HCL Technologies posts strong revenue growth in the third quarter of fiscal year 2010-2011. Revenues increased 33.5% year-over-year to $915 million while net income rose 16.5% sequentially. The company's European business grew 34.9% year-over-year and 7.3% quarter-over-quarter. HCL accelerated its growth in Europe and saw increased demand from financial services clients.
The Indian Automotive Industry - Evolving DynamicsVarun Bhandari
This PPT Is About The Indian Automotive Industry - Evolving Dynamics, Indian Auto Sector - Medium Term - Growth, Consolidation, Indian Auto Sector – Long-term - Green revolution, Mobility revolution, About KPMG In India
See Thomas Dannenfeldt, Deutsche Telekom's CFO for the presentation of the financial strategy. To download the presentation including the disclaimer in pdf format and to find further material please visit http://www.telekom.com/cmd15
How Indian Companies have innovated their business models, products and processes to adapt to the changing market. What companies can do if they want to innovate?
DigIn Webinar on Business Models- nov 2020JuliaLarsson2
Due to digitalization one of the main challenges businesses face, are changes in their business models. This slidedeck was presented at a webinar hosted of the DigIn Project (Digital Innovation of Business Models), to guide you through the basics of business models in B2B contexts and highlight the opportunities presented by digitalization.
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Prof. Charles (Strategy Professors) – as a mock‐up of our meeting with the Corn & Cherry panel. We had to make a 10‐15 slide presentation highlighting key assumptions, references to data and key conclusions. We were asked to answer following questions:
1. Analysis of DGHE’s competitive position using SWOT, BCG matrix and/or Porter’s 5‐forces model to outline DGHE strategy.
2. Devise a model to select a region of exploration (from Appendix 4)? How does DGHE planets arena (market) for projects? Using a PESTLE analysis for Oil & Gas, recommend countries of choice where DGHE must continue operations, penetrate etc.
3. What is the value and contribution of D & G Hydrocarbon Engineering (DGHE) inD&G’s portfolio? Is there an impact from D&G’s corporate strategy on DGHE’s competitive advantage?
The Indian Automotive Industry - Evolving DynamicsVarun Bhandari
This PPT Is About The Indian Automotive Industry - Evolving Dynamics, Indian Auto Sector - Medium Term - Growth, Consolidation, Indian Auto Sector – Long-term - Green revolution, Mobility revolution, About KPMG In India
See Thomas Dannenfeldt, Deutsche Telekom's CFO for the presentation of the financial strategy. To download the presentation including the disclaimer in pdf format and to find further material please visit http://www.telekom.com/cmd15
How Indian Companies have innovated their business models, products and processes to adapt to the changing market. What companies can do if they want to innovate?
DigIn Webinar on Business Models- nov 2020JuliaLarsson2
Due to digitalization one of the main challenges businesses face, are changes in their business models. This slidedeck was presented at a webinar hosted of the DigIn Project (Digital Innovation of Business Models), to guide you through the basics of business models in B2B contexts and highlight the opportunities presented by digitalization.
As Sanjay Sharma (Strategy Consultant from Corn & Cherry, Abu Dhabi), we were asked to make a presentation to Prof. Charles (Strategy Professors) – as a mock‐up of our meeting with the Corn & Cherry panel. We had to make a 10‐15 slide presentation highlighting key assumptions, references to data and key conclusions. We were asked to answer following questions:
1. Analysis of DGHE’s competitive position using SWOT, BCG matrix and/or Porter’s 5‐forces model to outline DGHE strategy.
2. Devise a model to select a region of exploration (from Appendix 4)? How does DGHE planets arena (market) for projects? Using a PESTLE analysis for Oil & Gas, recommend countries of choice where DGHE must continue operations, penetrate etc.
3. What is the value and contribution of D & G Hydrocarbon Engineering (DGHE) inD&G’s portfolio? Is there an impact from D&G’s corporate strategy on DGHE’s competitive advantage?
