a sustainable lifestyle have been launched. Apart from this, showcasing employee
sustainability efforts through ‘one minute videos’, introducing carpool programs, organizing clean up
drives for premises and society at large, and sapling plantation by employees and leaders who visits
Genpact, and the community at large are some other initiatives. We also celebrate events such as Earth
Day.
Personal Carbon Calculator
Personal carbon calculator initiative was launched with an objective to make employees
personally accountable and aware of how our everyday activities like watching TV, using car
to commute, using water, lights, fans, AC, air travel, etc., contribute to carbon emissions. It
helps individuals take accountability for reducing their footprint. The initiative has been received
positively and several employees have calculated their personal footprints and have pledged to
reduce it at home and work.
Go Beyond Earth Hour
iThink
‘iThink’ is a portal where employees can submit ideas on environmental conservation which
are evaluated and implemented where practically feasible. Many ideas have been successfully
implemented across sites, some of them are using sippers or reusable glasses instead of
disposable for drinking water, reduction of paper towels, double sided printing, reduction in the
prints of our transport related log sheets, computer hibernation projects, spring loaded taps to
reduce the water wastage.
Since 2007 Genpact has been participating to support WWF initiative of Earth Hour globally.
In 2011, Genpact conducted a month long series of activities to drive environmental
awareness. The activities were conducted globally and included a ‘polyman’ walk across floors
to make employees aware of the ill effects of plastics, Eco-friendly product kiosks, a fashion
show’ junk to Funk’, showcasing documentaries and movies related to global warming,
green gift to a friend, etc. Other locations such as Romania, initiated a “Ride a Bike to Work”
program as part of the “Earth Month” program. On March 26, 2011 from 8:30 pm to 9:30
pm, all our locations turned off their lights and unplugged all non essential equipment.

65
Case Study: “I am Doing my Bit” Blog
This blog showcases our leaders’ conservation activities and what they do in their
daily life, in office and at home, towards a sustainable future. This has been a great
inspirational blog where even some of the leaders learnt from employees on how simple
steps in daily life can help the Environment.
Personally: At home I have installed energy saving technologies – my house is equipped
with solar panels, energy efficient windows, insulation and heating systems ensuring
lowest possible energy consumption. I segregate all garbage: glass, paper, plastics and
organic waste. I have installed ecological sewage treatment plants. I am an avid fisherman
and sailor - I only use electric motors (not combustion), boats and yachts. In the coming
future, I am planning to set up wind power plants on the farm in Suwalki (area in Poland).
In office, I do not use paper documents, minimal usage - only electronic. Switching off
lights and reducing consumption of electricity in office - always switching off the lights in
all rooms while leaving work. - Maciejak, Tomasz, Site leader, Poland
I do my bit; as much as possible by carpooling. We use canvas/cloth bags when we go
shopping, and consume as little paper as possible, by going digital. On Special days,
at work, we plant trees. We must remember that every day is Earth day and when one
tugs at a single thread in nature, he finds it attached to the rest of the world. All of us
must honor and work towards a greener tomorrow all the way, everyday - Piyush Gupta,
Business Leader, light mfg Vertical, Hyderabad, India
At home, I use an HVAC system that does not require water to operate. I keep the car in
good condition always and check for environmental emission compliance. At office, Use
half the number of light bulbs that can fit in the lamp. Turn the light off when not using
in office. PCs are enabled to hibernation mode - Pablo Serrano, VP –CIO & Document
Management Operations, Latin America.
Way Forward and Environment Goals
Genpact firmly believes that productivity runs through optimization, optimizing the utilization not only
helps us conserve natural resources, it also helps improving the cost.
• Green Buildings: Have all new owned buildings to be LEED certified, Genpact has leased a new
building in Bengaluru which is a Platinum rated Green building, Genpact is planning to lease a site in
Hyderabad (Pocharam) which claims to adapt Gold Rated Green Building.
• Green sourcing: In next 5 years we would want to focus on green sourcing where possible, buy
recycled products or buy products which can be recycled
• Green IT: Introduce initiatives like cloud computing, virtualization, thin clients etc.
• Resource Conservation: continue conservation efforts for key resources like paper, water, reduction of
pollution, reduction of air travel, etc
• Become Carbon neutral and water neutral by 2021
• Measure Environmental KPIs globally: We have started measuring key environmental performance for
global sites and would plan to start reporting from 2012 report onwards
• Focus on close-loop of entire waste management stream

66
Corporate Social Responsibility
Permeating the Genpact DNA

67
Caring@Genpact
Corporate Social Responsibility (CSR) is the
continuing commitment by companies to
behave ethically and contribute to the economic
development while improving the quality of life
of their workforce and their families as well as
of the local community and society at large. As
we expand our footprint into more cities around
the world, we also take on the responsibility to
care for the communities from which we draw
our talent. Corporate Citizenship has a critical
role to play in shaping our company’s success.
Caring@Genpact is our global Corporate Social
Responsibilities (CSR) initiative. It involves us as an
individual as well as a company and has a cross-
functional stakeholder involvement. The platform
aims to mesh our social and environmental
principles into our operational fabric.
Our guiding principles are:
We formally appointed a Global CSR Leader in
2007. We have been successfully able to deliver
Global Business Impact and Local Community
Impact, with 50,000+ employees applying
their unique skills to serve others. We have
institutionalized a culture of giving among
our employees through a number of global
platforms and programs, like payroll giving and
volunteerism. We provide our employees with
a single community engagement interface to
volunteer for community service events, including
those related to the elderly, the differently-abled
and children.
We focus on socially-relevant areas that
complement our business model and skills/
competencies and systematically apply our
distinctive strengths to maximize social
Embedded social and
environmental code
of conduct into our
core operations and
functions
Design and
implement
sustainable and
scalable solutions
Leverage our
differentiating skills
and competencies
and environmental value. All our locations
have community engagement programs.
Our Community impact programs focus on
Volunteering, Employee Payroll Donations,
Disaster Relief, Social Investments, and Recycling
Used IT Equipment.
Genpact Volunteers
Our employees form the foundation of the
Caring@Genpact platform and utilize their
skills to engage with the communities around
them. Giving is a way of life at Genpact and we
empower our employees to give back to the
communities. 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. 2011 was another year where
Genpact globally participated in the Earth Hour
Drive. Across all sites, month long events on
environmental conservation were held. Events like
the Polyman walk which explained the growing
problem of plastic usage and its adverse impact
on the environment, one minute videos to
share employee conservation stories, slow cycle
racing to promote cycling to work and schools
kids performing as “Earth Inspectors” went a
long way in making employees aware of the
growing need for environmental conservation.
Employee Volunteering was designed to mobilize
community service and unleash the potential
of our employees. Our mission is to encourage
skill-based volunteering i.e. ‘Teach a man to fish
versus simply giving a man a fish’ and strive for
long-term partnerships that deliver sustainable
impact. The highlights of our program include
25 executive champions, 60+ community
champions, approximately 10000 volunteers, 175
volunteering occasions including literacy, health,
environment, children, elderly, disability, etc.
We believe our Volunteer base is the single most
important asset we have which far outshines
any amount of financial resources we can
spend on society. In 2010 we also instituted a
guideline which allows for an employee to take
a minimum of 3 hours per month from work to
devote to a social cause he or she is passionate
about. We have partnered with credible non-
profit organizations to support causes which are
determined by the employees’ preferences and
skills. We have an Executive Champion and team
of Community Champions at most of our sites
to catalyze this initiative and design effective
community outreach programs, supporting a wide
range of causes and non-profit organizations.

