Aegis Sustainability Report 2011
description
Transcript of Aegis Sustainability Report 2011
Sustainability Report 2011
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BILLION MOMENTS.MILLION WAYS.Contact Information
Registered OfficeAegis Limited, Essar House, 11, Keshavrao Khadye Marg, Mahalaxmi,Mumbai 400 034, India. Tel.: +91 22 66601100 | Fax: +91 22 2354 4490Email: [email protected] | www.aegisglobal.com
Corporate OfficeEssar Technopark, Old Swan Mill Compound, LBS Marg, Kurla (W),Mumbai 400070, India.
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ONE EXPERIENCE.
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11 The Year at a Glance
35 Happy Customers
62 Statement of GRI Application Level Check
53 Aegis Memberships
8 Our Pedigree
External Assurance
We are convinced that external assurance brings credibility to the report and helps in enhancing the
quality and reliability of information provided therein. We also realize that objective feedback from a
different perspective is vital in our quest for improvement in reporting.
This year, we engaged Ernst & Young to provide independent assurance as per ISAE 3000. Our key
material issues, policies, and processes were reviewed by the EY team.
During their interaction with the senior leadership they were given an insight into the strategy,
business approach, and alignment of sustainability in different functions.
We intend to seek external assurance for our future reports as well.
1 Message from the Managing Director and Global CEO
3 Aegis at a Glance
8 Aegis Credentials
44 Happy World
13 Aegis Sustainability Approach
39 Happy Shareholders
18 Happy Employees
59 Abbreviations and Acronyms
64 GRI Content Index
63 Assurance Statement from E&Y
61 Application Level
5 The Aegis Global Management Team
Index
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A new standard of excellence in business, financial, and more importantly social and environmental arena has driven Aegis to draft its phenomenal success story. Today, Aegis is recognized amongst the premier league of outsourcing services providers the world over. Delivering a superlative customer experience in the service domain from Total Customer Lifecycle Management, comprehensive Technology Solutions, Finance, HR & IT Shared Services, to Engineering Services, we have emerged as the market leaders.
With a presence in 12 countries across 6 continents, Aegis holds a prominent place in the global services space. What makes us a significant player in determining the global outsourcing landscape in the domains we operate is that we understand and harness the power of human relationships. At Aegis, sustainability is not merely an economic value but more importantly an emotional value forged out of enduring relationships, and this bond inherently drives each one of us to succeed in our endeavors.
This philosophy is embodied in all our internal key measurement parameters, which resonate as “Happy Employees, Happy Customers, Happy Shareholders and Happy World.”
Happy Employees: While we realize that keeping our customers and shareholders happy determines our success, we inherently know that the secret to achieve this will be our employees. We are working on creating a three band hierarchy similar to any family that consists of grandparents (mentors), parents (leaders), and children (managers/frontline workers). We desire to create an individual who is with us to contribute to a purpose and be bound with us due to our family values. At Aegis, we nurture our employees through our unique strategy called “Get-Set-Go.” We ensure that when a new employee gets into office, we set him or her up for a promising career with us, and then they go higher up in the hierarchy or go on to become goodwill ambassadors of Aegis in the external world.
We strive to create alumni that remember Aegis as a family that contributed to their success and prosperity. Playing a key role in ensuring the implementation and success of this strategy is the Aegis ACE (Achieving Continuous Excellence) program that is targeted at junior to middle-level management employees and focuses on enhancing interpersonal and behavioral skills for potential leaders. The Aegis ACE program has thus driven organizational success by empowering our employees with skills that will help them deliver effectively and efficiently on the professional and personal fronts.
We see employment generation as among our most important corporate social responsibilities. Through our presence in centers like Srinagar in India, where private sector employment is extremely low, we hope to contribute to the development of the region. In South Africa and Saudi Arabia, we have been able to empower a greater number of people, bringing about a huge transformation. The sensitization towards customer experience, recognition and service, in-depth issue analysis, revisions in benchmarks, training employees on adding the personal touch to a transaction and other such
initiatives have made the difference. Ensuring diversity and inclusive progress, we have employed over 550 differently-abled employees across business verticals and nine women employees in leadership roles, and plan to increase this count over the next few years. This is apart from our focus on other areas of diversity such as inclusion of indigenous people, mature age people and people with diverse cultural orientations.
As a result of these and many other similar initiatives around the Aegis world, we have been awarded by several organizations of global repute for our people practices, including Hewitt’s Best Employer award in India and Australia, and the Black Economic Empowerment initiatives in South Africa. We have also been able to get significant government grants for our employment and training initiatives in various geographies.
Happy Customers: Operating in the services domain, we believe that our first responsibility is towards our customers. We see ourselves as engaging with our customers to reach an effective resolution and we take pride in meeting that expectation. As a testament to our commitment, some of our major clients and industry observers—such as Frost & Sullivan, Gartner, and IAOP—have honored us with awards and featured us in reports that reinstate our strength in delivering a holistic and superior customer experience.
Our constant customer focus has been achieved through constant engagement with our clients through systematic measures, which include managing client-facing metrics, periodic reviews and creation of moments of truth on every transaction. This has helped us ensure that we continue to make our customers happy.
Happy Shareholders: The cascading effect of meeting our customers and client expectations was seen in our considerably good financial performance. Overall, during the period 2008- 2011, we maintained a growth rate of over 3.7 times as compared to the industry growth rate of 1.1 percent. While the business saw an organic growth of over $165 million in revenues, we also grew inorganically, with the major highlight being the acquisition of Argentinean CLM Company, Actionline. This strategic acquisition marks our foray into Latin America and empowers us with near shore, Spanish language capabilities.
We continue to diversify our strengths in domains that we are yet to explore by partnering with major industry leaders. Another major milestone in our acquisition strategy was acquiring a majority stake in AGC Networks, India’s leading solutions integrator in enterprise communications, which was then followed by a mandatory follow-on offer to acquire another 20% in the company. We believe this acquisition has given us considerable foothold in the technology domain that will provide significant synergies in fulfilling our CEO-Partner strategy that involves indulging beyond the Marketing and Operations offices of a client organization’s hierarchy by including the Technology structure in the strategy. All this translates to more reasons for our shareholders to smile.
Happy World: There is an inherent diversity that exists in Aegis today and we do not want to force unification, but give every individual the freedom to render his/her thoughts in their own manner and be kind towards humans, the environment and the world at large. Going a step ahead, we have contributed significantly to the society and our environment under our global CSR umbrella, Happy World. The Happy World initiative is our single platform to concentrate the philanthropic energies of our global base of over 54,000 employees. For instance, 9,740 employees worldwide volunteered in the recent past for various activities like blood donation, PC donation, tree planting, fund raising, visits to charitable institutions, and more. As a company we participated in the global climatic change program and also plan to conduct a survey to assess the global climatic conditions. While the impact of our actions cannot be quantified to an exact extent, some numbers speak for themselves: Reduction in power consumption by 3% and a goal to reduce an additional 1.5% by the next year, 1,907 blood units donated and over 1,700 trees planted, touching more than 22,892 lives globally over the past year.
We have created a social structure as ‘one family’ that calls for a sense of sensibility. We take this structure globally as a revolution which is a combination of belief and behavior, which will ultimately enable us to become what we want to be. Speaking of the Joplin case, the Aegis family across the globe came forward to help in cash and kind. Our employees are also forthcoming and have donated generously to the Japanese tsunami relief, Haiti earthquake relief, Sri Lanka flood relief, and many other causes. We focus largely on participation, which leads to penetration, creating patterns resulting in performance. All this goes to further reinstate the fact that we at Aegis believe that we need to imbibe an organizational as well as individual culture of responsibility towards a healthy planet and happy people. Once employees participate in our social activities they are motivated to build our brand and create moments of truth with their actions, thus contributing to the journey of sustainability.
As an organization that believes in delivering a holistic experience to everyone we connect, involve and engage with, we are working towards intensifying our growth to bring value to both business and people alike. As we spread our wings, through growth, acquisitions, mergers, and partnerships with key industry leaders, we will innovate, standardize and transform the way we function. We will continue to lead the way for others to follow the path of excellence and holistic prosperity.
Let’s begin!
Aparup SenguptaManaging Director and Global CEO
Message from ManagingDirector and Global CEO
Mr. Aparup Sengupta
Sustainability Report 2011 Sustainability Report 20110201
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A new standard of excellence in business, financial, and more importantly social and environmental arena has driven Aegis to draft its phenomenal success story. Today, Aegis is recognized amongst the premier league of outsourcing services providers the world over. Delivering a superlative customer experience in the service domain from Total Customer Lifecycle Management, comprehensive Technology Solutions, Finance, HR & IT Shared Services, to Engineering Services, we have emerged as the market leaders.
With a presence in 12 countries across 6 continents, Aegis holds a prominent place in the global services space. What makes us a significant player in determining the global outsourcing landscape in the domains we operate is that we understand and harness the power of human relationships. At Aegis, sustainability is not merely an economic value but more importantly an emotional value forged out of enduring relationships, and this bond inherently drives each one of us to succeed in our endeavors.
This philosophy is embodied in all our internal key measurement parameters, which resonate as “Happy Employees, Happy Customers, Happy Shareholders and Happy World.”
Happy Employees: While we realize that keeping our customers and shareholders happy determines our success, we inherently know that the secret to achieve this will be our employees. We are working on creating a three band hierarchy similar to any family that consists of grandparents (mentors), parents (leaders), and children (managers/frontline workers). We desire to create an individual who is with us to contribute to a purpose and be bound with us due to our family values. At Aegis, we nurture our employees through our unique strategy called “Get-Set-Go.” We ensure that when a new employee gets into office, we set him or her up for a promising career with us, and then they go higher up in the hierarchy or go on to become goodwill ambassadors of Aegis in the external world.
We strive to create alumni that remember Aegis as a family that contributed to their success and prosperity. Playing a key role in ensuring the implementation and success of this strategy is the Aegis ACE (Achieving Continuous Excellence) program that is targeted at junior to middle-level management employees and focuses on enhancing interpersonal and behavioral skills for potential leaders. The Aegis ACE program has thus driven organizational success by empowering our employees with skills that will help them deliver effectively and efficiently on the professional and personal fronts.
We see employment generation as among our most important corporate social responsibilities. Through our presence in centers like Srinagar in India, where private sector employment is extremely low, we hope to contribute to the development of the region. In South Africa and Saudi Arabia, we have been able to empower a greater number of people, bringing about a huge transformation. The sensitization towards customer experience, recognition and service, in-depth issue analysis, revisions in benchmarks, training employees on adding the personal touch to a transaction and other such
initiatives have made the difference. Ensuring diversity and inclusive progress, we have employed over 550 differently-abled employees across business verticals and nine women employees in leadership roles, and plan to increase this count over the next few years. This is apart from our focus on other areas of diversity such as inclusion of indigenous people, mature age people and people with diverse cultural orientations.
