By gathering and distilling meaning from the metadata that exists in the digital world, insurance carriers can mitigate risk for companies that have globe-traveling executives.

1. Kidnap and
Ransom Insurance:
At an Inflection Point
By gathering and distilling meaning from the
metadata that exists in the digital world, insurance
carriers can mitigate risk for companies that have
globe-traveling executives.

2. 2 KEEP CHALLENGING October 2015
Executive Summary
The number of kidnappings in the world is increasing dramatically,
especially with more people traveling to less developed and
politically unstable economies. According to some estimates, two
people are kidnapped and held for ransom somewhere in the world
every hour;1
each year, an estimated $1.5 billion2
is paid in ransom
to kidnappers. While kidnap and ransom (K&R) insurance products
are intended to reduce financial loss, insurers are grappling with
numerous challenges, in the following areas:
• Prospecting, due to limited insights for lead identification and
targeted marketing.
• Underwriting, resulting from a dearth of historical data
across a sufficiently large sample set, which makes it difficult
for insurers to develop a statistically accurate approach to
establishing K&R insurance rates. As a result, K&R insurance
products are usually priced high. This is reflected in the low
claims ratio for K&R insurance (about 34.3%3
) compared with
standard commercial lines, which is about 70%. While the K&R
claims ratio may never be in line with standard commercial
lines, the gap can be bridged by making rates more affordable
to buyers. The mobility of the insured across risk-prone areas
also poses a challenge for insurers to map patterns and
establish susceptibility to perils.
• Claims adjudication and loss control, due to a lack of data and
standard operating procedures. The risk/security consultants
that K&R insurers generally rely on for claims adjudication
often charge high fees to customize policies, track clients and
provide safety advice.

3. KIDNAP AND RANSOM INSURANCE: AT AN INFLECTION POINT 3
Conventional K&R marketing, underwriting and loss control
methods have proved ineffective for resolving these longstanding
challenges. We believe that a new approach — fueled by social,
mobile, analytics and cloud technologies (the SMAC Stack), as well
as the metadata generated by digital interactions — can enable the
K&R insurance industry to take advantage of the vast opportunities
to win in this uncontested space.
By harvesting the digital information that surrounds people,
organizations, processes and devices — what we call a Code Halo™
— insurers can convert market disadvantage into advantage. This
white paper highlights the state of the K&R market, illustrates how
carriers can apply Code Halo thinking to reduce kidnapping risk
and identifies ways to mitigate risk for K&R insurers that insure
companies across the globe.

4. ■ Low Risk ■ Medium Risk ■ High Risk ■ Extreme Risk
Kidnapping Risk Rating
Understanding the K&R Market
Kidnapping, unfortunately, is one of the fastest-growing organized criminal activities. In
fact, kidnappings of foreign nationals increased nearly 100%5
between 2011 and 2012, the
most recent publicly available data on the subject, and the average ransom demand in
2012 was approximately $2 million.6
Furthermore, over 80%7
of kidnapping cases go unreported because they are not made
public. Figure 1 depicts the kidnapping threat in countries around the world.
4 KEEP CHALLENGING October 2015
Global Kidnapping Risk Map
Source: red24
Figure 1