68
While Europe runs a number of Environment-related volunteering programs, US volunteers for a
number of United Way–related causes like Breast Cancer and AIDS. Most of the sites on the east of
the globe work primarily on Education-related causes. One such program is the Junior Achievement
program which opens up the possibilities of career options for underprivileged students and engages
volunteers throughout India. China also helps schools maintain their premises and teach Mathematics
and English to the children.
Environment initiatives also provide scalable events for volunteers to get engaged. Our European
operations do consistent activities to plant more trees or clean up parks. Let’s do it Delhi, an
organization also provided clean-up opportunities for the north-India based volunteers.
Employee Payroll Donations
Genpact has partnered with leading non-profit organizations to provide flexible and transparent
platforms that enable employees to donate a small part of their salary to credible local charities with
convenience and confidence. While these programs are voluntary, the employees have the option
to change or discontinue their contribution. Today more than 8,000 employees across India, Mexico,
Philippines, Guatemala, and Hungary are cumulatively donating more than USD $ 260,000 a year.
Country % of employees
donating
Partner Annual Donations
India 52% Give India INR> 85,00,000
Mexico 21% United Way USD> 12,000
Philippines 30% Philippine Red Cross USD> 8,500
Guatemala 49% Americas India Foundation USD> 4,500
Romania 38% United Way EURO 35,000
Hungary 10% United Way EURO 1,500
Case Study: Gurukul
Motto: Each One Teach One
We conducted English Grammar Classes and Computer classes (20 classes - one batch) in
Rajiv Gandhi Zilla Parishad High School (ZPHS) where we covered about 100 students for
both of these classes. A Science fair event was organized on Dec 19th 2011 between 4
ZPHS Schools and for Sadhana. We had 84 students and 20 teachers who participated in
the science fair event with their models and we had about 600 employees participating.
Winners received trophies and certificates. 12 set of books (General knowledge, Spoken
English & English Grammar, Malgudi Story books, simple games through numbers etc.)
were given to each of the schools.
The intention behind donating these books was the hope that this small collection will
lead to a full-fledged library for the students at these ZPHS schools.

69
Awarded #1
Corporate in India-wide Corporate Challenge for 2010 and 2011 in the Corporate India Giving
Challenge, an initiative by GiveIndia, one of India’s top fund raising intermediaries, whereby
Genpact employees raised money for the less privileged, surpassing all other corporate
participants by a significant margin.
Disaster Relief
The victims of natural disaster struggle to rebuild their lives and get back to their normal routine. Their
immediate priority is food, shelter, clothing, medical assistance, and security. Genpact has always
contributed significantly in the recovery process and has extended all the necessary support and
resources to the victims. Examples include the Haiti cyclone, Jammu and Kashmir Avalanche, Orissa
floods and Japan Earthquake.
Social Investments
We present solutions that leverage our unique competencies and our donations are targeted at
sustainable and scalable socio-economic developments in the causes of employability, healthcare,
environment and inclusion.
Genpact is currently involved in various other ongoing social investments programs. Two programs
which merit mention are Primary Healthcare Dispensary and Industry-Academia Partnership.
Public Health
Genpact has adopted and restored a non-functional government-run primary health center in Gurgaon,
Haryana. As part of this effort, Genpact has provided the healthcare center with a team of doctors and
nurses to help the many underprivileged citizens who otherwise do not have access to primary medical
care. Services at the health center, focus on the preventive aspects of diseases such as basic health
check-ups, pathological tests, immunizations, eye examinations and diagnostic tests. Free medicine is
also provided at the facility. As an extension of these services we have also sponsored an emergency
response ambulance service in Haryana, India where the services were nonexistent. This has enabled us
to save lives of people caught in road accidents or otherwise in a critical condition at an average of 2
cases a day.
Industry-Academia Partnership
Genpact is working with colleges to enable more employable graduates. Genpact time-tested
curriculum is imparted to the teachers who in turn teach the students. These include lessons to help
students improve their pronunciation, grammar and fluency in English, business etiquette classes to
help them handle interviews, customer service orientation required for all service areas today, as well as
technical skills like accounting and customer service orientation.
To date Genpact has conducted training for teachers in numerous colleges throughout India. The
teachers in turn train the students and equip them to become better prepared for working in industry.
Genpact also trains students through Knowledge Centers established in Rajasthan to impart training
directly to students who otherwise would not be able to get employment with us due to lack of certain
domain skills, communication skills or other soft skills. We also provide scholarships to students in a
few colleges in Rajasthan and sponsor events to encourage the underprivileged kids get a well-rounded
education. Last but not least we are also partnering with the Government to train people who want to
get into professions with Genpact or other BPO/IT-enabled companies.
Recycling Used IT Equipment
Genpact has been in the process of streamlining IT asset donation programs, including End-to-End
process from testing to assessing longevity, reloading OS, suggesting affordable Annual Maintenance
Costs (AMC), and prescribing vendors for e-Waste disposal. So far, we have disposed over 23,365
systems and laptops through authorized ‘e-Waste’ vendors. In addition, we have donated over 2,453
systems to educational outfits and non-profit organizations in India.