As a result of these and many other similar initiatives around the Aegis world, we have been awarded by several organizations of global repute for our people practices, including Hewitt’s Best Employer award in India and Australia, and the Black Economic Empowerment initiatives in South Africa. We have also been able to get significant government grants for our employment and training initiatives in various geographies.
Happy Customers: Operating in the services domain, we believe that our first responsibility is towards our customers. We see ourselves as engaging with our customers to reach an effective resolution and we take pride in meeting that expectation. As a testament to our commitment, some of our major clients and industry observers—such as Frost & Sullivan, Gartner, and IAOP—have honored us with awards and featured us in reports that reinstate our strength in delivering a holistic and superior customer experience.
Our constant customer focus has been achieved through constant engagement with our clients through systematic measures, which include managing client-facing metrics, periodic reviews and creation of moments of truth on every transaction. This has helped us ensure that we continue to make our customers happy.
Happy Shareholders: The cascading effect of meeting our customers and client expectations was seen in our considerably good financial performance. Overall, during the period 2008- 2011, we maintained a growth rate of over 3.7 times as compared to the industry growth rate of 1.1 percent. While the business saw an organic growth of over $165 million in revenues, we also grew inorganically, with the major highlight being the acquisition of Argentinean CLM Company, Actionline. This strategic acquisition marks our foray into Latin America and empowers us with near shore, Spanish language capabilities.
We continue to diversify our strengths in domains that we are yet to explore by partnering with major industry leaders. Another major milestone in our acquisition strategy was acquiring a majority stake in AGC Networks, India’s leading solutions integrator in enterprise communications, which was then followed by a mandatory follow-on offer to acquire another 20% in the company. We believe this acquisition has given us considerable foothold in the technology domain that will provide significant synergies in fulfilling our CEO-Partner strategy that involves indulging beyond the Marketing and Operations offices of a client organization’s hierarchy by including the Technology structure in the strategy. All this translates to more reasons for our shareholders to smile.
Happy World: There is an inherent diversity that exists in Aegis today and we do not want to force unification, but give every individual the freedom to render his/her thoughts in their own manner and be kind towards humans, the environment and the world at large. Going a step ahead, we have contributed significantly to the society and our environment under our global CSR umbrella, Happy World. The Happy World initiative is our single platform to concentrate the philanthropic energies of our global base of over 54,000 employees. For instance, 9,740 employees worldwide volunteered in the recent past for various activities like blood donation, PC donation, tree planting, fund raising, visits to charitable institutions, and more. As a company we participated in the global climatic change program and also plan to conduct a survey to assess the global climatic conditions. While the impact of our actions cannot be quantified to an exact extent, some numbers speak for themselves: Reduction in power consumption by 3% and a goal to reduce an additional 1.5% by the next year, 1,907 blood units donated and over 1,700 trees planted, touching more than 22,892 lives globally over the past year.
We have created a social structure as ‘one family’ that calls for a sense of sensibility. We take this structure globally as a revolution which is a combination of belief and behavior, which will ultimately enable us to become what we want to be. Speaking of the Joplin case, the Aegis family across the globe came forward to help in cash and kind. Our employees are also forthcoming and have donated generously to the Japanese tsunami relief, Haiti earthquake relief, Sri Lanka flood relief, and many other causes. We focus largely on participation, which leads to penetration, creating patterns resulting in performance. All this goes to further reinstate the fact that we at Aegis believe that we need to imbibe an organizational as well as individual culture of responsibility towards a healthy planet and happy people. Once employees participate in our social activities they are motivated to build our brand and create moments of truth with their actions, thus contributing to the journey of sustainability.
As an organization that believes in delivering a holistic experience to everyone we connect, involve and engage with, we are working towards intensifying our growth to bring value to both business and people alike. As we spread our wings, through growth, acquisitions, mergers, and partnerships with key industry leaders, we will innovate, standardize and transform the way we function. We will continue to lead the way for others to follow the path of excellence and holistic prosperity.
Let’s begin!
Aparup SenguptaManaging Director and Global CEO
Message from ManagingDirector and Global CEO
Mr. Aparup Sengupta
Sustainability Report 2011 Sustainability Report 20110201 0403
Sustainability Report 2011 Sustainability Report 2011
VisionAt Aegis, we envision to constantly innovate in order to build superior execution capabilities for our clients, thereby creating wealth for all the stakeholders.
This vision is further articulated through the acronym VIEW.
Mission
Happy Employees
Provide progressive opportunities and platforms that nurture people to participate, learn and unleash prosperity through constant and relevant engagement.
Happy Customers
Co-create with our customers and provide them superior value through our global delivery platform and a class of service that is customized and innovative to meet and exceed their expectations.
Happy Shareholders
Provide our shareholders an institution that creates sustainable economic value by efficiently managing all classes of assets.
VIEW.Happy Customers
Co-create with our customers and provide them superior value through our global delivery platform and a class of service that is customized and innovative to meet and exceed their expectations.
Happy Shareholders
Provide our shareholders an institution that creates sustainable economic value by efficiently managing all classes of assets.
Business OverviewWe have crafted our comprehensive suite of solutions to specifically manage, enable, extend, and enhance the client’s complete business experience, as explained below:
Aegis at a GlanceCore ValuesAt Aegis, we have defined a set of core values that permeate the culture and initiatives of all our operations and employees. These values are as follows:
We have crafted our comprehensive suite of solutions to specifically manage, enable, extend, and enhance the client’s complete business experience, as explained below:
operations and employees. These values are as follows:
The CoreValues of
Aegis
Hones
t
Committed
Responsive
Insp
iring
Innov
ative
Energetic
Passionate
Focused
Diversified service offering across the value chain
Customer Lifecycle Management
Customer Prospecting
Customer Acquisition
Activation/Order Processing
Cross-sell/Up-sell
Customer Care/Maintenance
Retention Management
Collections
Data Management
Back-office Services
Engineering Services
Finance & Accounting
HR Processing
Spend Management
Unified Communications
Networking
Information Security
CRM and Contact Center Applicationsand Professional Services
IT Consulting
BPO Services Technology Services
Telecom Financial Services Healthcare & Insurance Travel & Hospitality Industrial/Technology Consumer Products
Any Time, Any Place, Any Process
Aegis has a presence in 12 countries and six continents and employs more than 54,000 people across 50 locations. Our clients belong to a variety of industry verticals such as:
Global Headquarters
Centers
Country Headquarters
Aegis has a presence in 12 countries and six continents and employs more than 54,000 people across 50 locations. Our
Global Headquarters
Centers
Country HeadquartersArgentina:> Tucuman> Cordoba> Bahia Blanca> Mar del Plata> Buenos Aires City (2)
Saudi Arabia:> Riyadh> Jeddah
India:> Noida> Gurgaon> Lucknow (2)> Hyderabad> Bangalore (3)> Hazira> Ahmedabad> Pune> Mumbai (2)> Kolkata (2)> Jamshedpur> Bhopal> Srinagar
Philippines:> Baguio> Cebu (2)> Manila (3)
New Zealand:> Auckland
Australia:> Melbourne (3)> Sydney
South Africa:> Johannesburg (2)
UK:> Manchester
UAE:> Dubai
Costa Rica:> San Jose
US:> Irving, TX (2)> Killeen, TX> Port St. Lucie, FL> Fairmont, WV> Joplin, MO> Sierra Vista, AZ> New York, NY> Los Angeles, CA
Sri Lanka:> Colombo Australia
4
Employee Strength: 54,000+
Seats: 38,000+
Centers
Sri Lanka1
South Africa2
New Zealand1
Philippines6
US9
India18
Costa Rica1
Argentina6
Saudi Arabia2
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TheAegis GlobalManagement Team
Anil ModiPresident - CCC and Global Head Marketing & Strategy
Anil joined Aegis in 2005 and has over 24 years of work experience in the field of global outsourcing and process re-engineering. Prior to Aegis, he served in Global Tele-Systems, Hughes Network System and HCL technologies.
He has engineered successful global outsourcing solutions for many Fortune 100 companies.
Anil holds a Bachelor’s Degree in Electronics and Communications Engineering and a Master’s Degree in Business Management from Cornell University.
Aparup SenguptaManaging Director and Global CEO
Aparup joined Aegis in 2004 and has over 22 years of work experience in the IT/ITeS industry.
He is a Lead Assessor and Member of the Jury of the CII Business Excellence Award, and has served as the Chairman of the BPO Steering Committee of Assocham.
Aparup was conferred with the “CEO of the Year Award” by Economic Times in association with QAI for 2010-11. He was also bestowed with the “CEO of the Year Award” by BPO Excellence Awards in the same year.
Aparup holds a Bachelor’s Degree in (Electrical) Engineering and has participated in post-graduate leadership programs at IIM Kolkata, XLRI, and Portsmouth University.
Chandra VenkatramaniChief Operating Officer (North America)
Chandra joined Aegis in 2005 and has over 21 years of work experience in the IT/ITeS industry.
He is the founder of Swift Response, a BPO company with significant operations in India.
Chandra holds a Master’s Degree in Industrial Engineering from Louisiana Tech University and a Master’s Degree in Business Administration from New York University's Stern School of Business.
C.M. SharmaGlobal Chief Financial Officer
C.M. Sharma joined Aegis in 2005 and has over 23 years of work experience in corporate finance across industries such as BPO, chemicals, textiles, steel, and electronics.
He brings with him functional expertise in the areas of Corporate Finance, M&A, strategy, cross border taxation, transfer pricing, legal and secretarial.
C.M. Sharma was bestowed with the “India CFO Award for Excellence in Mergers and Acquisitions” by IMA, and the “CFO of the Year” award in service sector by Institute of Chartered Accountants of India in 2010-11.
He is a fellow-member of the Institute of Chartered Accountants of India.
Neeti KhaitanChief Relationship Officer (North America)
Neeti joined Aegis in 2005 and has over 16 years of work experience in telecommunication, customer service, and BPO operations.
Neeti is the former CEO and President of e-Telequest. She is also a founding member of South Central Board of ATA (American Teleservices Association) and a member of Greater Irving-Las Colinas Chamber of Commerce, AIF (American Indian Foundation), and TiE (The Indus Entrepreneurs).
Neeti holds a Bachelor’s Degree in Business Administration from Pepperdine University, California.
Peter BloomPresident - Quality and Customer Experience
Peter joined Aegis in 2011 and has over 31 years of work experience in operations.
In his previous role, Peter worked as President and Co-Founder of Customer Operations Performance Center (COPC Inc.).