Fundamental analysis of HCL Tech (2021) SimranMadan11
Fundamental analysis describes whether a company is sound for making a investment or not. it studies the past performance of a company and makes assumption for future growth or loss.
How Ideapreneurs take Relationships Beyond the ContractHCL Technologies
HCL’s 100,000 Ideapreneurs are changing the world one relationship at a time. And they’re doing it by taking their relationships with their customers beyond the contract. Our approach to engagements is best described by the word ‘relationship’. Because every relationship – be it between family members, friends, colleagues, or clients and vendors – operates based on a contract, whether written or unwritten. But beautiful relationships that benefit both parties are sustained by emotions, behaviour, and actions that go beyond that explicit or implied contract.
In business, a contract can safeguard all that is in within the “span of control”. But in today’s uncertain world where business and macro environment are seeing new challenges and undergoing changes every day, what makes an engagement truly worthwhile is that which cannot be scripted in any contract. It’s a simple thing called values. Read on to understand the HOWS and WHATS of HCL Technologies Ltd. that believes in leading with its Relationships - with its customers, clients, partners and employees - that go Beyond the contract.
CIOLook emphasizes on ‘The Most Valuable Tech Titans 2019’,trustworthy & leading tech solution providers who immensely contributed in ever-evolving industry
Disruptive Innovationen in der FinanzwirtschaftSemalytix
The Largest Independent Payment Infrastructure
- Germany is still extremely cash-driven
- Especially Low-Income Population Extensively Uses Cash
- Germany’s Largest Independent Payment
Infrastructure
- Strong Partner Network Allows for a Rollout of Services
across Europe
von Prof. Dr. Hans-Gert Penzel, ibi research an der Universität Regensburg GmbH
Verändertes Zahlverhalten wird stark im Einzelhandel geprägt
Innovationszyklen im Zahlungsverkehr seit dem Jahr 2000
SEPA als Regulator-getriebener Standard - wird vom Endkunden eher als Bedrohung empfunden
E-Commerce explodiert – und verlangt nach E-Payments
Bei Zahlungen im E-Commerce dominieren die „neuen Oligarchen“
Marktführer PayPal
Retail in africa still the next big thingSemalytix
The African Retail Development Index (ARDI) ranks the top countries in Sub-Saharan Africa for retail expansion. Based on A.T. Kearney's Global Retail Development Index, the ARDI identifies not only the most attractive markets today, but also those that offer the most potential in the future. The 2015 ARDI ranks the leading 15 nations and reconfirms the region’s potential arising from not just oft-discussed markets like Nigeria and Ghana, but also small, dynamic markets such as Gabon and mid-sized but fast-growing countries like Angola.
Bip connected risks investing in a divergent worldSemalytix
A.T. Kearney issued its first Foreign Direct Investment (FDI) Confidence Index® in June 1998, in the shadow of the 1997 Asian financial crisis. Despite jitters following economic collapse in Southeast Asia, businesses saw investment opportunity in the Americas, Western Europe, Russia, and East Asia, and the United States took first place. Here we are in 2015, with the United States first place in the Index again and business executives still tormented by a recent global financial crisis. Today’s investors must account for divergent monetary policies in large developed economies, alongside a surging U.S. dollar and a sustained commodity super-slump. Developed and developing markets alike are moving in unexpected ways.
Yet, amid growing divergence and multiplying risks, there is genuine excitement in the global business community. It starts with the growing belief that the combined strength of the U.S. and Chinese economies—first and second in this year’s FDI Confidence Index—can buoy the world economy while others get back on track. And there is genuine dynamism elsewhere if you know where to look. Numerous countries are opening up long-guarded sectors to privatization and foreign investment. Downturns and fluctuations in other countries are creating opportunities for mergers and acquisitions. And new free-trade agreements are already in place or close at hand, even if the U.S. political environment will continue to frustrate its reliable engagement.