70
Case Study: Udayan Care
UDAYAN is a Sanskrit word signifying ‘Eternal Sunrise.’ Udayan Care Trust, registered
under Indian law in New Delhi, on 7th February 1994, is an organization for parenting
orphaned, abandoned and abused children. It also extends its activities to disadvantaged
women and girls who are keen to study but come from first generation learning families.
Udayan extends this strategy into other areas of social development. These are
‘Empowerment of the girl-child’ through the Udayan Shalini Fund for supporting
education of meritorious but underprivileged children for high school, college, university
and vocational training courses. They currently support 673 such students.
The Udayan Care mission is ‘for every child a home, for every girl an opportunity of higher
education, for every adult the dignity of self reliance’. Genpact Kolkata’s association with
Udayan Care began in 2009 and for 3 years in a row we nominated them as the ‘NGO of
choice’ for our Joy of Giving Week donations. We started interacting with the Shalinis and
understood the talent potential of the group and thus, decided to invest our time and
efforts to groom this bunch of exciting talent and create employability from within this
group.
In 2012, we will launch a pilot 6 month training curriculum on Accounting, Computers
and Communication skills, carefully crafted by 5 of our Koshish Volunteers, with monthly
sessions at the Genpact Campus.

71
Community Investment
Non Financial Investment in Community Programs in 2011
Donation Site
Event
Name and
Description
Total
Volunteers
Total Hours Impact
Clothes
Kolkata
Donation
drive to collect
old winter
clothes for the
underprivileged
100 20
Donated
clothes for the
underprivileged
to Bharat Seva
Ashram
Hungary
Clothes Drive
for Children
Partner:
Kindergarten
8
3 big bags of
clothes donated
to poor families
and children.
Hungary
Clothes
drive for the
Hungarian
Maltese Charity
Service
17 4
We collected
10 big bags of
cloths
Gurgaon
Warm Winters
Clothes drive
86 bags to
help the
underprivileged
Medicines Kolkata
Eye Check Up
Camp Provide
Complete Eye
Care Solution
50 15
Provided Eye
Check up
camp for the
Housekeeping
and the Security
Staffs
Blood
Morocco
Blood Donation
Camp
4 8
Irvine 22 44
Jaipur 438 876 For Thalassemia
patientsKolkata 120 240

73
Robert G. Scott
Non-Executive Chairman of Genpact Board
Former President & COO, Morgan Stanley, Director, NYSE Euronext
Robert G. Scott became one of our directors in April 2006. From 2001 to 2003, he served as President
and Chief Operating Officer at Morgan Stanley. He currently serves as an advisory director at Morgan
Stanley and he is also a director on the board of NYSE Euronext.
A. Michael Spence
Professor Emeritus of Management, The Graduate School of Business at Stanford University 2001
Nobel Prize winner in Economics
Michael Spence became one of our directors in April 2005. He is a senior advisor to Oak Hill
Investment Management Partners and is the chairman of an independent commission on growth in
developing countries. He is a professor of economics at the Stern School of Business of New York
University and a professor emeritus at the Graduate School of Business at Stanford University where he
served as Professor of Management until August 2000 and Dean from 1990 to August 1999.
From 1975 to 1990, he was a professor of economics and business administration at Harvard Business
School and the Harvard University Faculty of Arts and Sciences, as well as Dean of the Faculty of Arts
and Sciences from 1984 to 1990. In 2001, he received the Nobel Prize in Economic Sciences. Dr.
Spence is also a director of MercadoLibre, Inc.
Jagdish Khattar
CMD, Carnation Auto, Former Managing Director & CEO, Maruti Udyog Limited
Jagdish Khattar became one of our directors in June 2007. From 1999 to 2007 he was the
Managing Director and Chief Executive Officer of Maruti Udyog Limited, a publicly listed automobile
manufacturer in India.
James C. Madden
Former CEO and Founder, Exult, Inc.
James C. Madden became one of our directors in January 2005. He is the Founder and Managing
Partner of Madden Capital Partners, LLC. From January 2007 to February 2011, he served as a General
Partner at Accretive LLC, a private equity firm. From 2005 to January 2007, he was a Special Advisor
of General Atlantic LLC, a private equity firm. From 1998 to 2004, he was the Chairman and Chief
Executive Officer of Exult, Inc.
John W. Barter
Former President & CEO, Allied Signal’s Automotive Sector
John W. Barter has served as one of our directors since July 2005. From 2000 to 2001, he served as the
Chief Financial Officer and a Director of Kestrel Solutions, Inc., a privately-owned company established
to develop and bring to market a new product in the telecommunications industry. Kestrel Solutions,
Inc. filed a voluntary petition for bankruptcy in 2002. From 1994 to 1997, he was the Executive Vice
President of Allied Signal, Inc. and President of Allied Signal Automotive. He is also a director on the
boards of Dice Holdings, Inc. and SRA International, Inc.
Our Board of Directors

74
NV “Tiger” Tyagarajan
President & CEO, Genpact
Tiger is credited as one of the pioneers who transformed Genpact (formerly GE Capital International
Services) into a high-end business process and technology management company. Tiger began his
career with the Unilever Group in India where he spent seven years in sales and marketing and then
three years with Citibank’s Consumer Financial Services businesses in business, sales, operations and
credit. He joined GE Capital in 1994 as Head of Risk in India and went on to become CEO for GE
Capital’s Global Consumer Finance and Auto Financial Services operations in India.
In 1999 he became CEO of GE Capital International Services, significantly expanding its service
offerings and operations. In 2002, he transferred within GE to the Global Commercial Lending
Businesses in the U.S. as Global Head of Six Sigma and Global Operations.
Tiger rejoined Genpact in February 2005 as Executive Vice President, Sales, Marketing and M&A, was
promoted to the position of Chief Operating Officer in 2009 and was named President and CEO in
June 2011.
Tiger has a degree in mechanical engineering from the Indian Institute of Technology, Mumbai, and an
MBA, majoring in Finance and Marketing, from the Indian Institute of Management, Ahmedabad.
Mark Nunnelly
Managing director at Bain Capital
Mark is focused on new markets and geographies. Prior to joining Bain Capital as a managing director
in 1989, Mark was a partner of Bain & Company with experience in the domestic, Asian and European
strategy practices.
He currently sits on the Board of Directors of Dunkin Brands and Bloomin Brands, Inc.
Amit Chandra
Managing director of Bain Capital Advisors
Amit founded its Indian office in early 2008. Prior to joining Bain Capital, Amit spent most of his career
at DSP Merrill Lynch, a leading investment bank in India, from where he retired in 2007 after 13 years
as its Board Member and Managing Director responsible for Global Markets and Investment Banking.
He is a member of the Board of Directors of Tata Investment Corporation and Piramal Enterprises, and
also serves as a member of the CII National Committee on Private Equity and Venture Capital.
David Humphrey
Principal in the Private Equity group of Bain Capital
David joined the firm in 2001. Prior to joining Bain Capital, David was an investment banker in the
mergers and acquisitions group at Lehman Brothers from 1999 to 2001. He also serves on the Board
of Directors of Bloomin Brands, Inc., Bright Horizons Family Solutions, Inc. and Skillsoft plc.
Mark Verdi
Bain Capital’s managing director and co-head of the Global Portfolio Group in Boston.
Mark joined Bain Capital in 2004 and prior to that worked for IBM Global Services. While at IBM, he
played a leadership role in the acquisition and integration of PriceWaterhouseCoopers into IBM and
led the Financial Services Business Transformation Outsourcing Group globally. Mark also serves on the
Board of Directors for Burlington Coat Factory Warehouse Corp. and Trinseo SA.