Peter is an authority on operational performance and benchmarks on a global basis having conducted more than 350 in-depth operational assessments across 25 countries.
Peter holds a Bachelor of Art Degree from Massachusetts and Master’s Degree in Business Administration from Harvard Business School.
Rahul KamalakarChief Information Officer
Rahul joined Aegis in 2005 and has over 25 years of work experience in IT services and process transitions with Wipro, IBM Global Services & 24/7.
He was the founding member of 24/7, a California-based BPO company.
Rahul holds a Diploma in Industrial Electronics, Mumbai.
Rainerio (“Bong”) BorjaPresident - Strategic Initiatives
Bong joined Aegis in 2000 and has over 26 years of work experience managing large-scale customer service, IT support, and consulting organizations within the Asia-Pacific region.
He is a founder of the Business Processing Association of the Philippines (BPAP), the umbrella organization of BPO, contact center, and IT-enabled services companies in the country, and was its Chairman for five years.
Bong holds a Bachelor of Science Degree from the De La Salle University, Manila, Philippines.
Rajiv AhujaPresident (ASEAN & ANZ)
Rajiv joined Aegis in 2003 and has over 19 years of work experience in the IT/ITeS industry.
In his previous roles, Rajiv headed AOL’s captive center in Bangalore and managed AOL’s partner sites in India. He was also the Head for Dell International’s US consumer vertical and the India COO for vCustomer.
Rajiv has also served in the Indian Army as part of the Special Forces training team in the Commando Wing for 8 years.
Rajiv holds an Honors Degree in Commerce from St. Xavier’s College in Kolkata and a certification in International Management from Stanford University and National University of Singapore.
R VaidyanathanBusiness Head - CLM (India & SAARC)
Vaidyanathan joined Aegis in 2009 and has over 25 years of work experience in sales and marketing, customer service and heading strategic business units for multinational companies.
He started his career with E&T in the IT industry and later on worked with Xerox India and Tata Business Support Services.
Vaidyanathan holds a Bachelor’s Degree in Electrical Engineering from Birla Institute of Technology, Ranchi, and a Master’s Degree in International Trade from Indian Institute of Foreign Trade, New Delhi.
Sandip SenPresident - Global CLM Business Unit
Sandip joined Aegis in 2006 and has over 20 years of work experience in Sales and Marketing.
In his previous roles, he has worked as the Head of Marketing and Network Head at Hutchison Paging, amongst other senior management positions in the FMCG and telecom sectors.
Sandip was the founder CEO and COO of Customer First Services, which was subsequently acquired by Aegis.
He holds an Honor’s Degree in Economics from Presidency College, Kolkata, and a Master’s Degree in Business Administration from XLRI, Jamshedpur.
(In alphabetical order by first-name)
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S.M. GuptaChief People Officer
S.M. Gupta joined Essar Group in 2005 and Aegis in 2008 and has over 24 years of work experience in BPO, IT, telecom, retail, oil, and FMCG industry sectors.
He has significant expertise in the areas of human resource strategy, culture building, organizational structuring and development, change management, and performance management.
He is a TQM trainer and a certified Thomas Profiling professional.
He holds a Bachelor of Science Degree and a Master’s Degree in Business Administration from Kurukshetra University.
Satya K JhaPresident - Global Technology Business Unit
S.K. Jha joined Aegis in 2009 and has over 20 years of work experience in the areas of systems integration, operations, sales and marketing of IT and telecom solutions, and strategic business planning.
He has established 3D Networks, a specialist organization in India/ME/USA providing IT and telecom services.
S.K. Jha holds a Bachelor’s Degree in Computer Engineering.
Sudhir AgarwalPresident - Global M&A and Strategic Initiatives
Sudhir joined Aegis in 2005 and has over 17 years of work experience in the BPO industry, where he has handled the migrations, business development and operations aspects of the business.
Sudhir specializes in strategizing, overseeing and executing plans for operational excellence, and aligning operation strategies to overall business plans.
He holds a Bachelor’s Degree in Commerce from Delhi University and a Master’s Degree in Business Administration from the Manchester Business School in Strategy and International Business.
Sunil SwarupPresident - Shared Services Business Unit
Sunil joined Aegis in 2011 and has over 23 years of work experience in the BPO and Shared Services space.
In his previous role, Sunil was Senior Director - Global Transformation with Hewlett Packard, Global Business Services.
Sunil is a Chartered Accountant from the Institute of Chartered Accountants of India, and holds a Bachelor’s Degree in Law and a Master’s Degree in Commerce.
V NandakumarPresident - Global Engineering Business Unit
Nandakumar joined Aegis in 2005 and has over 40 years of work experience in project management, consultancy engineering, and construction management.
Prior to Aegis, he worked with MECON as Chairman-cum-Managing Director.
Nandakumar holds a Bachelor’s Degree in Mechanical Engineering from Madras University and a Master’s Degree in Engineering from Memorial University.
Our Pedigree
Canada
USA
UAE
Germany
Kenya
India
Indonesia
China
United Kingdom
Pan India, for all the leading clients
Operational Metrics, IT Security, CSAT, Administrative SAS 70
Bangalore, India Business Process Management & Quality COPC, Inc.
Ernst & Young
COPC, Inc.
Aegis Credentials
Who We AreAegis is wholly owned by the multinational conglomerate, Essar Group. The Essar Group is a leading player in the sectors of Steel, Oil & Gas, Power, BPO & Telecom Services, Shipping, Ports, and Projects. With operations in more than 25 countries across five continents, the Group employs 75,000 people, and has revenues of USD 17 billion.
Essar began as a construction company in 1969 and diversified into manufacturing, services, and retail. Today, the Group continues to expand its global footprint. Essar invests significantly in forward and backward integration of its businesses and on leveraging synergies between these businesses. It also focuses on in-house research and innovation and on embracing the latest technology to remain a low-cost manufacturer with high quality products and innovative customer offerings.
For more information about Essar Group, kindly visit www.essar.com.
Location Certified Functions Certified by Certified by
Certifications
CertificationsSome of the certifications Aegis has received include:
The Essar Group’s Global Footprint
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TheAegis GlobalManagement Team
Anil ModiPresident - CCC and Global Head Marketing & Strategy
Anil joined Aegis in 2005 and has over 24 years of work experience in the field of global outsourcing and process re-engineering. Prior to Aegis, he served in Global Tele-Systems, Hughes Network System and HCL technologies.
He has engineered successful global outsourcing solutions for many Fortune 100 companies.
Anil holds a Bachelor’s Degree in Electronics and Communications Engineering and a Master’s Degree in Business Management from Cornell University.
Aparup SenguptaManaging Director and Global CEO
Aparup joined Aegis in 2004 and has over 22 years of work experience in the IT/ITeS industry.
He is a Lead Assessor and Member of the Jury of the CII Business Excellence Award, and has served as the Chairman of the BPO Steering Committee of Assocham.
Aparup was conferred with the “CEO of the Year Award” by Economic Times in association with QAI for 2010-11. He was also bestowed with the “CEO of the Year Award” by BPO Excellence Awards in the same year.
Aparup holds a Bachelor’s Degree in (Electrical) Engineering and has participated in post-graduate leadership programs at IIM Kolkata, XLRI, and Portsmouth University.
Chandra VenkatramaniChief Operating Officer (North America)
Chandra joined Aegis in 2005 and has over 21 years of work experience in the IT/ITeS industry.
He is the founder of Swift Response, a BPO company with significant operations in India.
Chandra holds a Master’s Degree in Industrial Engineering from Louisiana Tech University and a Master’s Degree in Business Administration from New York University's Stern School of Business.
C.M. SharmaGlobal Chief Financial Officer
C.M. Sharma joined Aegis in 2005 and has over 23 years of work experience in corporate finance across industries such as BPO, chemicals, textiles, steel, and electronics.
He brings with him functional expertise in the areas of Corporate Finance, M&A, strategy, cross border taxation, transfer pricing, legal and secretarial.
C.M. Sharma was bestowed with the “India CFO Award for Excellence in Mergers and Acquisitions” by IMA, and the “CFO of the Year” award in service sector by Institute of Chartered Accountants of India in 2010-11.
He is a fellow-member of the Institute of Chartered Accountants of India.
Neeti KhaitanChief Relationship Officer (North America)
Neeti joined Aegis in 2005 and has over 16 years of work experience in telecommunication, customer service, and BPO operations.
Neeti is the former CEO and President of e-Telequest. She is also a founding member of South Central Board of ATA (American Teleservices Association) and a member of Greater Irving-Las Colinas Chamber of Commerce, AIF (American Indian Foundation), and TiE (The Indus Entrepreneurs).
Neeti holds a Bachelor’s Degree in Business Administration from Pepperdine University, California.
Peter BloomPresident - Quality and Customer Experience
Peter joined Aegis in 2011 and has over 31 years of work experience in operations.
In his previous role, Peter worked as President and Co-Founder of Customer Operations Performance Center (COPC Inc.).
Peter is an authority on operational performance and benchmarks on a global basis having conducted more than 350 in-depth operational assessments across 25 countries.
Peter holds a Bachelor of Art Degree from Massachusetts and Master’s Degree in Business Administration from Harvard Business School.
Rahul KamalakarChief Information Officer
Rahul joined Aegis in 2005 and has over 25 years of work experience in IT services and process transitions with Wipro, IBM Global Services & 24/7.
He was the founding member of 24/7, a California-based BPO company.
Rahul holds a Diploma in Industrial Electronics, Mumbai.
Rainerio (“Bong”) BorjaPresident - Strategic Initiatives
Bong joined Aegis in 2000 and has over 26 years of work experience managing large-scale customer service, IT support, and consulting organizations within the Asia-Pacific region.
He is a founder of the Business Processing Association of the Philippines (BPAP), the umbrella organization of BPO, contact center, and IT-enabled services companies in the country, and was its Chairman for five years.
Bong holds a Bachelor of Science Degree from the De La Salle University, Manila, Philippines.
Rajiv AhujaPresident (ASEAN & ANZ)
Rajiv joined Aegis in 2003 and has over 19 years of work experience in the IT/ITeS industry.
In his previous roles, Rajiv headed AOL’s captive center in Bangalore and managed AOL’s partner sites in India. He was also the Head for Dell International’s US consumer vertical and the India COO for vCustomer.
Rajiv has also served in the Indian Army as part of the Special Forces training team in the Commando Wing for 8 years.
Rajiv holds an Honors Degree in Commerce from St. Xavier’s College in Kolkata and a certification in International Management from Stanford University and National University of Singapore.
R VaidyanathanBusiness Head - CLM (India & SAARC)
Vaidyanathan joined Aegis in 2009 and has over 25 years of work experience in sales and marketing, customer service and heading strategic business units for multinational companies.