Risk has been a constant since the inception of this Index. The challenge for all global business leaders remains how to think beyond the last crisis while seeking to avoid the next. Those that take a “wait and see” approach often find that their competitors—whether small businesses or country governments—do not hold back in seeking positive growth. Our view is that opportunities abound for those that know where to look, aided by strategic foresight and analysis.
The world is more complicated now than it was in 1997. Global interconnectedness has created a more competitive and complex landscape. Technologies, ranging from unconventional energy extraction to predictive and even prescriptive analytics, are changing the game and increasing the probability of strategic disruption in every sector and corner of the world.
The complexity of risk and opportunity in 2015 underscore the importance of the insights contained in this year’s FDI Confidence Index. As always, we welcome any input you may have regarding the Index, its scope and our analysis.
Nach einem eher verhaltenen Jahr 2013 nahmen 2014 M&A-Transaktionen in der Öl- und Gasindustrie deutlich zu. Angesichts des weiter sinkenden Ölpreises und der Entscheidung der OPEC gegen eine Drosselung der Fördermengen werden 2015 noch intensivere M&A-Aktivitäten in der gesamten Wertschöpfungskette stattfinden. Diese strategischen Deals sind für die Unternehmen wichtig, um Wertzuwächse zu erzielen, sich für kommende Marktturbulenzen zu rüsten und die Wettbewerbslandschaft zu ihren Gunsten zu formen.
Over-the-Top Video (OTTv) in the Middle East: How to Win the MarketSemalytix
With growing demand among Middle East viewers for online video content, new players cast in the Netflix mold are competing with traditional TV companies for a market potentially worth $1 billion by 2020. Around the world, over-the-top video (OTTv) is becoming more mainstream.1 These services as a share of total television viewing have doubled globally over the past 12 months and exceed 30 percent in some developed economies. In the United States, 75 million households have an active OTTv subscription, compared to 32 million just four years ago. Fueling this trend is the emergence of an abundance of user-friendly OTTv services, coupled with the increasing quantity and quality of content available online. Netflix launched its streaming service in 2007. As of April 2014, it was being used by 50 million people in 41 countries. Hulu, the OTTv service from NBC Universal, Disney, and Fox, now has six million paying U.S. subscribers. More pay TV operators are offering multiscreen packages to their subscribers and online-only packages to nonsubscribers in a bid to compete head-on with Netflix and similar services. In the Middle East, OTTv is still nascent by global standards. Fewer than 100,000 homes subscribe to dedicated commercial OTTv services—less than 1 percent of television-viewing households.2 Yet despite the low penetration, interest is strong—as suggested by the popularity of online short video services such as YouTube—and a flurry of new services has emerged (see figure 1). Etisalat introduced its eLife TV app on iOS in 2013, just one year after MBC's Shahid TV app became the top downloaded app in the Middle East App Store. Istikana and icflix, which follow a Netflix model, launched the region's first major standalone OTTv services in 2011 and 2013 respectively. OSN recently followed by announcing the launch of Go by OSN for non-pay TV subscribers. In 2014, beIN SPORTS relaunched its OTT service and began selling multiscreen subscriptions, and MBC partnered with Samsung to launch Shahid on smart TVs. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/over-the-top-video-ottv-in-the-middle-east-how-to-win-the-market/10192?#sthash.6QbS8wM6.dpuf
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Leaders use procurement to catalyze lasting, superior business performance through excellence in managing categories, suppliers, and teams. The rush to cut costs in the wake of the 2008–09 Great Recession propelled procurement organizations to the forefront at companies around the world. Faced with so much uncertainty, companies raced to shed costs—and procurement rose to the challenge, delivering exceptional results. With this came an increase in procurement's stature, influence, and reach. A.T. Kearney's Assessment of Excellence in Procurement (AEP) 2011 study saw a doubling in the rate of benefits achieved by the procurement functions since the 2008 study, yielding the highest percentage gains seen in the more than two decades since we began conducting this study. In 2011, we projected that this upward trajectory would continue: procurement appeared poised to deliver even greater impact to the business. Our 2014 AEP study finds that while leading companies continued their trajectory, most procurement organizations only sustained the gains in influence and reach made between 2008 and 2011. In short, the typical company may be "wasting a crisis" by not continuing to enhance one of the most powerful levers to improve profitability and competitive advantage. - See more at: http://www.atkearney.de/studie/-/asset_publisher/Rv2vNmilj1Kf/content/procurement-powered-business-performance?_101_INSTANCE_Rv2vNmilj1Kf_redirect=%2Fresearch-studies#sthash.CJibvJBu.dpuf
Nutraceuticals: The Front Line of the Battle for Consumer HealthSemalytix
Nutrition products can be an inexpensive and safe solution to tackle important unmet health needs.