5. Unfortunately, the underlying drivers for K&R insurance appear vibrant and suggest
continued growth despite the best efforts of the international community. Figure 2 offers
our analysis of the ransom industry from various perspectives.
Sizing the Changes in the K&R Insurance Market
K&R insurance is typically organized by reimbursement policies. Companies are legally
able to pay ransom for a kidnapped employee, and insurers reimburse the company in
its home country. Policies can be sold as an individual product or as
coverage under other liability products. Studies have shown that the
death outcome in kidnapping incidents is reduced by 88.89%13
when
the victims are insured for kidnaps.
The total K&R insurance market was valued at about $4.37 billion14
in
2010, with an annual growth rate of roughly 12.25%.15
Market penetra-
tion by traditional insurance carriers is about 11.6%.16
An extrapola-
tion of this data indicates that the market opportunity size in 2015 is
$7.79 billion, from which only $1.05 billion has been accounted for17
(see Figure 3), indicating an under-penetrated market that demands
insurers’ attention.
Applying Code Halo Thinking to
K&R Insurance
Market under-penetration in the K&R space is the result of limited
prospecting and marketing capabilities, limited underwriting capabili-
ties and limited loss control measures. An inability to resolve these
issues has fueled the perception that K&R insurance products are
too expensive, deterring customers from purchasing them. Insurers
can work toward resolving these issues — and possibly reducing the
number of kidnapping incidents — by gathering and applying meaning
KIDNAP AND RANSOM INSURANCE: AT AN INFLECTION POINT 5
Kidnap and Ransom: An Analysis
K&R Insurance: A Market Analysis
Source: Cognizant analysis
Figure 2
7.79
8.75
9.82
11.02
12.37
1.05
1.78
2.99
4.20
5.42
20192018201720162015
K&R insurance penetration forecast
K&R insurance market opportunity forecast
Marketsize(U.S.$billions)
14
12
10
8
6
4
2
0
 Increasing political unrest in
countries such as Iraq,
Ukraine, Nigeria, Afghanistan
and Venezuela is leading to an
exponential increase in
kidnapping incidents.
 Case in point: ISIS, the
Islamist militant group, earned
about $20 million in 2014 from
ransoms paid for hostages,
including several French and
Spanish journalists.8
Perspective Outlook
 Globalization is forcing
corporations to expand their
international footprint by deputing
employees around the world –
providing a lucrative financial
option for kidnappers.
 Case in point: Somali pirates
took over a Korean supertanker in
the Indian Ocean in 2010. The
pirates held the 24-crew ship for
217 days until they received a
ransom of around $9 million.9
 Professional, business and
charity workers are the most
frequent kidnapping targets
(22% of total victims) as they
adopt a more adventurous
attitude while traveling on
work.10
 Case in point: A reverend
from the U.S. was kidnapped
from Hope Academy in Nigeria,
where she had been working
since 2005, for a ransom
demand of around $300,000.11
 Kidnappers are using new
technologies to execute their
plans. Social media stalking is
adopted to examine activity
patterns of potential victims to
aid in planning their attack.
 Case in point: An executive
was kidnapped in Monterrey,
Mexico, by a group that used
Google search to assess his
status based on the name
placard displayed at the airport.12
Factors Advances
Source: Cognizant analysis
Figure 3

6. from the metadata that surrounds people, processes, organizations and devices. Through
“Code Halo thinking,” insurers can create virtual identities of company executives, their
devices and the business activities in which they participate, which can unlock insights
that lead to better decision-making.
Consider this typical scenario: Let’s say “John,” who works as a sales executive at a major
multinational biochemical company, needs to make travel plans for an upcoming industry
conference in Mexico City. He logs on to Expedia and makes his travel and accommoda-
tion arrangements, and then schedules several meetings with his clients in that area using
the Microsoft Outlook app installed on his smartphone. In the evening, he tweets about his
upcoming plans to see if any of his friends will be in the area during the same timeframe.
Once John lands in the Mexico City airport, he checks-in his location on Twitter and
Facebook, rents a car and drives to his hotel. The GPS installed on his smartphone provides
directions to the route with the least traffic.
Following the conference, John plans to spend his weekend at a beach in Acapulco before
returning home. Using TripAdvisor, he identifies the best place to stay and then uses
Expedia to book a room at a beach resort.
In this situation, John engaged in numerous activities that involve interacting with his
smartphone and multiple social media sites. The information generated by these digital
interactions can be distilled to create John’s digital identity – the smartphone app shows
his work schedule; the GPS provides his hotel and work location, along with his driving
habits; Expedia, TripAdvisor and Twitter offer insight into his upcoming travel and accom-
modation details. The intersection of all these insights represents a halo of information
that an insurer can use to distill strategic insights into John’s risk profile, enabling targeted
marketing campaigns, dynamic pricing, automated actions to protect against kidnapping,
and reduced risks of paying ransom.
6 KEEP CHALLENGING October 2015
Quick Take
Insurers can create and cultivate a K&R Code Halo
ecosystem and harness insights relevant to their
business objectives. In order to assess whether
they are ready for such a move, insurers can ask
themselves the following questions:
• Does your organization want to make its products
readily available to a wider set of customers?
Does it want to increase its top line? Does it have
an aggressive premium growth target?
>> If yes, then it may want to focus on improved
prospecting and targeted marketing for K&R
insurance.
• Does your organization want to improve profit-
ability? Is its current loss ratio higher than the
industry average? Is there an initiative afoot to
increase the affordability of K&R products?
>> If yes, then your organization should increase
its emphasis on improving risk assessment
and using dynamic pricing.
• Does your organization want to improve its
customer service levels? Is the customer service
index affecting growth prospects?
>> If yes, then it may want to offer real-time safe-
ty alerts by continuously monitoring threat
perceptions to customers insured against K&R.
The data required for these focus areas exists in
the digital world. Using a comprehensive Code Halo
ecosystem, insurers can convert these key bits and
bytes into insights and foresights to harness K&R
opportunities.
For more on Code Halos read our book, “Code
Halos: How the Digital Lives of People, Things, and
Orga­nizations are Changing the Rules of Business,”
by Malcolm Frank, Paul Roehrig and Ben Pring,
published by John Wiley & Sons. April 2014, http://
www.wiley.com/WileyCDA/WileyTitle/productCd-
1118862074.html.
Is Your Organization Ready for Code Halo Thinking?