75
Memberships and Associations with Industry
Forums
Genpact is an active member of various trade associations at local and national levels, including
• IAOP (International Association of Outsourcing Professionals): With more than 100,000
members and affiliates worldwide, IAOP is leading the effort to transform the world of business
through outsourcing.
• NASSCOM (The National Association of Software and Services Companies): It is the premier
trade body and the chamber of commerce of the IT-BPO industries in India. It is now a global trade
body with more than 1200 members, which include both Indian and multinational companies that
have a presence in India. Its vision is to maintain India’s leadership position in the global IT sourcing
industry.
• FICCI (Federation of Indian Chamber of Commerce and Industry): FICCI is the largest and
oldest apex business organization in India. It is a non-government, non-profit organization and is the
voice of India’s business and industry. FICCI has direct membership from the private as well as public
sectors.
• CII (Confederation of Indian Industry): It is a non-government, not-for-profit, industry-led and
industry-managed organization, seeking to play a proactive role in India’s development process.
The organization works to create and sustain an environment conducive to the growth of industry
in India, and partners with industry and government agencies through advisory and consultative
processes.
• ASUG (Americas SAP Users Group): This is an independent, non-profit organization of SAP
customer companies and eligible third-party vendors.
• OAUG (Oracle Americas Users Group): It is a global organization that enhances the capabilities
of real Oracle users in their day-to-day use and management of the growing family of Oracle
Applications. Formed in 1990, the OAUG is one of the software industry’s most successful user
groups and speaks with one voice for the family of Oracle Applications users.
• IMA Asia: It provides a country-by-country update of 14 key markets, covering the latest political
and economic developments, and key issues likely to shape the short-term business environment. It
helps its clients monitor and assess political, economic and commercial developments across Asia, and
integrate key insights into their operational and strategic business plans.
• The Gateway House: The Indian Council on Global Relations is a foreign policy think-tank
established in 2009, to engage India’s leading corporations and individuals in debate and scholarship
on India’s foreign policy and its role in global affairs. Gateway House’s studies program will be
at the heart of the institute’s scholarship, with original research by global and local scholars in
Geo-economics, Geopolitics, Foreign Policy Analysis, Bilateral Relations, Democracy and Nation-
building, National Security, Ethnic Conflict &Terrorism, Science, Technology &Innovation, and Energy
&Environment.
• USIBC: The US-India Business Council is the premier business advocacy organization representing
America’s top companies investing in India, joined by global Indian companies, with an aim to deepen
trade and strengthen commercial ties. The US-India Business Council is the principal interlocutor
for industry operating in the US and Indian marketplace, playing a critical role supporting US
Government initiatives that include the US-India Economic Dialogue (CEO Forum), the US-India High
Technology Cooperation Group, US-India Energy Dialogue, the Defense Procurement & Production
Group, and the US-India Trade Policy Forum.
• Aerospace: Genpact is a member of NBAA, the National Business Aviation Association.
• Chemicals: Genpact is an associate member of the American Chemistry Council.

76
The Ten Principles - United Nations Global
Compact
Principles Statement Page No.
Human Rights
Principle 1 Businesses should support and respect the protection
of internationally proclaimed human rights; and
33-35
Principle 2 Make sure that they are not complicit in human
rights abuses.
33-35
Labour
Principle 3 Businesses should uphold the freedom of association
and the effective recognition of the right to collective
bargaining;
33
Principle 4 The elimination of all forms of forced and
compulsory labour;
33
Principle 5 The effective abolition of child labour; and 33
Principle 6 The elimination of discrimination in respect of
employment and occupation.
34
Environment
Principle 7 Businesses should support a precautionary approach
to environmental challenges;
28
Principle 8 Undertake initiatives to promote greater
environmental responsibility; and
56-65
Principle 9 Encourage the development and diffusion
of environmentally friendly technologies.
Anti-Corruption
56-65
Anti-Corruption
Principle 10 Businesses should work against corruption in all its
forms, including extortion and bribery.
31-32

77
NVG Report Application table
NVG Report Application Table
Sub Part Aspects Page No.
A Part A of the report includes basic information and data about the operations of
the business entity so that the reading of the report becomes more contextual
and comparable with other similarly placed businesses. It may be written in a free
format incorporating at least the following:
A-1 Basic information about
the business
Name Cover
Page
Nature of ownership 8-9
Details of the people in top management 73-74/12
Location of its operations - national and
international
8-9
Products and services offered 9
Markets served 8-9
Economic and Financial
Data
Sales 22
Net profit 22
Tax paid 22
Total assets 22
Market capitalisation 22
Number of employees 38
A- 2 Management’s Commitment Statement to the ESG Guidelines 4-5
Priorities in terms of Principle and Core Elements 11
Reporting Period/Cycle 2
Whether the report is based on this framework or any other framework 2
Any Significant Risk that the business would like its stakeholders to know 23-25
Any Goals and Targets that were set by the top management for improving
their performance during the Reporting Period
65
B Part B of the report incorporates the basic parameters on which the business may
report their performance. Efforts have been made to keep the reporting simple
keeping in view the fact that this framework is equally applicable to the small
businesses as well. The report may be prepared in a free format with the basic
performance indicators being included in the same. In case the business entity has
chosen not to adopt or report on any of the Principles, the same may be stated
along with, if possible, the reasons for not doing so.
B-1 Principle 1 – Ethics,
Transparency and
Accountability
Governance structure of the business, including
committees under the Board responsible for
organizational oversight. In case no committee
is constituted, then the details of the individual
responsible for the oversight
28
Mandate and composition (including number
of independent members and/or non-executive
members) of such committee with the number of
oversight review meetings held.
28
State whether the person/committee head
responsible for oversight review is independent from
the executive authority or not. If yes, how.
28
Mechanisms for shareholders and employees to
provide recommendations or direction to the Board/
Chief Executive.
28
Processes in place for the Board/ Chief Executive to
ensure conflicts of interest are avoided.
28