Consumer healthcare has become the battleground where pharmaceutical and consumer goods firms compete for growth. With more people around the world dying from obesity than starvation, poor nutrition is now recognized as a major risk factor for chronic diseases. Most health systems are ill-equipped to deal with this trend.1 Increasingly, patients are being encouraged to take part in their own treatments, and a consumer market has been developing midway between the supermarket-based world of consumer goods companies and the scientific, pharmacy-based world of pharmaceutical firms.2
The front lines of this battle are nutritional products that have been proven to help prevent or cure disease. These "nutraceuticals" present a tantalizing opportunity for breakthroughs to prevent and manage common health problems, offering consumer-focused solutions to issues that are currently addressed only by pharmaceutical interventions—or not at all.3 However, despite being a hot spot for growth, they still suffer from the same challenges as the rest of the sector, with market growth barely keeping up with the rise in gross domestic product.4
In this paper, the third in our Winning the Battle for Consumer Healthcare series, we delve further into the nutraceuticals market to understand the opportunities and barriers to growth. We also look at the successes and challenges faced by both consumer goods and pharmaceutical companies as they struggle to gain the upper hand in this exciting new market.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/nutraceuticals-the-front-line-of-the-battle-for-consumer-health/10192#sthash.Fx04jdM8.dpuf
A.T. Kearney: History of strategy and its future prospectsSemalytix
From The Art of War to The War for Talent, strategy has been evolving for centuries. What we have learned in the past 2,500 years is highlighted here—not only where strategy began but also why it is on the verge of reclaiming its rightful place in history.
Strategy, for most of its 2,500-year history, was one-dimensional. Warmongers were largely focused on avoiding wars by not instigating them and business was mostly focused on building power and monopolies. The past 50 years have more than made up for this one-way view as strategy hit its prime and spewed out countless new ideas and solutions.
But as the strategies piled up so did the complexity, and the chance that any one overall strategy was the answer to ever expanding strategic freedom was trampled in the competitive scramble.
As a result, we are in for some interesting times. Strategy is on the verge of reinventing itself and reclaiming its rightful place at the top of the business food chain. We believe that strategy will come back as a much more powerful guiding force of organizational energy, which we are excited about because it brings "strategy" and "doing" back together again—something we wholeheartedly believe in.
This paper constructs a brief history of strategy within a framework of noteworthy publications. We generalize, simplify, and cut corners, not out of ignorance but to create a holistic overview to show where strategy has been and where we believe it is now headed.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-history-of-strategy-and-its-future-prospects/10192#sthash.3JIQGHKj.dpuf
A.T. Kearney: GCC Family Businesses: Unlocking Potential Through Active Portf...Semalytix
Since 2008, times have been tough for family businesses. The antidote: tapping into hidden value.