He started his career with E&T in the IT industry and later on worked with Xerox India and Tata Business Support Services.
Vaidyanathan holds a Bachelor’s Degree in Electrical Engineering from Birla Institute of Technology, Ranchi, and a Master’s Degree in International Trade from Indian Institute of Foreign Trade, New Delhi.
Sandip SenPresident - Global CLM Business Unit
Sandip joined Aegis in 2006 and has over 20 years of work experience in Sales and Marketing.
In his previous roles, he has worked as the Head of Marketing and Network Head at Hutchison Paging, amongst other senior management positions in the FMCG and telecom sectors.
Sandip was the founder CEO and COO of Customer First Services, which was subsequently acquired by Aegis.
He holds an Honor’s Degree in Economics from Presidency College, Kolkata, and a Master’s Degree in Business Administration from XLRI, Jamshedpur.
(In alphabetical order by first-name)
0807Sustainability Report 2011 Sustainability Report 2011
Page-13Page-12
S.M. GuptaChief People Officer
S.M. Gupta joined Essar Group in 2005 and Aegis in 2008 and has over 24 years of work experience in BPO, IT, telecom, retail, oil, and FMCG industry sectors.
He has significant expertise in the areas of human resource strategy, culture building, organizational structuring and development, change management, and performance management.
He is a TQM trainer and a certified Thomas Profiling professional.
He holds a Bachelor of Science Degree and a Master’s Degree in Business Administration from Kurukshetra University.
Satya K JhaPresident - Global Technology Business Unit
S.K. Jha joined Aegis in 2009 and has over 20 years of work experience in the areas of systems integration, operations, sales and marketing of IT and telecom solutions, and strategic business planning.
He has established 3D Networks, a specialist organization in India/ME/USA providing IT and telecom services.
S.K. Jha holds a Bachelor’s Degree in Computer Engineering.
Sudhir AgarwalPresident - Global M&A and Strategic Initiatives
Sudhir joined Aegis in 2005 and has over 17 years of work experience in the BPO industry, where he has handled the migrations, business development and operations aspects of the business.
Sudhir specializes in strategizing, overseeing and executing plans for operational excellence, and aligning operation strategies to overall business plans.
He holds a Bachelor’s Degree in Commerce from Delhi University and a Master’s Degree in Business Administration from the Manchester Business School in Strategy and International Business.
Sunil SwarupPresident - Shared Services Business Unit
Sunil joined Aegis in 2011 and has over 23 years of work experience in the BPO and Shared Services space.
In his previous role, Sunil was Senior Director - Global Transformation with Hewlett Packard, Global Business Services.
Sunil is a Chartered Accountant from the Institute of Chartered Accountants of India, and holds a Bachelor’s Degree in Law and a Master’s Degree in Commerce.
V NandakumarPresident - Global Engineering Business Unit
Nandakumar joined Aegis in 2005 and has over 40 years of work experience in project management, consultancy engineering, and construction management.
Prior to Aegis, he worked with MECON as Chairman-cum-Managing Director.
Nandakumar holds a Bachelor’s Degree in Mechanical Engineering from Madras University and a Master’s Degree in Engineering from Memorial University.
Our Pedigree
Canada
USA
UAE
Germany
Kenya
India
Indonesia
China
United Kingdom
Pan India, for all the leading clients
Operational Metrics, IT Security, CSAT, Administrative SAS 70
Bangalore, India Business Process Management & Quality COPC, Inc.
Ernst & Young
COPC, Inc.
Aegis Credentials
Who We AreAegis is wholly owned by the multinational conglomerate, Essar Group. The Essar Group is a leading player in the sectors of Steel, Oil & Gas, Power, BPO & Telecom Services, Shipping, Ports, and Projects. With operations in more than 25 countries across five continents, the Group employs 75,000 people, and has revenues of USD 17 billion.
Essar began as a construction company in 1969 and diversified into manufacturing, services, and retail. Today, the Group continues to expand its global footprint. Essar invests significantly in forward and backward integration of its businesses and on leveraging synergies between these businesses. It also focuses on in-house research and innovation and on embracing the latest technology to remain a low-cost manufacturer with high quality products and innovative customer offerings.
For more information about Essar Group, kindly visit www.essar.com.
Location Certified Functions Certified by Certified by
Certifications
CertificationsSome of the certifications Aegis has received include:
The Essar Group’s Global Footprint
1009Sustainability Report 2011 Sustainability Report 2011
Bangalore, India Operational Metrics, IT Security, Financials, CSAT,Administrative
Ernst & Young SAS 70
Bangalore, India Operational Metrics, IT Security, Financials, CSAT, Administrative
COPC, Inc. COPC, 4.1
ISO 14001: 2004
Mumbai, India Engineering Services Division Bureau Veritas
Mumbai, India FAO & HRO - Environmental Management System DNV
ISO 27001: 2005Mumbai, India FAO & HRO - Information Security Management System DNV
Location Certified Functions Certified by Certified by
SAS 70USA Audit & Compliance Brightline
OHSAS 18001:2007
Mumbai, India FAO & HRO - Occuptional Health & Safety DNV
ISO 9001: 2008Mumbai, India FAO & HRO - Quality Management System DNV
Page-15Page-14
Awards and Recognition
Aegis has received the following awards detailed below in different domains during FY 2010-11:
Aegis was ranked no. 15 in International Association of Outsourcing Professionals (IAOP) Global Outsourcing 100 list 2011.
Aegis was conferred with the MVP Quality Awards 2010.
2010
™
Aegis was ranked no. 4 in the NASSCOM Top 15 BPO Exporters 2011.
Aegis was recognized as the “Best Employer in India 2011” by Aon Hewitt in association with Outlook Business and Bloomberg UTV.
Aegis has been recognized as “India’s Best Companies to Work for 2011” by the Great Place to Work Institute.
Aegis India was ranked 4th in the Dataquest-IDC Employee Satisfaction survey for the year 2010 forHR best practices.
Top Women in Business & Government (TWBG), a leading publication in South Africa, has recognized Aegis South Africa as one of the leading gender empowerment organizations in South Africa for our commitment to promote the equality of women in the workplace.
Aegis was recognized by the State Government of Gujarat in India by receiving the GESIA award for the third time in a row for being the Highest Employment Generator in the State of Gujarat for the year 2010.
Aegis has been featured among 12 leading companies in the Gartner Magic Quadrant CRM Contact Center North America 2009 and CM Contact Center Worldwide 2010.
Aegis was featured as a Major Player in IDC Marketscape Report 2010 for Customer Care BPO’s.
Aegis has been recoginzed as “2011 Contact Center Services Provider” of the Year by global consulting firm Frost & Sullivan.
Aegis bagged the “Social Change Agent of the year” award at the BPO Excellence Awards 2010-11 for its efforts through the Happy World Initiative.
HR best practices.
Top Women in Business & Government (TWBG),leading publication in South Africa, has recognized Aegis South Africa as one of the leading gender empowerment organizations in South Africa for our commitment to promote the equality of women in the workplace.promote the equality of women in the workplace.
Aegis was recognized by the State Government of Gujarat in India by receiving the GESIA award for the third time in a row for being the Highest Employment Generator in the State of Gujarat for the year 2010.
Aegis has been featured among 12 leading companies in the Gartner Magic Quadrant CRM Contact Center North America 2009 and CM Contact Center Worldwide 2010.
promote the equality of women in the workplace.
Aegis was recognized by the State Government of Gujarat in India by receiving the GESIA award for the
Aegis has been recognised as “2011 Indo American Corporate Excellence Award” for the Best Indian Company in USA in Technology.
Exporters 2011.
Aegis has been recognised as “2011 Indo American Corporate Excellence Award” for the Best Indian Company in USA in Technology.
Aegis Australia was recognized as “2011 Best Employer” in Australia and New Zealand by Aon Hewitt.
Aegis South Africa was conferred with two prestigious HR Awards at the Annual BPeSA Star Awards in 2011. BPeSA stands for Business Process enabling South Africa.
Aegis South Africa demonstrated People Leadership and best-in-class global HR practices to win awards in the following categories:
Best HR Service Provider. Top Number of Jobs created in South Africa.
Both awards were given under the “Provincial” and “National” categories, with Aegis South Africa bagging the most acclaimed “Gold” status.
Aegis South Africa was conferred with two prestigious HR Awards at the Annual BPeSA Star Awards in 2011. BPeSA stands for Business Process enabling South Africa.
Aegis South Africa demonstrated People Leadership and best-in-class global HR practices to win awards in the following categories:
Best HR Service Provider. Top Number of Jobs created in South Africa.
Corporate Excellence Award” for the Best Indian Company in USA in Technology.
Aegis Australia was recognized as “2011 Best Employer” in Australia and New Zealand by Aon Hewitt.Employer” in Australia and New Zealand by Aon Hewitt.
Aegis South Africa was conferred with two prestigious HR Awards at the Annual BPeSA Star Awards in 2011. BPeSA stands for Business Process enabling South
Employee Satisfaction survey for the year 2010 forHR best practices.
Top Women in Business & Government (TWBG),leading publication in South Africa, has recognized Aegis South Africa as one of the leading gender empowerment
Work for 2011” by the
Aegis India was ranked 4th in the Dataquest-IDC Employee Satisfaction survey for the year 2010 forAegis India was ranked 4th in the Dataquest-IDC Employee Satisfaction survey for the year 2010 for
Aegis has received the following awards detailed below in different domains during FY 2010-11:
Aegis was recognized as the “Best Employer in India 2011” by Aon Hewitt in association with Outlook Business and Bloomberg UTV.
Aegis has been recognized as “India’s Best Companies to Work for 2011” by the
2011” by Aon Hewitt in association with Outlook Business and Bloomberg UTV.
Aegis has been recognized as “India’s Best Companies to Work for 2011” by the
1211Sustainability Report 2011 Sustainability Report 2011
Page-17Page-16
The Year at a GlanceThe following acquisitions, mergers, joint ventures, new businesses, and concepts were initiated and strengthened in the FY 2010-11:
Shared Services
Aegis extended the business outsourcing experience for its clients by augmenting the delivery chain with Shared Services. It represents a set of shared services, such as Spend Management, Finance & Accounting (F&A), IT Operations Management, and Human Resource Services, which has the potential to deliver a truly transformational outsourcing experience. With a combination of global delivery centers, customized solutions and domain expertise, Aegis Shared Services helps our clients to focus on their core competencies while Aegis manages the rest.