7. KIDNAP AND RANSOM INSURANCE: AT AN INFLECTION POINT 7
Creating a K&R Code Halo Ecosystem
To get started with such an initiative, insurers should understand two main aspects of the
Code Halo ecosystem: the conceptual view and the implementation view.
Conceptual View
The conceptual view answers the “what” question, i.e., what does this ecosystem consist of,
including details of the data sources that populate a Code Halo that will generate specific
insights (see Figure 4).
Figure 4
Anatomy of a Code Halo Ecosystem
n Customer Halo
n Enterprise Halo
n Partner Halo
n Employee Halo
n Product Halo
Zonal Risk
Analysis
6
Agent Profiles
7
Employer
Profiles
5 Emergency
Assistance
4
Associate Profiles
3
Geographical
Tracking
222Travel
Predictions
1
Product Profiles
8
Insights that can be gleaned include the following:
Insight 1: Travel predictions. Insurers can identify individuals or employees who are
seeking travel insurance, accommodations, car rentals and other similar information
(e.g., tweeting about upcoming travel on Twitter) in specific risk-prone countries. Such
individuals are high-quality prospects for K&R insurance, and their digital information
can be used to develop targeted marketing campaigns based on their threat exposure
analysis. The underlying information for these insights may be obtained from lead
generators and aggregators (e.g., AgentInsider), quote comparators (e.g., InsureMe,
QuoteWizard) and hotel booking websites (e.g., Booking.com).
Insight 2: Geographical tracking. Employers can gain insights into travelers’ location
and calendar information by requesting their consent to track them through a GPS-
enabled wearable device or mobile app. Employees would need to be ensured that the
collected data is treated in a secure and confidential manner (see Figure 5 on page 10
for more on this topic). With the help of this data, insurers would be able to provide
real-time safety warnings to the insured. The insured’s adherence to the safety recom-
mendations (tracked through GPS or mobile apps) can then be used to assess relevant
reductions in the K&R insurance policy premium and enable dynamic pricing. Data

8. 8 KEEP CHALLENGING October 2015
sources include GPS technologies (e.g., geo-tagging, triangulation), customized mobile
apps (e.g., TruMobi by Cognizant),18
and social media monitoring tools (e.g. Salesforce.
com’s Radian6, Social Mention).
Insight 3: Associate profiles. Insurers can build travelers’ personal and profession-
al profiles using social media monitoring tools for better prospecting, marketing and
loss control. This will help insurers prepare customized marketing campaigns, track
travelers’ whereabouts to provide safety alerts and improve claims adjudication, and
detect unknown profile visits on the traveler’s social media pages to prevent possible
kidnapping. Social media monitoring tools (e.g., Radian6, Attensity, Social Mention) can
be used to gather the underlying information needed for these insights.
Insight 4: Emergency assistance. Insurers can capture the last visited location
coordinates of the employee when the panic button was pressed in the mobile app
or wearable tracking device and send this information to partner security firms in
real-time for immediate assistance and rescue operations. This will assist insurers in
preventing or quickly rescuing the insured. GPS technologies (e.g., geo-tagging, tri-
angulation) and customized mobile apps (e.g., TruMobi by Cognizant) may be used to
develop this capability.
Insight 5: Employer profiles. Insurers can build employers’ professional profiles using
social media monitoring tools and tracking the contracts and deals won by employers
in particularly risky areas of relevant countries using Web crawlers. This will enable
the insurer to obtain quality prospects and initiate customized, just-in-time targeted
marketing campaigns. The underlying information needed for these insights can be
obtained from social media (e.g., Facebook, Twitter, LinkedIn), the company’s website,
media/press reports (e.g., industry reports, magazines) and broadcast news channels.
Insight 6: Zonal risk analysis. Insurers can assign risk scores to each area/sub-area
in a specific region based on the K&R incidents history and current news received (in
real-time) from the insurer’s risk or security partners to generate optimal product
pricing. These insights can be gleaned from information gathered from the United
Nations Office on Drugs and Crime, K&R consultancy firms and security firms.
Insight 7: Agent profiles. Insurers can maintain social and professional profiles of K&R
insurance agents to better map the agents according to customer issues, profiles and
location. The insurance carrier’s internal employee information database can be used
as the primary source for developing these insights.
Insight 8: Product profiles. Insurerers can map existing customer profiles with
different product types to identify the best K&R product for prospective customers.
The insurer’s internal policy information database and customer information database
may be used for developing these sell insights.