78
B-1 Principle 1 – Ethics,
Transparency and
Accountability
Internally developed statement on Ethics, Codes
of Conduct and details of the process followed to
ensure that the same are followed
29-30
Frequency with which the Board/ Chief Executive
assess BR performance.
28
Statement on the use of recyclable raw materials
used
Not
Applicable
Principle 2 – Products
Life Cycle Sustainability
Statement on use of energy-efficient technologies,
designs and manufacturing/ service-delivery
processes
56-58
Statement on copyrights issues in case of the
products that involve use of traditional knowledge
and geographical indicators
Not
Applicable
Statement on use of sustainable practices used in
the value chain
53-54
Principle 3 – Employees’
well-being
Total number of employees with percentage of
employees that are engaged through contractors
48
Statement on non-discriminatory employment policy
of the business entity
40-42
Percentage of employees who are women 48
Number of persons with disabilities hired 30
Amount of the least monthly wage paid to any
skilled and unskilled employee
76
Number of training and skill up-gradation
programmes organized during the reporting period
for skilled and unskilled employees
62-64
Number of incidents of delay in payment of wages
during the reporting period
76
Number of grievances submitted by the employees 46
Principle 4 – Stakeholder
Engagement
Statement on the process of identification of
stakeholders and engaging with them
10-11
Statement on significant issues on which formal
dialogue has been undertaken with any of the
stakeholder groups
10-11
Principle 5 – Human
Rights
Statement on the policy of the business entity on
observance of human rights in their operation
33-35
Statement on complaints of human rights violations
filed during the reporting period
30
B-1 Principle 6
– Environment
Percentage of materials used that are recycled input
materials
57
Total energy consumed by the business entity for its
operations
56-58
Statement on use of energy saving processes and
the total energy saved due to use of such processes
-
Use of renewable energy as percentage of total
energy consumption
58-59
Total water consumed and the percentage of water
that is recycled and reused
62-63
Statement on quantum of emissions of greenhouse
gases and efforts made to reduce the same
58-59
Statement on discharge of water and effluents
indicating the treatment done before discharge and
the destination of disposal
Not
Applicable
Details of efforts made for reconstruction of
bio-diversity
Not
Applicable

79
B-1 Principle 7 – Policy
Advocacy
Statement on significant policy advocacy efforts
undertaken with details of the platforms used
32
Principle 8 – Inclusive
Growth
Details of community investment and development
work undertaken indicating the financial resources
deployed and the impact of this work with a longer
term perspective
67-71
Details of innovative practices, products and services
that particularly enhance access and allocation of
resources to the poor and the marginalized groups
of the society
67-71
Principle 9 – Customer
Value
Statement on whether the labelling of their products
has adequate information regarding product-related
customer health and safety, method of use and
disposal, product and process standards observed
Not
Applicable
Details of the customer complaints on safety,
labelling and safe disposal of the products received
during the reporting period
Not
Applicable
C Part C of the report incorporates two important aspects on BR reporting. Part
C-1 is a disclosure on by the business entity on any negative consequences of its
operations on the social, environmental and economic fronts. The objective is to
encourage the business to report on this aspect in a transparent manner so that it
can channelize its efforts to mitigate the same. Part C-2 is aimed at encouraging
the business to continuously improve its performance in the area of BR.
C- 1 Brief Report on any material/significant negative consequences of the
operations of the business entity
Not
Applicable
C- 2 Brief on Goals and
Targets in the area of
social, environmental
and economic
responsibilities that the
business entity has set
for itself for the next
Reporting Period
Social 4-5
Environmental 4-5
Economic 4-5

81

82
GRI Content Index
Application Level: Assured By E & Y
STANDARD DISCLOSURES PART I: Profile Disclosures
1. Strategy and Analysis
Profile
Disclosure
Description Reported Page No. Explanation
1.1 Statement from the most senior
decision-maker of the organization.
Fully 4-5
1.2 Description of key impacts, risks, and
opportunities.
Fully 23-25
2. Organizational Profile
2.1 Name of the organization. Fully Cover Page
2.2 Primary brands, products, and/or
services.
Fully 14
2.3 Operational structure of the
organization, including main
divisions, operating companies,
subsidiaries, and joint ventures.
Fully 8-9
2.4 Location of organization’s
headquarters.
Fully 94
2.5 Number of countries where the
organization operates, and names
of countries with either major
operations or that are specifically
relevant to the sustainability issues
covered in the report.
Fully 9
2.6 Nature of ownership and legal form. Fully 8-9
2.7 Markets served (including geographic
breakdown, sectors served, and types
of customers/beneficiaries).
Fully 8-9
2.8 Scale of the reporting organization. Fully 6
2.9 Significant changes during the
reporting period regarding size,
structure, or ownership.
Fully 23-24
2.10 Awards received in the reporting
period.
Fully 26
3. Report Parameters
3.1 Reporting period (e.g., fiscal/calendar
year) for information provided.
Fully 2
3.2 Date of most recent previous report
(if any).
Fully 2
3.3 Reporting cycle (annual, biennial,
etc.)
Fully 2
3.4 Contact point for questions regarding
the report or its contents.
Fully 94
3.5 Process for defining report content. Fully 2, 11