Contact Center Company
The Contact Center Company (CCC) is a joint-venture entity between Aegis and the Saudi Telecom Company (STC), which is the 10th largest telecom company in the world, serving over 100 million customers in 10 different markets. CCC leverages the global quality standards and domain expertise of Aegis with the strong local brand of STC, to offer BPO and contact center services to the Middle East and Arab regions. CCC currently employs approximately 500 people from two centers in Riyadh and Jeddah, and is expected to employ about 4000 people in four locations in FY 2011-12. For more details, please visit: www.contactcentercompany.com.sa
Actionline, Argentina
This year, Aegis completed the acquisition of Actionline in Argentina. Founded in 1994, Actionline was one of the largest BPOs in the South American continent with more than 5,000 associates, spread across seven centers in five cities. Aegis in Argentina is focused on growing in the domestic market and serving leading telecom, banking, insurance, and energy clients in the region.
Aegis News Network (ANN)
In January 2011, Aegis launched the Aegis News Network (ANN), an internal, globally integrated, television network that delivers a steady stream of internally produced programming content for all our operations across the globe. The ANN programming can be classified under the following categories:
Aegis business news
Industry news
Employee engagement programs
Features and fun videos
Currently a bi-monthly bulletin, we intend to make ANN a weekly news bulletin with more topical, up-to-date, and relevant news for our employees across the world. Plans are also to strengthen ground reporting by increasing local presence.
Global Command Center
The Global Command Center (GCC) is a first-of-its-kind facility in India, which uses the latest technology and innovations to help businesses monitor performance, compare metrics, visualize scenarios, create projections, and plan for more effective operations, leading to an ever-increasing profitability and customer satisfaction. GCC monitors customer satisfaction on a real-time basis.
The GCC provides consultancy services using “Run the Business” & “Change the Business” methodologies, classified under a broad spectrum of service offerings as follows:
Business process management
Performance innovation
Business intelligence
Forecasting & planning
Performance monitoring
The GCC Experience Center is located at the Aegis global headquarters in Mumbai.
1009Sustainability Report 2011 Sustainability Report 2011
Bangalore, India Operational Metrics, IT Security, Financials, CSAT,Administrative
Ernst & Young SAS 70
Bangalore, India Operational Metrics, IT Security, Financials, CSAT, Administrative
COPC, Inc. COPC, 4.1
ISO 14001: 2004
Mumbai, India Engineering Services Division Bureau Veritas
Mumbai, India FAO & HRO - Environmental Management System DNV
ISO 27001: 2005Mumbai, India FAO & HRO - Information Security Management System DNV
Location Certified Functions Certified by Certified by
SAS 70USA Audit & Compliance Brightline
OHSAS 18001:2007
Mumbai, India FAO & HRO - Occuptional Health & Safety DNV
ISO 9001: 2008Mumbai, India FAO & HRO - Quality Management System DNV
Page-15Page-14
Awards and Recognition
Aegis has received the following awards detailed below in different domains during FY 2010-11:
Aegis was ranked no. 15 in International Association of Outsourcing Professionals (IAOP) Global Outsourcing 100 list 2011.
Aegis was conferred with the MVP Quality Awards 2010.
2010
™
Aegis was ranked no. 4 in the NASSCOM Top 15 BPO Exporters 2011.
Aegis was recognized as the “Best Employer in India 2011” by Aon Hewitt in association with Outlook Business and Bloomberg UTV.
Aegis has been recognized as “India’s Best Companies to Work for 2011” by the Great Place to Work Institute.
Aegis India was ranked 4th in the Dataquest-IDC Employee Satisfaction survey for the year 2010 forHR best practices.
Top Women in Business & Government (TWBG), a leading publication in South Africa, has recognized Aegis South Africa as one of the leading gender empowerment organizations in South Africa for our commitment to promote the equality of women in the workplace.
Aegis was recognized by the State Government of Gujarat in India by receiving the GESIA award for the third time in a row for being the Highest Employment Generator in the State of Gujarat for the year 2010.
Aegis has been featured among 12 leading companies in the Gartner Magic Quadrant CRM Contact Center North America 2009 and CM Contact Center Worldwide 2010.
Aegis was featured as a Major Player in IDC Marketscape Report 2010 for Customer Care BPO’s.
Aegis has been recoginzed as “2011 Contact Center Services Provider” of the Year by global consulting firm Frost & Sullivan.
Aegis bagged the “Social Change Agent of the year” award at the BPO Excellence Awards 2010-11 for its efforts through the Happy World Initiative.
HR best practices.
Top Women in Business & Government (TWBG),leading publication in South Africa, has recognized Aegis South Africa as one of the leading gender empowerment organizations in South Africa for our commitment to promote the equality of women in the workplace.promote the equality of women in the workplace.
Aegis was recognized by the State Government of Gujarat in India by receiving the GESIA award for the third time in a row for being the Highest Employment Generator in the State of Gujarat for the year 2010.
Aegis has been featured among 12 leading companies in the Gartner Magic Quadrant CRM Contact Center North America 2009 and CM Contact Center Worldwide 2010.
promote the equality of women in the workplace.
Aegis was recognized by the State Government of Gujarat in India by receiving the GESIA award for the
Aegis has been recognised as “2011 Indo American Corporate Excellence Award” for the Best Indian Company in USA in Technology.
Exporters 2011.
Aegis has been recognised as “2011 Indo American Corporate Excellence Award” for the Best Indian Company in USA in Technology.
Aegis Australia was recognized as “2011 Best Employer” in Australia and New Zealand by Aon Hewitt.
Aegis South Africa was conferred with two prestigious HR Awards at the Annual BPeSA Star Awards in 2011. BPeSA stands for Business Process enabling South Africa.
Aegis South Africa demonstrated People Leadership and best-in-class global HR practices to win awards in the following categories:
Best HR Service Provider. Top Number of Jobs created in South Africa.
Both awards were given under the “Provincial” and “National” categories, with Aegis South Africa bagging the most acclaimed “Gold” status.
Aegis South Africa was conferred with two prestigious HR Awards at the Annual BPeSA Star Awards in 2011. BPeSA stands for Business Process enabling South Africa.
Aegis South Africa demonstrated People Leadership and best-in-class global HR practices to win awards in the following categories:
Best HR Service Provider. Top Number of Jobs created in South Africa.
Corporate Excellence Award” for the Best Indian Company in USA in Technology.
Aegis Australia was recognized as “2011 Best Employer” in Australia and New Zealand by Aon Hewitt.Employer” in Australia and New Zealand by Aon Hewitt.
Aegis South Africa was conferred with two prestigious HR Awards at the Annual BPeSA Star Awards in 2011. BPeSA stands for Business Process enabling South
Employee Satisfaction survey for the year 2010 forHR best practices.
Top Women in Business & Government (TWBG),leading publication in South Africa, has recognized Aegis South Africa as one of the leading gender empowerment
Work for 2011” by the
Aegis India was ranked 4th in the Dataquest-IDC Employee Satisfaction survey for the year 2010 forAegis India was ranked 4th in the Dataquest-IDC Employee Satisfaction survey for the year 2010 for
Aegis has received the following awards detailed below in different domains during FY 2010-11:
Aegis was recognized as the “Best Employer in India 2011” by Aon Hewitt in association with Outlook Business and Bloomberg UTV.
Aegis has been recognized as “India’s Best Companies to Work for 2011” by the
2011” by Aon Hewitt in association with Outlook Business and Bloomberg UTV.
Aegis has been recognized as “India’s Best Companies to Work for 2011” by the
14Sustainability Report 2011
Page-19Page-18
AegisSustainabilityApproach
Our first Sustainability Report last year demonstrated our commitment to reporting as per international standards and complying with GRI G3 Guidelines. This year’s report continues with the same practice.
Last year, we embarked on the sustainability journey and have covered some ground. We are trying to align our sustainability strategy with the business strategy of the organization. This year the focus was on redefining and prioritizing our material issues; generating awareness about our sustainability efforts globally, introducing and implementing people policies, and increasing the number of volunteering hours by the employees.
This report, as last year, is aligned with the Global Reporting Initiative (GRI) G3 Guidelines and includes information on our economic, social, and environmental performance over the periods of April ‘09 to March ‘10 and April ‘10 to March ‘11. It excludes information on our recent acquisition of Actionline, Argentina, and the joint-venture with STC.
In this report, you shall see a noticeable improvement in our data collection
programs, particularly in the social category (employees and community related). We also initiated the monitoring of our carbon footprint as per WRI – WBCSD GHG Protocol and will be taking the carbon management program forward next year.
In order to bring credibility to the report and receive constructive feedback on our reporting strategy, we engaged Ernst & Young to provide independent assurance on this report as per ISAE 3000.
Our performance against commitments made in last year’s report can be found in the subsequent pages, under the heading Aegis Sustainability Priorities, Performance, and Targets. Refer to the below link for Sustainability Report 2010.
http://www.aegisglobal.com/upload/pdf/Aegis_Sustainability_Report_%202010.pdf
We are open to receiving feedback to improve our subsequent reports.
Please email your feedback or suggestions to S.M. Gupta, Chief People Officer, Aegis, at [email protected].
Sustainability Performance HighlightsBelow are the Sustainability Performance highlights for the FY 2010-11:
Differently abled headcount increased to 1% of the global headcount
Electricity consumption reduced by 3% in India
Electricity consumption per employee decreased by 4.8%
USD 49,010 raised through CSR activities
Diesel consumption reduced by 62%
2,840 rewards & recognitions programs conducted
9,736 Aegisites volunteered for CSR activities
Revenues increased by 53%
22,892 lives touched through CSR activities
977,640 man-days of training provided
Paper consumption per employee reduced by 24%
27,561 employees in India and Sri Lanka signed up to contribute to the Aegis Foundation
9 women hired in senior leadership positions
248 CSR activities conducted
1615Sustainability Report 2011 Sustainability Report 2011
Page-21Page-20
Aegis Sustainability Priorities, Performance, and Targets
Performance against commitments made in the FY 2010-11:
Focus Area Commitment Performance (2010-11) Target (2011-12)
Human Resources Succession planning and competency developmentfor 300 critical roles
Exercise was conducted for 862 employees globally, out of which 456 employees have been identified as Category 1 employees
To create Individual Development Plans for all Category 1 employees and recommend development opportunities to develop the competencies of all high potential and high performance Aegisites
Implementation of SAP HR As per Project Plan, we made considerable headway towards SAP implementation
To complete roll out of SAP HCM modules at all Aegis locations by end of 2012
Happy World Jute craft project for families of sainiks
20 women were trained in Kolkata from the Khardha Bhohogotdebi Sangh with a trade skill of making creative accessories using jute
To ensure an Inclusive Progress Initiative in each geography and train 15 sainik widows in Mumbai with Jute Craft
Administration Reduction of energy consumption in India by 3%
Achieved Further reduce energy consumption in India by 1.5%
“Cookies for Cancer” project Trained 23 women for preparing cookies, who are currently employed by the corporate caterer
To revisit this project with another caterer who will assist them with a livelihood program
Aegis Green Clubs Launched Aegis green clubs in Mumbai & India
To ensure one green initiative in each geography and to create Happy World Ambassadors in Philippines and South Africa to promote volunteerism
To become a carbon neutral company
Initiated monitoring of carbon footprint at all locations except Argentina and Saudi Arabia
Strengthen the carbon monitoring program and explore opportunities for CO2 emission reduction or sequestration
Maintaining accurate compensation benchmarking
Completed internal preliminary analysis of compensation
Conduct a third-party Compensation Benchmarking survey
Ensuring at least 1% of the global workforce comprises differently- abled people
Achieved Raise the differently-abled headcount to 1.5%
Hiring women in senior leadership roles to close the gender gap at the top level
Recruited 9 women in senior leadership roles at different locations
To continue hiring women in senior leadership roles
Stakeholder Engagement
We consider stakeholder engagement as fundamental to successful business. Engaging with our stakeholders not only helps us in business decision making but also helps us prioritize material issues.