9. KIDNAP AND RANSOM INSURANCE: AT AN INFLECTION POINT 9
Implementation View
The implementation view answers the “how” question (i.e., how the conceptual view can
be implemented, and the various components involved). This includes a combination of
software and hardware components needed to gather, prepare and assimilate the data,
and harness the insights included in the conceptual view. Here’s a closer look at the steps
involved:
• Gather data: Several components are required to gather data about the insured:
>> Mobile app: A mobile app can help maintain contact with the traveler at all times,
which can help insurers understand the risk level of the insured’s potential travel
locations (via the calendar tracker) and actual locations (via the geo-tracker). Us-
ing these insights, insurers can determine and communicate safe travel zones and
routes, and share safety alerts.
>> Wearable device: Wearable devices can also be used to maintain contact with the
traveler, especially in areas with no/low network connectivity.
>> Data collection application: A suite of applications can be developed to integrate
all Code Halo sources (described in the conceptual view) and perform the necessary
collation, cleansing and correlation of information gathered.
• Prepare and assimilate: Application layers are required to prepare and assimilate the
gathered data to enable valuable insights. These include:
>> A compliance rules engine: To ensure adherence to data privacy regulations, rel-
evant local laws need to be incorporated in the form of business rules that will be
applied to the gathered data.
>> Data analysis and decision support algorithms: This includes applications to iden-
tify patterns from Code Halo metadata and perform user threat exposure analysis
and real-time location analysis.
• Harness: In order to benefit from the insights developed about customers and prospects,
insurers need to make the following changes to their application landscape:
>> Rating algorithm: The Code Halo ecosystem provides the insurer with better data
to predict the probability of loss. Insurers can use this new information to better
price the K&R insurance product. Doing so requires changes to the insurer’s ratings
engine to enable optimized pricing that is dynamic in nature, based on the threat
exposure analysis performed for the insured.
>> Marketing and sales systems: The rich data presented by Code Halos must be
analyzed by the insurer’s marketing and sales systems to determine and pursue new
leads and enable better targeted marketing.
>> Customer communication systems: Changes will need to be made to the insurer’s
communication systems to enable integration with the mobile app and wearable de-
vices to promote loss control through safety alerts.

10. 10 KEEP CHALLENGING October 2015
Managing Risk
Insurers must be aware of the regulatory landscape, privacy concerns and risks involved
with tracking travelers’ physical location, monitoring the information on their smart-
phones and accessing their social media profiles. Figure 5 describes these risks and their
respective mitigation plans.
Regulatory Concerns, Risks & Mitigation Plans
Figure 5
Risks & Concerns Mitigation Plans
Data Privacy –
Location Data
A few states in the U.S. have adopted
laws for regulating the use of electronic
tracking of employees. Others may
follow suit.
Employers should only track employees under certain conditions:
QQ Use employer-owned devices.
QQ Obtain prior employee consent and give prior notice.
QQ Collect only relevant information and keep data secure.
Data Privacy –
Internet Data
U.S. regulators are trying to establish
stringent data privacy protection laws
that would give Internet users more
control over their online personal data.
Information from external Code Halos will pass through a business
rules engine that checks for compliance with regulations such as
Federal Trade Commission laws, Do Not Track Online Act 2013, the
Electronic Communication Privacy Act, etc.
Ignorance/
Moral Hazards
Employees may forget or purpose-
fully not carry the wearable device or
cellphone.
QQ Employees should be made aware of the safety benefits of
carrying the wearable device or smartphone.
QQ Employers should track location inactivity.
Data Security
Data collected from different Code Halo
sources can be exposed to hackers and
malware.
Systems should ensure multi-layered data security that follows
a defense-in-depth security strategy to protect information from
unauthorized access.
Moving Forward
The need to do business in more innovative ways is rapidly becoming tablestakes for
insurance providers, and K&R insurers must carefully identify and overcome the challenges
to enable this transformational change. Implementing a Code Halo framework requires a
comprehensive plan that includes the following steps:
• People: Identify leaders of the initiative, as well as a cross-functional team to implement
the solution. Prepare internal teams to drive the required cultural and organizational
change.
• Process: Analyze the carrier’s current K&R insurance market share, target segments
and product offerings. Assess the impact of changes required to implement the solution
using the existing business model. Determine existing people, process and technology
touchpoints for tapping the K&R insurance market and design the future-state operating
model. Prepare an implementation roadmap, control mechanism and execution strategy.
• Technology and partners: Establish strategic partnerships with hardware and software
providers to implement the solution, or with a solution integrator that will bring all the
components together.
• Communication: Devise a strategy to communicate with the sales channel (agents,
brokers and direct channels), partners and internal product management, underwriting
and actuarial teams.
Many opportunities exist in the K&R insurance market, and insurers can harness them if
they have the vision and the wherewithal. By applying Code Halo thinking, K&R insurers
can gain the first-mover advantage and realize their full potential.
Note: Code Halo™ is a trademark of Cognizant Technology Solutions.