Like families in general, family businesses seem to function relatively well in troubled times. In fact, many studies show that, in the long run, they perform better than other business models. Key factors for their ongoing success include a management perspective that emphasizes the long term, strong brand and family name recognition, and often a strong focus on the core business.1
But in the Gulf Cooperation Council (GCC), family businesses are trending in the opposite direction.2 During the recent crisis, they have been less resilient than the rest of the economy despite a pre-downturn history of rapid growth and market dominance. Since 2008, the A.T. Kearney GCC Family Conglomerate Index has decreased by 60 points, while the Bloomberg GCC 200 Index has decreased by 40 points, a 20-point performance gap (see figure 1).3 After a tough 2008, GCC family businesses rebounded to some extent (as did the market), but this did not last. As the overall market has trended mostly up, family businesses have trended downward.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/gcc-family-businesses-unlocking-potential-through-active-portfolio-management/10192#sthash.sb692Hgw.dpuf
Educators have long been allured by technology—from radio, film, and television to calculators, VCRs, and PCs. Now it's tablets, document cameras, and interactive whiteboards. With a plan in place, schools can make sure that their investments in digital technology don't go to waste. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-digital-school/10192#sthash.21c9zgQn.dpuf
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players.
Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment.
Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
Fast growing-high-profit companies 20101021Semalytix
In der aufgebauten Zielgruppe werden die Research-Experten von RAAD eine Befragung durchführen. Im Rahmen der Befragung sollen zwei wesentliche Aspekte herausgearbeitet werden:
1. Was hat die IT bislang erreicht?
Ist IT Kernkompetenz? Wie ist die Stellung der IT im Unternehmen? Welche Sourcing-Strategie? SOA? IT-Budget in Relation zum Umsatz? Homogen oder best-of-breed? Eigenentwicklungen vs. Standardsoftware? Uvm.
2. Was wird die IT als nächstes tun?
Was sind die IT-Projekte für 2011 und 2012? Wo besteht besonderer Handlungsbedarf? Entwicklung IT-Budget? Investitionsschwerpunkte?
Die Befragung wird beim CIO/IT-Leiter durchgeführt, aber auch im Bereich Finanzen/Controlling, um die Stellung der IT im Unternehmen bewerten zu können.
Aus Sicht der IT-Industrie ist diese Zielgruppe deshalb besonders spannend, weil überdurchschnittlich hohe Nachfrage nach Ausstattung, Anwendungen und Beratung die unmittelbare Folge des starken Wachstums ist.
Der Aufschwung in Deutschland erweist sich als weit robuster als vor wenigen Monaten angenommen. Die Auftragsbücher sind in vielen Branchen wieder gut gefüllt. Doch wird dieser Trend anhalten? Experten zweifeln noch daran. Gerade in solchen Zeiten der Unsicherheit ist die Auslagerung von Aufgaben und Prozessen an externe Dienstleister für viele Unternehmen
der richtige Schritt. Ziel ist, schnell auf zusätzliche Kapazitätsanforderungen reagieren zu können, ohne im eigenen Haus investieren zu müssen. Dieses Motiv zeigt sich auch bei der aktuellen Studie Erfolgsmodell Outsourcing von Steria Mummert Consulting. Die Flexibilität zu wahren, hat in diesem Jahr für die Unternehmen
erheblich an Bedeutung gewonnen. Kostengesichtspunkte
stehen zwar bei der Entscheidung zur Auslagerung noch immer im Vordergrund, dominieren aber längst nicht mehr so stark wie bei der Befragung im vergangenen Jahr.
Die Studie belegt ebenfalls: Outsourcing wird weiter an
Bedeutung gewinnen. Denn erst jedes 20. Unterneh-
men hat die Möglichkeiten zur Auslagerung voll ausge-
schöpft. Dabei kommt es entscheidend auf eine sorgfältige
Auswahl der externen Partner an. Zu den wichtigsen
Anforderungen, die an Outsourcing-Partner gestellt werden, gehören Datensicherheit, Fachkompetenz und Branchenwissen. Nicht zuletzt weil sich gezeigt hat, dass die Dienstleister erstklassige Qualität bieten, planen mehr Unternehmen als im Vorjahr die Auslagerung.