Our approach to stakeholder engagement continues to include communication, consultation, dialogue, and partnerships. The aim of the engagement is to seek win-win outcomes. This year, we introduced new initiatives for engaging with our stakeholders, especially employees.
The table below shows the diverse range of stakeholders our company engages with and the engagement relationship with each stakeholder.
Stakeholder Mode of Engagement Frequency
Happy Employees Coffee with CEO Monthly
Town Halls Monthly
VIEW - Employee Summit Yearly
Skip Level Meetings Fortnightly
Global Talent Exchange Programs As per business requirement
Refresher Policy Courses Weekly
Global HR Summit Yearly
Birthday Celebrations As per occurrence
Other Employee Engagement Programs At least once a month in each and every location & businesses
IJP As per business requirement
Happy Customers VIBES - Customer Summit Yearly
Happy Shareholders Shareholders Meeting As per business requirement
Visits
Meetings
Communication
Happy World Events 248 activities in one year and 22,892 lives touched through various philanthropic activities
Communication through AGM Yearly
Customer Satisfaction Survey Yearly
Rewards & Recognition Monthly
Employee Satisfaction Survey Yearly
Sta
keho
lder
’s Im
pac
t
Stakeholder’s Dependence
Low
Medium
High
TradeAssociations
Customers,Media,
Schools & Universities
Community NGOs
ClientsCapital Providers
Competitors Employees
GovernmentAgencies
17Sustainability Report 2011
Page-23Page-22
MaterialityOur approach to materiality remained the same as last year. We continued with the five-part materiality test to identify, prioritize, and report on our material issues.
The five-part materiality test included the following:
1. Policy-based performance
2. Direct, short-term financial impacts
3. Stakeholder behavior and concerns
4. Societal norms (regulatory and non-regulatory)
5. Business peer based norms.
The material issues in the matrix on the right reflect our organization’s significant environmental, economic, and social impacts that would influence the assessment and decision by stakeholders.
Sta
keho
lder
’s d
egre
e o
f co
ncer
n
Current or Potential impact on the company’s Economic, Social, and Environmental Performance
The key material issues are appropriately addressed in the relevantsections of the report.
EmployeeEngagement
Information Security
Low
Medium
High Innovation,Employee Cost,
Quality of Product,Brand, Regulatory
Compliance
TrainingCommunication
Asset Utilization,Organic Growth, Cost
of Service, Price ofServices, Facility
Management
HappyEmployees
1615Sustainability Report 2011 Sustainability Report 2011
Page-21Page-20
Aegis Sustainability Priorities, Performance, and Targets
Performance against commitments made in the FY 2010-11:
Focus Area Commitment Performance (2010-11) Target (2011-12)
Human Resources Succession planning and competency developmentfor 300 critical roles
Exercise was conducted for 862 employees globally, out of which 456 employees have been identified as Category 1 employees
To create Individual Development Plans for all Category 1 employees and recommend development opportunities to develop the competencies of all high potential and high performance Aegisites
Implementation of SAP HR As per Project Plan, we made considerable headway towards SAP implementation
To complete roll out of SAP HCM modules at all Aegis locations by end of 2012
Happy World Jute craft project for families of sainiks
20 women were trained in Kolkata from the Khardha Bhohogotdebi Sangh with a trade skill of making creative accessories using jute
To ensure an Inclusive Progress Initiative in each geography and train 15 sainik widows in Mumbai with Jute Craft
Administration Reduction of energy consumption in India by 3%
Achieved Further reduce energy consumption in India by 1.5%
“Cookies for Cancer” project Trained 23 women for preparing cookies, who are currently employed by the corporate caterer
To revisit this project with another caterer who will assist them with a livelihood program
Aegis Green Clubs Launched Aegis green clubs in Mumbai & India
To ensure one green initiative in each geography and to create Happy World Ambassadors in Philippines and South Africa to promote volunteerism
To become a carbon neutral company
Initiated monitoring of carbon footprint at all locations except Argentina and Saudi Arabia
Strengthen the carbon monitoring program and explore opportunities for CO2 emission reduction or sequestration
Maintaining accurate compensation benchmarking
Completed internal preliminary analysis of compensation
Conduct a third-party Compensation Benchmarking survey
Ensuring at least 1% of the global workforce comprises differently- abled people
Achieved Raise the differently-abled headcount to 1.5%
Hiring women in senior leadership roles to close the gender gap at the top level
Recruited 9 women in senior leadership roles at different locations
To continue hiring women in senior leadership roles
Stakeholder Engagement
We consider stakeholder engagement as fundamental to successful business. Engaging with our stakeholders not only helps us in business decision making but also helps us prioritize material issues.
Our approach to stakeholder engagement continues to include communication, consultation, dialogue, and partnerships. The aim of the engagement is to seek win-win outcomes. This year, we introduced new initiatives for engaging with our stakeholders, especially employees.
The table below shows the diverse range of stakeholders our company engages with and the engagement relationship with each stakeholder.
Stakeholder Mode of Engagement Frequency
Happy Employees Coffee with CEO Monthly
Town Halls Monthly
VIEW - Employee Summit Yearly
Skip Level Meetings Fortnightly
Global Talent Exchange Programs As per business requirement
Refresher Policy Courses Weekly
Global HR Summit Yearly
Birthday Celebrations As per occurrence
Other Employee Engagement Programs At least once a month in each and every location & businesses
IJP As per business requirement
Happy Customers VIBES - Customer Summit Yearly
Happy Shareholders Shareholders Meeting As per business requirement
Visits
Meetings
Communication
Happy World Events 248 activities in one year and 22,892 lives touched through various philanthropic activities
Communication through AGM Yearly
Customer Satisfaction Survey Yearly
Rewards & Recognition Monthly
Employee Satisfaction Survey Yearly
Sta
keho
lder
’s Im
pac
t
Stakeholder’s Dependence
Low
Medium
High
TradeAssociations
Customers,Media,
Schools & Universities
Community NGOs
ClientsCapital Providers
Competitors Employees
GovernmentAgencies
17Sustainability Report 2011
Page-23Page-22
MaterialityOur approach to materiality remained the same as last year. We continued with the five-part materiality test to identify, prioritize, and report on our material issues.
The five-part materiality test included the following:
1. Policy-based performance
2. Direct, short-term financial impacts
3. Stakeholder behavior and concerns
4. Societal norms (regulatory and non-regulatory)
5. Business peer based norms.
The material issues in the matrix on the right reflect our organization’s significant environmental, economic, and social impacts that would influence the assessment and decision by stakeholders.
Sta
keho
lder
’s d
egre
e o
f co
ncer
n
Current or Potential impact on the company’s Economic, Social, and Environmental Performance
The key material issues are appropriately addressed in the relevantsections of the report.
EmployeeEngagement
Information Security
Low
Medium
High Innovation,Employee Cost,
Quality of Product,Brand, Regulatory
Compliance
TrainingCommunication
Asset Utilization,Organic Growth, Cost
of Service, Price ofServices, Facility
Management
HappyEmployees
2019Sustainability Report 2011 Sustainability Report 2011
Page-25Page-24
Disclosure on ManagementApproach – Labor Aspectsand Human Rights
Aegis HR policies indicate our commitment to be an employee friendly organization. The key drivers of the HR philosophy revolve around the four major functions of HR: Talent Acquisition, Talent Alignment, Talent Engagement, and Talent Measurement.
Relevant contemporary HR processes are in place for areas such as recruitment of personnel at all levels, induction, performance management, organizational development, rewards and recognition, retirals, and separation.
The Chief People Officer has operational responsibility for all labor-related aspects. He has a team of senior professionals with separate portfolios for Talent Acquisition, Talent Management and Engagement, Organizational Development, Talent Services, and Transition/Integration.
We provide equal employment opportunities to all qualified individuals regardless of race, color, gender, sexual orientation, religion, national origin, disability, or any other protected class status provided by the respective Equal Employment Opportunity law applicable in the country.
We believe in non-discrimination, prohibition of child labor, prevention of forced and compulsory labor, and in indigenous rights.
We maintain the highest standards of integrity, ethics, and professional conduct for employees as our work brings us into frequent contact with clients, prospects, vendors, and others.
We follow the human rights statutes applicable in countries we operate in and in our new acquisitions.
The Global HR Vision
The Global HR Vision is based on the larger organizational vision, mission, and core values.
Create a Progressive Workplace that enables Partnership for Prosperity.
The key elements of the Global HR Vision are the three P’s: Progressive workplace, Partnership, and Prosperity. “Progressive workplace” means a workplace that is dynamic, vibrant, contemporary, and which presents infinite possibilities and encourages diversity. “Partnership” is about beginning new journeys together, belongingness, nurturing, and caring. “Prosperity” implies abundance, happiness, creating wealth, and enriching each other intellectually and emotionally.
To articulate this vision further, we believe that our organization needs to have people who are open, forward-thinking, and progressive people, who are keen to establish relationships as teams and partners and who enrich each other with intellectual, emotional, and economic prosperity.
Policies and Procedures
This year Aegis introduced six new policies and framework for the betterment of employees. These are explained below:
i) Human Rights Policy: The Human Rights Policy at Aegis has been formulated along the lines of the Universal Declaration of Human Rights adopted and published by the United Nations in 1948. All 31 articles provided in the Declaration have been adopted.
ii) Health, Safety, and Environment Policy: Aegis is committed to achieving excellence in health, safety, and environment by providing and maintaining safe and healthy working conditions and following operating practices that will protect the environment.
During the reporting year, there were no work-related fatalities.