83
Profile
Disclosure
3.6 Boundary of the report (e.g.,
countries, divisions, subsidiaries,
leased facilities, joint ventures,
suppliers). See GRI Boundary Protocol
for further guidance.
Fully 2, 11
3.7 State any specific limitations on the
scope or boundary of the report
(see completeness principle for
explanation of scope).
Fully 2
3.8 Basis for reporting on joint ventures,
subsidiaries, leased facilities,
outsourced operations, and other
entities that can significantly affect
comparability from period to period
and/or between organizations.
Fully 2, 11
3.9 Data measurement techniques and
the bases of calculations, including
assumptions and techniques
underlying estimations applied to
the compilation of the Indicators
and other information in the report.
Explain any decisions not to apply, or
to substantially diverge from, the GRI
Indicator Protocols.
Fully 2, 11
3.10 Explanation of the effect of any
re-statements of information
provided in earlier reports, and the
reasons for such re-statement (e.g.,
mergers/acquisitions, change of base
years/periods, nature of business,
measurement methods).
Not No past reports
3.11 Significant changes from previous
reporting periods in the scope,
boundary, or measurement methods
applied in the report.
Not No past reports
3.12 Table identifying the location of the
Standard Disclosures in the report.
Fully 81
3.13 Policy and current practice with
regard to seeking external assurance
for the report.
Fully 2
4. Governance, Commitments, and Engagement
4.1 Governance structure of the
organization, including committees
under the highest governance body
responsible for specific tasks, such
as setting strategy or organizational
oversight.
Fully 28
4.2 Indicate whether the Chair of the
highest governance body is also an
executive officer.
Fully 28

84
Profile
Disclosure
4.3 For organizations that have a unitary
board structure, state the number
and gender of members of the
highest governance body that are
independent and/or non-executive
members.
Fully 73
4.4 Mechanisms for shareholders
and employees to provide
recommendations or direction to the
highest governance body.
Fully 28
4.5 Linkage between compensation
for members of the highest
governance body, senior managers,
and executives (including departure
arrangements), and the organization’s
performance (including social and
environmental performance).
Partially 28 Linkage to
social and
environmental
performance.
Process not in
place
4.6 Processes in place for the highest
governance body to ensure conflicts
of interest are avoided.
Fully 28
4.7 Process for determining the
composition, qualifications, and
expertise of the members of the
highest governance body and
its committees, including any
consideration of gender and other
indicators of diversity.
Fully 28
4.8 Internally developed statements
of mission or values, codes of
conduct, and principles relevant to
economic, environmental, and social
performance and the status of their
implementation.
Fully 8,19,29,
4.9 Procedures of the highest
governance body for overseeing
the organization’s identification
and management of economic,
environmental, and social
performance, including relevant risks
and opportunities, and adherence
or compliance with internationally
agreed standards, codes of conduct,
and principles.
Fully 35,55
4.10 Processes for evaluating the highest
governance body’s own performance,
particularly with respect to
economic, environmental, and social
performance.
Partially 28 Linkage
to social &
environmental
performance.
Process not in
place
4.11 Explanation of whether and how the
precautionary approach or principle is
addressed by the organization.
Fully 28

85
Profile
Disclosure
4.12 Externally developed economic,
environmental, and social charters,
principles, or other initiatives to
which the organization subscribes or
endorses.
Fully 28
4.13 Memberships in associations (such as
industry associations) and/or national/
international advocacy organizations
in which the organization: * Has
positions in governance bodies; *
Participates in projects or committees;
* Provides substantive funding
beyond routine membership dues; or
* Views membership as strategic.
Fully 75
4.14 List of stakeholder groups engaged
by the organization.
Fully 10
4.15 Basis for identification and selection
of stakeholders with whom to
engage.
Fully 10
4.16 Approaches to stakeholder
engagement, including frequency
of engagement by type and by
stakeholder group.
Fully 10
4.17 Key topics and concerns that have
been raised through stakeholder
engagement, and how the
organization has responded to those
key topics and concerns, including
through its reporting.
Fully 10-11
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA Description Reported Page No. Explanation
DMA EC Disclosure on Management Approach
EC
Fully 21-22
Aspects Economic performance Fully 21-22
Market presence Fully 34-35, 39, 48
Indirect economic impacts Fully 21-23
DMA EN Disclosure on Management Approach
EN
Fully 54-65

86
Aspects Materials Not Not Applicable.
Genpact is
a services
company
Energy Fully 56-58
Water Fully 58-59
Biodiversity Not Not Applicable.
Genpact is not
located near
areas of high
biodiversity
value
Emissions, effluents and waste Fully 59-63
Products and services Fully 54-65
Compliance Fully 30
Transport Fully 61-62
Overall Fully 65
DMA LA Disclosure on Management Approach
LA
Fully 37-53
Aspects Employment Fully 37-48
Labor/management relations Fully 34
Occupational health and safety Fully 51-53
Training and education Fully 40-42, 45
Diversity and equal opportunity Fully 49
Equal remuneration for women and
men
Fully 48
DMA HR Disclosure on Management Approach
HR
Fully 29-30, 33-34
Aspects Investment and procurement
practices
Fully 33-34
Non-discrimination Fully 30
Freedom of association and collective
bargaining
Fully 33-34
Child labor Fully 33
Prevention of forced and compulsory
labor
Fully 33
Security practices Fully 34
Indigenous rights Not Not Not Applicable.
No indigenous
population
near Genpact’s
operations
Assessment Fully 30
Remediation Fully 29-30
DMA SO Disclosure on Management Approach
SO
Fully 30, 67-71

87
Aspects Local communities Fully 31-32
Corruption Fully 32
Public policy Fully 30
Anti-competitive behaviour Fully 30
Compliance Fully 46
DMA PR Disclosure on Management Approach
PR
Fully 30, 18-19
Aspects Customer health and safety Not Not Not Applicable.
Genpact
provides
services which
do not have
any effect
on customer
health or safety
Product and service labelling Not Not Not Applicable.
No such
requirements
currently exist
Marketing communications Fully 30
Customer privacy Fully 30
Compliance Fully 30
STANDARD DISCLOSURES PART III: Performance Indicators
Economic
Performance
Indicator
Economic performance
EC1 Direct economic value generated
and distributed, including revenues,
operating costs, employee
compensation, donations and other
community investments, retained
earnings, and payments to capital
providers and governments.
Fully 21-22
EC2 Financial implications and other
risks and opportunities for the
organization’s activities due to climate
change.
Fully 25
EC3 Coverage of the organization’s
defined benefit plan obligations.
Fully 47-48
EC4 Significant financial assistance
received from government.
Fully 22
Market Presence
EC5 Range of ratios of standard entry
level wage by gender compared to
local minimum wage at significant
locations of operation.
Fully 46
EC6 Policy, practices, and proportion of
spending on locally-based suppliers at
significant locations of operation.
Partially 34-35 Spending on
locally-based
suppliers. Data
currently not
tracked