Das gilt auch für das Offshore- und Nearshore-Outsourcing.
Vor allem Indien und Osteuropa rücken dabei immer stärker in den Blickpunkt deutscher Unternehmen.
Länder wie Polen empfehlen sich beispielsweise durch die Bereitstellung von deutschsprachigem IT und Process Support. Indien kann mit seinen gut ausgebildeten,
englischsprachigen IT- und Fachexperten punkten. Steria Mummert Consulting ist auf diese Entwicklung
vorbereitet. Der Steria-Konzern hat seine Kapazitäten
im indischen Noida, Pune und Chennai und im polnischen Kattowitz in den vergangenen Jahren weiter ausgebaut und bietet den Unternehmen auch in diesen Regionen umfassende Expertise in IT und Business
Process Outsourcing.
Osisko Development - Investor Presentation - June 24
HCL Eu release Q3 results-final
1. Press Announcement
HCL Technologies posts strong revenue growth in 3rd
Quarter of FY 2010-11
• Revenues at US$ 915 mn; up 33.5% YoY, net income rises
16.5% QoQ
• European Business grew by 34.9%YoY and 7.3% QoQ in
January-March 2011
London, Paris, Frankfurt, April 20th, 2011 – HCL Technologies Ltd. (HCL), a leading
global IT services provider, today announced results for the 3rd quarter of FY
2010-11. HCL’s global revenues increased by 33.5% YoY to US$ 915 mn, while
net income rose 16.5% sequentially.
HCL accelerated its growth in the European region reporting a revenue increase of 7.3%
QoQ and 34.9% YoY during this quarter.
Commenting on the results, Rajeev Sawhney, President for HCL Europe, said, “HCL has
consistently proven its ability to deliver true value to its customers based on its market
strengths and technology leadership. Our market opportunity is vast, especially in
Continental Europe and within Financial Services industry and we are confident that we will
continue to grow exponentially moving forward.”
“This quarter also saw us being named amongst Britain’s Top Employers for 2011 by CRF,
an independent industry association, which is yet another testimony of the relevance and
success of our ‘Employees First, Customers Second’ philosophy across the world”, he added.
The key European highlights from this quarter include:
• HCL has won a multi-year contract with one of the largest banks in UK. HCL will be
providing IT outsourcing and transformational services for the bank’s core systems
that support the closed book insurance policies.
• HCL Technologies has been declared as one of Britain’s Top Employers for 2011 for
the fifth consecutive year by the Corporate Research Foundation (CRF) Institute.
• HCL hosted an exclusive evening titled ‘Unconventional Management’ on the sidelines
of the annual World Economic Forum (WEF) conference at Davos which was attended
by more than 100 participants including C-suite business executives, journalists and
academicians from across the globe.
• Vineet Nayar, Vice Chairman & CEO, HCL Technologies, was a panellist at the annual
WEF conference at Davos for a session titled ‘New Norms for Corporation’.
2. • Vineet Nayar, Vice Chairman & CEO, HCL Technologies, has been conferred with the
prestigious ‘Leader in the Digital Age Award’ (LIDA) at the CeBIT 2011 show in
Hannover, Germany, the world's largest trade fair showcasing ICT. The award
recognizes Vineet for pioneering ‘the revolutionary corporate philosophy of
Employees First, Customers Second, which acknowledges employees as the most
important capital a company has.’
• Anand Pillai, Senior Vice President and Global Head of Talent Transformation,
Intrapreneurship Development & EFCS Initiatives, HCL Technologies, conducted
workshops across Europe, on ‘Employees First, Customers Second’. These workshops
conducted at employee and client locations, leading universities, B-Schools and
Industry platforms generated a ground swell of support and goodwill for HCL’s radical
management philosophy.