Aegis focuses mainly on AIDS and we provided training on AIDS to all the employees in Aegis, South Africa. In addition to this, Aegis India also facilitated health check-ups for all the employees.
iii) Diversity Framework: Aegis is proud of its culture of diversity. We have clear non-discriminatory practices that have enabled people from different cultures, nationalities, languages, ethnicities, religions, and persuasions to become part of Aegis and flourish within the organization.
The following are some of the different facets of diversity across Aegis:
Inclusion of People with Disabilities: The Company ensures that qualified employees with disabilities are recognized with the same rights, compensation, benefits, and privileges as any other employee.
Gender Inclusivity: Gender inclusivity efforts are a proposition for a multi- dimensional framework for the society. Aegis is focused on building a gender-diverse and inclusive culture across the entire organization. Our processes, policies, and SLAs strive to provide a congenial impact on gender-specific success metrics.
Inclusion of Socially and Economically Disadvantaged People: A majority of the workforce employed by Aegis are from socially and economically disadvantaged segments of the society. By providing gainful employment opportunities to them, we not only enable them to become self-sufficient but also enhance the standard of living of their families.
Inclusion of Culturally and Linguistically Diverse People: At Aegis, our employees come from 71 different countries, adding to the ethnic diversity of the organization. Many of them speak a multitude of languages. Our philosophy is to understand, embrace, and operate in a multicultural world both in the marketplace and in the workplace.
Inclusion of Mature Age People: We believe that diversity in the age-group of employees fosters creativity and expands an organization's approach to problem solving. A work force with people from diverse age-groups also helps to ensure that the available talent pool is fully leveraged.
Partnership• Inclusion• Belonging• Engagement
AegisHR Global
Vision
Prosperity• Intellectual• Emotional• Economic
Progressive• Positive• Dynamic• Open to change
2221Sustainability Report 2011 Sustainability Report 2011
Page-27Page-26
Inclusion of Indigenous People: The organization recognizes that employing indigenous employees not only makes good business sense but also honors the commitment of the organization in giving back what it owes to the place to which it belongs. Aegis advocates employing local candidates across all geographies of its operations.
iv) Overseas Deputation Policy: Aegis defines the procedure of overseas deputation, including benefits to be provided to employees who are deputed overseas for business purposes.
v) Prohibition of Child Labor Employment: Aegis prohibits the employment of child labor in the Company or by business partners, vendors, and suppliers and complies with laws prohibiting employment of any form of child labor. Aegis prevents infringement of the rights of children, impairment of health (physical, mental, moral, or social), and interference with their education and safety.
vi) Management Trainee, Graduate Engineer Trainee, and Diploma Engineer Trainee Policy: Our approach to young talent is to “catch them young and watch them grow.” With the objective to induct fresh, new, intelligent, and dynamic young talent and nurture the future leaders of Aegis, we have designed the Management Trainee (MT)/Graduate Engineer Trainee (GET)/ Diploma Engineer Trainee (DET) hiring process and policy.
ii) Internal Job Postings (IJP): This is an initiative taken by Aegis for employee career progression. This practice is implemented across all levels in the organization. Since April 2010, 1,430 employees have moved to different levels and functions through Internal Job Postings. The objective of the IJP practice is to provide opportunities for career progression for employees by providing vertical and lateral movement opportunities. This practice has been able to provide better and faster growth opportunities to Aegisites. It has also led to motivation among employees who now see a career growth path for themselves.
I have been with Aegis for more than a year. I moved to Costa Rica from the US in October 2010 after almost 30 years in the call center field and I can honestly say that the Aegis Costa Rica shop is the best site I have had the pleasure of working in. Previously in my career, I worked in several states in the U.S. and also lived in the Philippines working at a call center, so I value the opportunity for meeting and learning new people and cultures. Aegis is truly a company that can offer a world of diversity and experiences.Mark Huemoeller
General Manager – CollectionsCosta Rica
The overall selection process through IJP was a great experience. Each movement was filled in with excitement, curiosity, and was very competitive. Every shortlisted candidate possessed strong process knowledge, skill, and experience. I would like to thank the management who gave me this opportunity to grow ahead in my career and display the best of my skills.
Prashant SrivastavaAssistant Manager – Operations
Gurgaon
iii) CLIMB (Consistent Learner Intuitive Mature Benign): CLIMB–Assessment Center is a comprehensive program for identifying potential talent for higher job responsibilities in Aegis. This is done through engaging a group of candidates in a variety of structured individual and group-related exercises designed to identify specific job-related skills, attributes, and behaviors. Trained assessors observe and evaluate performance in these tailored activities. Some of the competencies assessed through CLIMB program are as follows:
Product and process knowledge
Problem solving, decision making, and critical thinking ability
Interpersonal and communication skills, including influencing, and coaching skills
Leadership and team management
Analytical skills and logical reasoning.
95 employees have been provided enhanced career opportunities under the CLIMB process in FY 2010-11.
Career Opportunities to People
We offer our employees lateral and internal growth opportunities by way of our Global Talent Exchange Program, Internal Job Posting (IJP) process, and assessment center methodology (viz. CLIMB) for preparing people for future roles.
i) Global Talent Exchange Program: This program aims at enhancing cultural diversity at the workplace. Through this program, we provide a conducive environment for knowledge sharing, learning and development and thereby creating career opportunities for our people across global territories. A total of 26 people have moved in the last one year at senior and middle management levels under this program.
2019Sustainability Report 2011 Sustainability Report 2011
Page-25Page-24
Disclosure on ManagementApproach – Labor Aspectsand Human Rights
Aegis HR policies indicate our commitment to be an employee friendly organization. The key drivers of the HR philosophy revolve around the four major functions of HR: Talent Acquisition, Talent Alignment, Talent Engagement, and Talent Measurement.
Relevant contemporary HR processes are in place for areas such as recruitment of personnel at all levels, induction, performance management, organizational development, rewards and recognition, retirals, and separation.
The Chief People Officer has operational responsibility for all labor-related aspects. He has a team of senior professionals with separate portfolios for Talent Acquisition, Talent Management and Engagement, Organizational Development, Talent Services, and Transition/Integration.
We provide equal employment opportunities to all qualified individuals regardless of race, color, gender, sexual orientation, religion, national origin, disability, or any other protected class status provided by the respective Equal Employment Opportunity law applicable in the country.
We believe in non-discrimination, prohibition of child labor, prevention of forced and compulsory labor, and in indigenous rights.
We maintain the highest standards of integrity, ethics, and professional conduct for employees as our work brings us into frequent contact with clients, prospects, vendors, and others.
We follow the human rights statutes applicable in countries we operate in and in our new acquisitions.
The Global HR Vision
The Global HR Vision is based on the larger organizational vision, mission, and core values.
Create a Progressive Workplace that enables Partnership for Prosperity.
The key elements of the Global HR Vision are the three P’s: Progressive workplace, Partnership, and Prosperity. “Progressive workplace” means a workplace that is dynamic, vibrant, contemporary, and which presents infinite possibilities and encourages diversity. “Partnership” is about beginning new journeys together, belongingness, nurturing, and caring. “Prosperity” implies abundance, happiness, creating wealth, and enriching each other intellectually and emotionally.
To articulate this vision further, we believe that our organization needs to have people who are open, forward-thinking, and progressive people, who are keen to establish relationships as teams and partners and who enrich each other with intellectual, emotional, and economic prosperity.
Policies and Procedures
This year Aegis introduced six new policies and framework for the betterment of employees. These are explained below:
i) Human Rights Policy: The Human Rights Policy at Aegis has been formulated along the lines of the Universal Declaration of Human Rights adopted and published by the United Nations in 1948. All 31 articles provided in the Declaration have been adopted.
ii) Health, Safety, and Environment Policy: Aegis is committed to achieving excellence in health, safety, and environment by providing and maintaining safe and healthy working conditions and following operating practices that will protect the environment.
During the reporting year, there were no work-related fatalities.
Aegis focuses mainly on AIDS and we provided training on AIDS to all the employees in Aegis, South Africa. In addition to this, Aegis India also facilitated health check-ups for all the employees.
iii) Diversity Framework: Aegis is proud of its culture of diversity. We have clear non-discriminatory practices that have enabled people from different cultures, nationalities, languages, ethnicities, religions, and persuasions to become part of Aegis and flourish within the organization.
The following are some of the different facets of diversity across Aegis:
Inclusion of People with Disabilities: The Company ensures that qualified employees with disabilities are recognized with the same rights, compensation, benefits, and privileges as any other employee.
Gender Inclusivity: Gender inclusivity efforts are a proposition for a multi- dimensional framework for the society. Aegis is focused on building a gender-diverse and inclusive culture across the entire organization. Our processes, policies, and SLAs strive to provide a congenial impact on gender-specific success metrics.
Inclusion of Socially and Economically Disadvantaged People: A majority of the workforce employed by Aegis are from socially and economically disadvantaged segments of the society. By providing gainful employment opportunities to them, we not only enable them to become self-sufficient but also enhance the standard of living of their families.
Inclusion of Culturally and Linguistically Diverse People: At Aegis, our employees come from 71 different countries, adding to the ethnic diversity of the organization. Many of them speak a multitude of languages. Our philosophy is to understand, embrace, and operate in a multicultural world both in the marketplace and in the workplace.
Inclusion of Mature Age People: We believe that diversity in the age-group of employees fosters creativity and expands an organization's approach to problem solving. A work force with people from diverse age-groups also helps to ensure that the available talent pool is fully leveraged.
Partnership• Inclusion• Belonging• Engagement
AegisHR Global
Vision
Prosperity• Intellectual• Emotional• Economic
Progressive• Positive• Dynamic• Open to change
2221Sustainability Report 2011 Sustainability Report 2011
Page-27Page-26
Inclusion of Indigenous People: The organization recognizes that employing indigenous employees not only makes good business sense but also honors the commitment of the organization in giving back what it owes to the place to which it belongs. Aegis advocates employing local candidates across all geographies of its operations.
iv) Overseas Deputation Policy: Aegis defines the procedure of overseas deputation, including benefits to be provided to employees who are deputed overseas for business purposes.
v) Prohibition of Child Labor Employment: Aegis prohibits the employment of child labor in the Company or by business partners, vendors, and suppliers and complies with laws prohibiting employment of any form of child labor. Aegis prevents infringement of the rights of children, impairment of health (physical, mental, moral, or social), and interference with their education and safety.
vi) Management Trainee, Graduate Engineer Trainee, and Diploma Engineer Trainee Policy: Our approach to young talent is to “catch them young and watch them grow.” With the objective to induct fresh, new, intelligent, and dynamic young talent and nurture the future leaders of Aegis, we have designed the Management Trainee (MT)/Graduate Engineer Trainee (GET)/ Diploma Engineer Trainee (DET) hiring process and policy.
ii) Internal Job Postings (IJP): This is an initiative taken by Aegis for employee career progression. This practice is implemented across all levels in the organization. Since April 2010, 1,430 employees have moved to different levels and functions through Internal Job Postings. The objective of the IJP practice is to provide opportunities for career progression for employees by providing vertical and lateral movement opportunities. This practice has been able to provide better and faster growth opportunities to Aegisites. It has also led to motivation among employees who now see a career growth path for themselves.