88
STANDARD DISCLOSURES PART III: Performance Indicators
EC7 Procedures for local hiring and
proportion of senior management
hired from the local community at
significant locations of operation.
Fully 39
Indirect economic impacts
EC8 Development and impact of
infrastructure investments and
services provided primarily for public
benefit through commercial, in-kind,
or pro bono engagement.
Fully 67-71
EC9 Understanding and describing
significant indirect economic impacts,
including the extent of impacts.
Fully 22-23
Environmental
Performance
Indicator
Materials
EN1 Materials used by weight or volume. Not Not Applicable.
Genpact is
a services
company
EN2 Percentage of materials used that are
recycled input materials.
Not Not Applicable.
Genpact is
a services
company
Energy
EN3 Direct energy consumption by
primary energy source.
Fully 56-58
EN4 Indirect energy consumption by
primary source.
Fully 56-58
EN5 Energy saved due to conservation and
efficiency improvements.
Fully 56-58
EN6 Initiatives to provide energy-efficient
or renewable energy based products
and services, and reductions in
energy requirements as a result of
these initiatives.
Not Not Applicable.
Genpact is
a services
company
EN7 Initiatives to reduce indirect energy
consumption and reductions
achieved.
Fully 56-58
Water
EN8 Total water withdrawal by source. Fully 58-59
EN9 Water sources significantly affected
by withdrawal of water.
Fully 58-59
EN10 Percentage and total volume of water
recycled and reused.
Fully 58-59
Biodiversity
EN11 Location and size of land owned,
leased, managed in, or adjacent to,
protected areas and areas of high
biodiversity value outside protected
areas.
Not Not Applicable.
Genpact is not
located near
areas of high
biodiversity
value

89
Performance
Indicator
EN12 Description of significant impacts
of activities, products, and services
on biodiversity in protected areas
and areas of high biodiversity value
outside protected areas.
Not
EN13 Habitats protected or restored. Not
EN14 Strategies, current actions, and future
plans for managing impacts on
biodiversity.
Not
EN15 Number of IUCN Red List species
and national conservation list species
with habitats in areas affected by
operations, by level of extinction risk.
Not
Emissions, effluents and waste
EN16 Total direct and indirect greenhouse
gas emissions by weight.
Fully 62-63
EN17 Other relevant indirect greenhouse
gas emissions by weight.
Fully 62-63
EN18 Initiatives to reduce greenhouse gas
emissions and reductions achieved.
Fully 62-63
EN19 Emissions of ozone-depleting
substances by weight.
Fully 55
EN20 NOx, SOx, and other significant air
emissions by type and weight.
Fully 55
EN21 Total water discharge by quality and
destination.
Fully 58-59
EN22 Total weight of waste by type and
disposal method.
Fully 59
EN23 Total number and volume of
significant spills.
Not Not Applicable.
Not Material
for Genpact
EN24 Weight of transported, imported,
exported, or treated waste deemed
hazardous under the terms of the
Basel Convention Annex I, II, III, and
VIII, and percentage of transported
waste shipped internationally.
Not
EN25 Identity, size, protected status, and
biodiversity value of water bodies and
related habitats significantly affected
by the reporting organization’s
discharges of water and runoff.
Not Not Applicable.
Genpact is not
located near
areas of high
biodiversity
value
Products and services
EN26 Initiatives to mitigate environmental
impacts of products and services, and
extent of impact mitigation.
Fully 54-65

90
Performance
Indicator
EN27 Percentage of products sold and
their packaging materials that are
reclaimed by category.
Not Not Applicable.
Genpact is
a services
company
Compliance
EN28 Monetary value of significant fines
and total number of non-monetary
sanctions for non-compliance with
environmental laws and regulations.
Fully 30
Transport
EN29 Significant environmental impacts
of transporting products and
other goods and materials used
for the organization’s operations,
and transporting members of the
workforce.
Fully 61-62
Overall
EN30 Total environmental protection
expenditures and investments by
type.
Fully 65
Social: Labor Practices and Decent Work
Employment
LA1 Total workforce by employment type,
employment contract, and region,
broken down by gender.
Fully 38
LA2 Total number and rate of new
employee hires and employee
turnover by age group, gender, and
region.
Fully 59, 60, 67-69
LA3 Benefits provided to full-time
employees that are not provided to
temporary or part-time employees, by
major operations.
Fully 45-46
LA15 Return to work and retention rates
after parental leave, by gender.
Partially 48 No. of
employees
availing of
parental leave
for some
regions. Data
currently not
tracked
Labor/management relations
LA4 Percentage of employees covered by
collective bargaining agreements.
Fully 34
LA5 Minimum notice period(s) regarding
significant operational changes,
including whether it is specified in
collective agreements.
Fully 34

91
Performance
Indicator
Occupational health and safety
LA6 Percentage of total workforce
represented in formal joint
management-worker health and
safety committees that help monitor
and advise on occupational health
and safety programs.
Fully 52
LA7 Rates of injury, occupational diseases,
lost days, and absenteeism, and
number of work-related fatalities by
region and by gender.
Partially 52-53 Safety
data and
absenteesim.
Data currently
not tracked
in locations
where it is not
mandated
LA8 Education, training, counselling,
prevention, and risk-control programs
in place to assist workforce members,
their families, or community members
regarding serious diseases.
Fully 51-53
LA9 Health and safety topics covered in
formal agreements with trade unions.
Not Not Applicable.
The vast
majority of
Genpact’s
employees are
not part of
trade unions
Training and education
LA10 Average hours of training per year
per employee by gender, and by
employee category.
Partially 40 Gender. Data
currently not
tracked
LA11 Programs for skills management and
lifelong learning that support the
continued employability of employees
and assist them in managing career
endings.
Fully 46
LA12 Percentage of employees receiving
regular performance and career
development reviews, by gender.
Fully 45-46
Diversity and equal opportunity
LA13 Composition of governance bodies
and breakdown of employees per
employee category according to
gender, age group, minority group
membership, and other indicators of
diversity.
Fully 49
Equal remuneration for women and men
LA14 Ratio of basic salary and
remuneration of women to men by
employee category, by significant
locations of operation.
Fully 49