Q3 FY 2011 Financial Highlights for HCL Technologies
• Q3 Revenues at US$ 915 mn; up 5.8% QoQ & 33.5% YoY
• Net Income crossed $ 100 mn/quarter milestone to reach $ 103 mn; up 16.5% QoQ
& 35.0% YoY
• Gross & Net Employee addition of 7,534 & 1,153 respectively taking total headcount
to 73,420
Q3 FY 2011 Financial Highlights for Europe:
• Europe posts 34.9% YoY revenue growth
• Europe posts 7.3% QoQ revenue growth
About HCL Technologies
HCL Technologies is a leading global IT services company, working with clients in the areas that impact and
redefine the core of their businesses. Since its inception into the global landscape after its IPO in 1999, HCL
focuses on ‘transformational outsourcing’, underlined by innovation and value creation, and offers integrated
portfolio of services including software-led IT solutions, remote infrastructure management, engineering and R&D
services and BPO. HCL leverages its extensive global offshore infrastructure and network of offices in 26 countries
to provide holistic, multi-service delivery in key industry verticals including Financial Services, Manufacturing,
Consumer Services, Public Services and Healthcare. HCL takes pride in its philosophy of ‘Employee First, Customer
Second’ which empowers our 73,420 transformers to create a real value for the customers. HCL Technologies,
along with its subsidiaries, had consolidated revenues of US$ 3.3 billion (Rs. 15,160 crores), as on 31 March 2011
(on LTM basis). For more information, please visit www.hcltech.com
About HCL
HCL is a $5.7 billion leading global technology and IT enterprise comprising two companies listed in India - HCL
Technologies and HCL Infosystems. Founded in 1976, HCL is one of India's original IT garage start-ups. A pioneer
of modern computing, HCL is a global transformational enterprise today. Its range of offerings includes product
engineering, custom & package applications, BPO, IT infrastructure services, IT hardware, systems integration, and
distribution of information and communications technology (ICT) products across a wide range of focused industry
verticals. The HCL team consists of over 79,000 professionals of diverse nationalities, who operate from 31
countries including over 500 points of presence in India. HCL has partnerships with several leading Global 1000
firms, including leading IT and technology firms. For more information, please visit www.hcl.com
3. Forward-looking Statements
Certain statements in this release are forward-looking statements, which involve a number of risks, uncertainties,
assumptions and other factors that could cause actual results to differ materially from those in such forward-
looking statements. All statements, other than statements of historical fact are statements that could be deemed
forward looking statements, including but not limited to the statements containing the words 'planned', 'expects',
'believes','strategy', 'opportunity', 'anticipates', 'hopes' or other similar words. The risks and uncertainties relating
to these statements include, but are not limited to, risks and uncertainties regarding impact of pending regulatory
proceedings, fluctuations in earnings, our ability to manage growth, intense competition in IT services, Business
Process Outsourcing and consulting services including those factors which may affect our cost advantage, wage
increases in India, customer acceptances of our services, products and fee structures, our ability to attract and
retain highly skilled professionals, our ability to integrate acquired assets in a cost effective and timely manner,
time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration,
our ability to manage our international operations, reduced demand for technology in our key focus areas,
disruptions in telecommunication networks, our ability to successfully complete and integrate potential acquisitions,
the success of our brand development efforts, liability for damages on our service contracts, the success of the
companies /entities in which we have made strategic investments, withdrawal of governmental fiscal incentives,
political instability, legal restrictions on raising capital or acquiring companies outside India, and unauthorized use
of our intellectual property, other risks, uncertainties and general economic conditions affecting our industry. There
can be no assurance that the forward looking statements made herein will prove to be accurate, and issuance of
such forward looking statements should not be regarded as a representation by the Company, or any other person,
that the objective and plans of the Company will be achieved. All forward looking statements made herein are
based on information presently available to the management of the Company and the Company does not
undertake to update any forward-looking statement that may be made from time to time by or on behalf of the
Company.
For details contact
HCL Technologies
Ranjana Sharma
HCL Technologies, Europe
DID: +44 (0) 207 105 8661
MOB: +44 (0) 7921 699137