11. KIDNAP AND RANSOM INSURANCE: AT AN INFLECTION POINT 11
Footnotes
1 “Kidnap, Extortion, Detention, Hijack,” Stening Simpson, http://www.steningsimpson.com.au/risk-ransom/.
2 Global Black Market Information, Havoscope, 2012, http://www.havocscope.com/tag/kidnap-and-ransom/.
3 “Hiscox Ltd. Report and Accounts,” Hiscox Ltd., 2013,
http://www.bma.bm/Insurance/Filings/2013%20GROUP%20PUBLIC%20FILINGS/Hiscox%20Ltd.pdf.
4 “Four Facts About Kidnap and Ransom,” PropertyCasualty360.com, February 2012,
http://www.propertycasualty360.com/2012/02/27/4-facts-about-kidnap-and-ransom.
5 “Safe Travels,” CanadianUnderwriter.ca, May 2014,
http://www.canadianunderwriter.ca/news/safe-travels/1003088229/?&er=NA.
6 Global Black Market Information, Havoscope, 2012, http://www.havocscope.com/tag/kidnap-and-ransom/.
7 “Top 10 Places to Get Kidnapped From,” Castle Rock Global Insurance, April 2008,
http://www.castlerockagency.com/news/agency-articles/travelers-beware-the-top-10-places-to-be-kidnapped-from.html.
8 “Where Islamic State Gets its Money,” The Economist, January 2015, http://www.economist.com/blogs/economist-
explains/2015/01/economist-explains?zid=312&ah=da4ed4425e74339883d473adf5773841.
9 “The 18 Largest Ransoms Ever Paid,” Business Insider, September 2012,
http://www.businessinsider.com/the-biggest-ransoms-ever-2012-9.
10 “Kidnap & Ransom Today,” Catlin Group Ltd., October 2012,
http://www.catlin.com/flipbook/kidnap-and-ransom-today/files/inc/342692550.pdf.
11 “American Missionary Kidnapped in Nigeria as Neighbor Countries Seethe,” Global Information Network, March 2015,
http://www.frostillustrated.com/2015/american-missionary-kidnapped-nigeria-neighbor-countries-seethe/.
12 Bryan Acohido, “Kidnappers Use Google to Research, Select Victims,” USA Today, Feb. 15, 2011,
http://content.usatoday.com/communities/technologylive/post/2011/02/kidnappers-use-google-to-select-victims/1.
13 “Mining Market Review,” Willis Ltd., Spring 2011,
http://www.willis.com/documents/publications/industries/Mining_and_Metals/Mining_Market_Review_2011.pdf.
14 K&R insurance market in 2010 = Ransom market in 2010 * K&R claims ratio (i.e., 34.3%).
From the Hiscox Annual Report, 2013.
15 “I’m a Client… Get Me Out of Here,” The Economist, June 27, 2013,
http://www.economist.com/blogs/schumpeter/2013/06/kidnap-and-ransom-insurance.
16 “Insurance Indicators,” Organization for Economic Cooperation and Development, 2010,
http://stats.oecd.org/Index.aspx?QueryId=25437.
17 K&R Insurance Market Opportunity Analysis, Cognizant, December 2014.
18 TruMobi is Cognizant’s enterprise mobility suite that manages and secures enterprise apps and data.
For more information, please visit http://www.cognizant.com/trumobi.