92
Social: Human Rights
Performance
Indicator
Investment and procurement practices
HR1 Percentage and total number of
significant investment agreements
and contracts that include clauses
incorporating human rights concerns,
or that have undergone human rights
screening.
Partially 33 Human rights
screening.
Not part of
investment
process
HR2 Percentage of significant suppliers,
contractors and other business
partners that have undergone human
rights screening, and actions taken.
Partially 34 Human rights
screening. A
Supplier code
of conduct is
currently being
drafted
HR3 Total hours of employee training on
policies and procedures concerning
aspects of human rights that are
relevant to operations, including the
percentage of employees trained.
Partially 20, 33 All Genpact
employees
undergo
Integrity
training which
encompasses
training
on non-
discrimination
etc. No
separate
training on
human rights is
provided
Non-discrimination
HR4 Total number of incidents of
discrimination and corrective actions
taken.
Partially 30 Ombuds
data includes
discrimination-
related
complaints
Freedom of association and collective bargaining
HR5 Operations and significant suppliers
identified in which the right to
exercise freedom of association and
collective bargaining may be violated
or at significant risk, and actions
taken to support these rights.
Partially 34 Suppliers. A
Supplier code
of conduct is
currently being
drafted
Child labor
identified as having significant risk for
incidents of child labor, and measures
taken to contribute to the effective
abolition of child labor.
Supplier code
of conduct is
currently being
drafted
Forced and compulsory labor
identified as having significant risk
for incidents of forced or compulsory
labor, and measures to contribute to
the elimination of all forms of forced
or compulsory labor.
Supplier code
of conduct is
currently being
drafted

93
Performance
Indicator
Security practices
HR8 Percentage of security personnel
trained in the organization’s policies
or procedures concerning aspects
of human rights that are relevant to
operations.
Partially 34 No training
on human
rights provided
to security
personnel
Indigenous rights
HR9 Total number of incidents of
violations involving rights of
indigenous people and actions taken.
Not Not Applicable.
No indigenous
population
near Genpact’s
operations
Assessment
HR10 Percentage and total number of
operations that have been subject to
human rights reviews and/or impact
assessments.
Partially 30 Human rights.
All human
rights aspects
applicable to
Genpact are
covered in the
Integrity policy.
Remediation
HR11 Number of grievances related to
human rights filed, addressed and
resolved through formal grievance
mechanisms.
Partially 29-30 Human rights.
Ombudsman
and grievance
redressal
process covers
some aspects
of human
rights
Social: Society
Local communities
SO1 Percentage of operations with
implemented local community
engagement, impact assessments,
and development programs.
Fully 67
SO9 Operations with significant potential
or actual negative impacts on local
communities.
Fully 67 Genpact is
a services
company
and has no
significant
negative
impacts.
SO10 Prevention and mitigation measures
implemented in operations
with significant potential or
actual negative impacts on local
communities.
Fully 67-71

94
Performance
Indicator
Corruption
SO2 Percentage and total number of
business units analyzed for risks
related to corruption.
Fully 31-32
SO3 Percentage of employees trained in
organization’s anti-corruption policies
and procedures.
Fully 31-32
SO4 Actions taken in response to incidents
of corruption.
Fully 31-32
Public policy
SO5 Public policy positions and
participation in public policy
development and lobbying.
Fully 32
SO6 Total value of financial and in-kind
contributions to political parties,
politicians, and related institutions by
country.
Fully 32
Anti-competitive behaviour
SO7 Total number of legal actions for
anti-competitive behaviour, anti-trust,
and monopoly practices and their
outcomes.
Fully 30
Compliance
SO8 Monetary value of significant fines
and total number of non-monetary
sanctions for non-compliance with
laws and regulations.
Fully 30
Social: Product Responsibility
Customer health and safety
PR1 Life cycle stages in which health
and safety impacts of products
and services are assessed for
improvement, and percentage
of significant products and
services categories subject to such
procedures.
Not Not Applicable.
The services
offered by
Genpact do
not have a
health and
safety impact
PR2 Total number of incidents of non-
compliance with regulations and
voluntary codes concerning health
and safety impacts of products and
services during their life cycle, by type
of outcomes.
Not Not Applicable.
The services
offered by
Genpact do
not have a
health and
safety impact
Product and service labelling
PR3 Type of product and service
information required by procedures,
and percentage of significant
products and services subject to such
information requirements.
Not Not Applicable.
We are a
services
company and
do not have
compliance
requirements
for labelling or
information.

95
Performance
Indicator
PR4 Total number of incidents of non-
compliance with regulations and
voluntary codes concerning product
and service information and labelling,
by type of outcomes.
Not Not
Applicable. We
are a services
company and
therefore
do not have
compliance
requirements
for labelling or
information.
PR5 Practices related to customer
satisfaction, including results
of surveys measuring customer
satisfaction.
Fully 15-19
Marketing communications
PR6 Programs for adherence to laws,
standards, and voluntary codes
related to marketing communications,
including advertising, promotion, and
sponsorship.
Fully 30
PR7 Total number of incidents of
non-compliance with regulations
and voluntary codes concerning
marketing communications,
including advertising, promotion, and
sponsorship by type of outcomes.
Fully 30
Customer privacy
PR8 Total number of substantiated
complaints regarding breaches
of customer privacy and losses of
customer data.
Partially 30 Our ombuds
data includes
breaches of
customer
privacy
Compliance
PR9 Monetary value of significant fines
for non-compliance with laws and
regulations concerning the provision
and use of products and services.
Fully 30

96
Feedback
We welcome feedback on any aspect of our performance or sustainability reporting. You can send in
your feedback, by way of general comments in an email to email.id, or by post to the address below, or
by contacting:
Vidya Srinivasan
Global Infrastructure and Logistics Leader
vidya.srinivasan@genpact.com
Sona Saptarshi
Global Program Leader, EHS
sona.saptarshi1@genpact.com
Shyamashis Brahma
VP Projects, Engineering and EHS
shyamashis.brahma@genpact.com
Company address:
Canon’s Court, 22 Victoria Street, Hamilton HM 12, Bermuda
(441) 295-2244
www.genpact.com

97

98
Canon’s Court, 22 Victoria Street, Hamilton HM 12, Bermuda (441) 295-2244
www.genpact.com

Genpact_Sustainability_Annual_Report

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