12. 12 KEEP CHALLENGING October 2015
About the Authors
Ramanujam Venkatesan is a Senior Consulting Manager with Cognizant Business
Consulting’s Insurance Practice. He specializes in property and casualty insurance,
with focused expertise in commercial insurance products. Ramanujam has worked
with many insurance carriers across North America, Europe and Asia-Pacific. He
has a postgraduate degree in management from the Indian Institute of Management
Indore and has a bachelor’s degree in engineering from the University of Madras.
Ramanujam also holds certifications from The Institutes (formerly the American
Institute for Chartered Property and Casualty Underwriters). He can be reached
at Ramanujam.Venkatesan@cognizant.com | LinkedIn: https://www.linkedin.com/
pub/ramanujam-ram-venkatesan/1/7b1/b27.
Arvind Choudhary is a Senior Consultant with Cognizant Business Consulting’s
Insurance Practice. He has over eight years of business analysis and IT experience
in the insurance and telecommunications industries. He specializes in property and
casualty insurance and has worked with numerous insurance carriers across North
America, the UK and Asia-Pacific. He has a postgraduate degree in management
from the Indian Institute of Management Bangalore and a bachelor’s degree in
engineering from the Jabalpur Engineering College. Arvind can be reached at
Arvind.Choudhary@cognizant.com | LinkedIn: https://in.linkedin.com/pub/arvind-
choudhary/8/451/a95.
Satyendra Kuntal is a Senior Consultant with Cognizant Business Consulting’s
Insurance Practice. He has more than nine years of business consulting, product
and program management experience in the insurance industry. Satyendra special-
izes in P&C insurance, focusing on data and digital transformation initiatives. He
is a post-graduate in management from the Management Development Institute
Gurgaon and has a bachelor’s degree in engineering from the Indian School Mines
(ISM-IIT) Dhanbad. He can be reached at satyendra.kuntal@cognizant.com |
Linkedin: www.linkedin.com/in/ReachSaty.

13. World Headquarters
500 Frank W. Burr Blvd.
Teaneck, NJ 07666 USA
Phone: +1 201 801 0233
Fax: +1 201 801 0243
Toll Free: +1 888 937 3277
inquiry@cognizant.com
European Headquarters
1 Kingdom Street
Paddington Central
London W2 6BD
Phone: +44 (0) 207 297 7600
Fax: +44 (0) 207 121 0102
infouk@cognizant.com
India Operations Headquarters
#5/535, Old Mahabalipuram Road
Okkiyam Pettai, Thoraipakkam
Chennai, 600 096 India
Phone: +91 (0) 44 4209 6000
Fax: +91 (0) 44 4209 6060
inquiryindia@cognizant.com
© Copyright 2015, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means,
electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to
change without notice. All other trademarks mentioned herein are the property of their respective owners. 1575
About Cognizant’s Insurance
Business Group
Cognizant is a leading global services partner for the in-
surance industry. In fact, six of the top 10 global insurers
and 33 of the top 50 U.S. insurers benefit from our in-
tegrated services portfolio. We help our clients run bet-
ter by driving greater efficiency and effectiveness, while
simultaneously helping them run differently by innovat-
ing and transforming their businesses for the future.
Cognizant redefines the way its clients operate — from
increasing sales and marketing effectiveness, to driving
process improvements and modernizing legacy systems,
to sourcing business operations.
About Cognizant Business
Consulting
With over 3,600 consultants worldwide, Cognizant Busi-
ness Consulting (CBC) offers high-value consulting ser-
vices that improve business performance and operation-
al productivity, lower operational expenses and enhance
overall performance. Clients draw upon our deep indus-
try expertise, program and change management capabili-
ties and analytical objectivity to help improve business
productivity, drive technology-enabled business transfor-
mation and increase shareholder value. To learn more,
please visit www.cognizant.com/business-consulting or
email us at inquiry@cognizant.com.
About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of in-
formation technology, consulting, and business process
outsourcing services, dedicated to helping the world’s
leading companies build stronger businesses. Headquar-
tered in Teaneck, New Jersey (U.S.), Cognizant combines
a passion for client satisfaction, technology innovation,
deep industry and business process expertise, and a
global, collaborative workforce that embodies the fu-
ture of work. With over 100 development and delivery
centers worldwide and approximately 218,000 employ-
ees as of June 30, 2015, Cognizant is a member of the
NASDAQ-100, the S&P 500, the Forbes Global 2000, and
the Fortune 500 and is ranked among the top performing
and fastest growing companies in the world. Visit us online
a www.cognizant.com or follow us on Twitter: Cognizant.