I have been with Aegis for more than a year. I moved to Costa Rica from the US in October 2010 after almost 30 years in the call center field and I can honestly say that the Aegis Costa Rica shop is the best site I have had the pleasure of working in. Previously in my career, I worked in several states in the U.S. and also lived in the Philippines working at a call center, so I value the opportunity for meeting and learning new people and cultures. Aegis is truly a company that can offer a world of diversity and experiences.Mark Huemoeller
General Manager – CollectionsCosta Rica
The overall selection process through IJP was a great experience. Each movement was filled in with excitement, curiosity, and was very competitive. Every shortlisted candidate possessed strong process knowledge, skill, and experience. I would like to thank the management who gave me this opportunity to grow ahead in my career and display the best of my skills.
Prashant SrivastavaAssistant Manager – Operations
Gurgaon
iii) CLIMB (Consistent Learner Intuitive Mature Benign): CLIMB–Assessment Center is a comprehensive program for identifying potential talent for higher job responsibilities in Aegis. This is done through engaging a group of candidates in a variety of structured individual and group-related exercises designed to identify specific job-related skills, attributes, and behaviors. Trained assessors observe and evaluate performance in these tailored activities. Some of the competencies assessed through CLIMB program are as follows:
Product and process knowledge
Problem solving, decision making, and critical thinking ability
Interpersonal and communication skills, including influencing, and coaching skills
Leadership and team management
Analytical skills and logical reasoning.
95 employees have been provided enhanced career opportunities under the CLIMB process in FY 2010-11.
Career Opportunities to People
We offer our employees lateral and internal growth opportunities by way of our Global Talent Exchange Program, Internal Job Posting (IJP) process, and assessment center methodology (viz. CLIMB) for preparing people for future roles.
i) Global Talent Exchange Program: This program aims at enhancing cultural diversity at the workplace. Through this program, we provide a conducive environment for knowledge sharing, learning and development and thereby creating career opportunities for our people across global territories. A total of 26 people have moved in the last one year at senior and middle management levels under this program.
2423Sustainability Report 2011 Sustainability Report 2011
Page-29Page-28
EmployeeCategory
Program No. of EmployeesParticipated
SeniorManagement
Middle Management
i-WiN
CBI Skills
COPC
We are Aegisites
Continuous Communication
170
37
200
300
10
CBI Skills
People Playbook
Internal Registered Coordinator Training
HPMT
244
273
140
700
JuniorManagement
Email Writing, Facilitation, Feedback and Coaching Skills
Leadership Essentials
Shiksha
40
700
4,286
11920
1403 3243306
0
5000
10000
15000
20000
25000
30000
Training Man-days per Employee (Management Staff)
India SouthAfrica Philippiness Australia Argentina USA Sri Lanka Global
2164
9730
29039
192
Training Man-days (Agent Staff)
GlobalIndia SouthAfrica
129030
0100000200000300000400000500000600000700000800000900000
1000000
290239031836641
16521
948601
634262
12806
Philippiness Argentina USA Sri LankaAustralia
Employee Engagement
At Aegis, employee engagement is defined as the level of intellectual and emotional connect that an employee has with the organization. It is the level of commitment and involvement which an employee has towards an organization and its vision, mission, and core values.
Employee engagement is an antecedent of job involvement and hence it is essential for an organization to take the right steps towards institutionalizing the right types of engagement levels and initiatives across all hierarchies in the organization.
The objective of employee engagement programs at Aegis is not only to achieve the aforesaid goals but also to foster the effective two-way communication through various initiatives as enumerated below:
i) Town Halls: Town halls are monthly interaction sessions conducted at all centers. Conducting town halls provides a forum to employees to voice their grievances, concerns, fears and get answers to their queries as well as interact with the senior management team. Town halls are conducted as per calendar and prior intimation is sent to all employees. Town halls focus on business updates, major achievements, future business plans, senior leadership interaction, team building activities, and a lot of fun and humor. Annually 500+ town hall meetings are conducted globally.
Aegis employees in a town hall program, the senior management and Aparup Sengupta,Managing Director and Global CEO, interactingwith Aegis employees.
ii) Employee Connect Initiatives: Employee connect programs enable employees to interact with senior management and other employees directly rather than traditional methods of communication like email exchanges and telephonic conversations. Some initiatives also involve family members of employees who get to know the Aegis way of working and interact with family members of other employees. Employee get-togethers, picnics, sports tournaments, celebrating achievements, and milestones together comprise few of the activities in this regard.
More than 300 town halls and 100+ awareness sessions covering 2500+ employees were conducted in India during FY 2010-11.
Building a Learning Organization Through Organization Development Initiatives
Aegis recognizes its people as the foundation of its extraordinary growth, which is aptly reflected in its mission statement “Happy Employees, Happy Customers, and Happy Shareholders.” Aegis as an organization continuously creates opportunities for the growth and development for its people facilitated by robust learning systems and processes coupled with the right interventions to reap the benefits of progressive people practices. At Aegis, we offer our employees an unyielding environment of continuous learning and development. In order to cater to the varied training and career needs globally, Aegis has designed various training programs and modules which permit customization and model scalability. Therefore it becomes feasible to apply the same across all geographies of Aegis. Learning and Development interventions are planned and designed at different levels, depending on the needs of the attendant group, and the level of experience and expertise. The objective of organizational development initiatives are also linked to the Global HR vision, “Create a Progressive Workplace that enables Partnership for Prosperity.”
The following gives a snapshot of the development programs conducted for Senior Management, Middle Management, and Junior Management in the organization:
It was great experience to undergo the “Climb Assessment Center”. We got this opportunity to maximize our skill utilization. The process was stringent, including rounds of Written Test, Group Discussion, Personal Interview, Role Play, Call Monitoring exercises to bring out the best from us.
Raj SoniTeam Lead, Ahmedabad
2625Sustainability Report 2011 Sustainability Report 2011
Page-31Page-30
iv) Focus Group Discussions: A variety of employee communication forums are organized to provide cross functional update and increase employee interaction; all Aegis centers undertake focus group discussions. Monthly meetings are held between center heads and functional representatives to discuss issues, concerns, and offer resolutions for the same. These meetings have helped in improving efficiency, productivity, and fostered a team spirit among cross functional teams. More than 400 focus group discussion activities are conducted annually across all centers.
v) Skip Level Meetings: Since April 2010, 1,876 skip level meetings have been conducted between managers and team members who are one level or more below them.
vi) VIEW: VIEW is our internal employee summit, which provides a platform for our employees to connect with the senior leadership team, celebrate the year gone by, and plan for the year ahead, thereby enhancing the essence of communication and strengthening the bond among employees. This is an annual event organized in key geographies.
vii) New Hire Induction Process: The objective of this program is to acclimatize new employees with our vision, values, and ethos as well as organization structure, policies, and human resource initiatives. Aegis ensures that new joinees settle down very quickly and all queries are resolved on the first day itself. There is no formal Health and Safety Committee. However, policy and processes related to health, safety, and environment and human rights are communicated to all the new joinees during the induction process. Globally, 35,068 employees were inducted in FY 2010-11.
Integration & Transition
Successful integration is the key to our growth. Aegis has successfully integrated three companies in the past one year in Argentina, India, and Australia, extending our global footprint to 12 countries across 50 delivery locations, and employing more than 54,000 employees.
The three key principles that drive our integration and transition strategy are as follows:
i) Emotional2Economic (E2E) Balance: The key innovation that we infused into our integration strategy is fairly simple, yet powerful: It’s called the Aegis E2E model, which is based on the emotional and economic needs of every individual who is impacted by the transformation. At Aegis, we endeavor to strike a balance between the emotional demands placed upon an employee and the economic compensation that is required to improve collaboration and reduce conflict.
ii) Five 9s Process: Aegis believes in the speed of execution and follows the Five 9s process of integration, which involves identifying specific tasks related to an integration that must be completed in 9 hours, 9 days, 9 weeks, and 99 days from the time the acquisition is announced.
iii) The Aegis VIEW: VIEW is the Aegis proprietary management framework. It stands for Vision to create value, Innovation that is historic, Execution that is economically viable and excellent, and Wealth that is generated for all stakeholders, including clients and employees.
The above innovative mergers and acquisition model has enabled Aegis not only to retain but also strengthen its leadership position in the business of customer lifecycle management and evolve as the complete end-to-end outsourcing partner for clients.
iii) Rewards and Recognition: Aegis has conducted more than 2,840 rewards and recognition (R&R) programs in FY 2010-11 across the globe. The objective is to motivate and reward people’s efforts in the defined parameters.
As per the rewards and recognition process, performance is measured on pre-defined business metrics. The top performers in various categories are identified and are rewarded during a celebration or a get-together.
The R&R initiative has helped foster a sense of healthy competition among our employees and has inculcated the value of team work and camaraderie.
2423Sustainability Report 2011 Sustainability Report 2011
Page-29Page-28
EmployeeCategory
Program No. of EmployeesParticipated
SeniorManagement
Middle Management
i-WiN
CBI Skills
COPC
We are Aegisites
Continuous Communication
170
37
200
300
10
CBI Skills
People Playbook
Internal Registered Coordinator Training
HPMT
244
273
140
700
JuniorManagement
Email Writing, Facilitation, Feedback and Coaching Skills
Leadership Essentials
Shiksha
40
700
4,286
11920
1403 3243306
0
5000
10000
15000
20000
25000
30000
Training Man-days per Employee (Management Staff)
India SouthAfrica Philippiness Australia Argentina USA Sri Lanka Global
2164
9730
29039
192
Training Man-days (Agent Staff)
GlobalIndia SouthAfrica
129030
0100000200000300000400000500000600000700000800000900000
1000000
290239031836641
16521
948601
634262
12806
Philippiness Argentina USA Sri LankaAustralia
Employee Engagement
At Aegis, employee engagement is defined as the level of intellectual and emotional connect that an employee has with the organization. It is the level of commitment and involvement which an employee has towards an organization and its vision, mission, and core values.
Employee engagement is an antecedent of job involvement and hence it is essential for an organization to take the right steps towards institutionalizing the right types of engagement levels and initiatives across all hierarchies in the organization.
The objective of employee engagement programs at Aegis is not only to achieve the aforesaid goals but also to foster the effective two-way communication through various initiatives as enumerated below:
i) Town Halls: Town halls are monthly interaction sessions conducted at all centers. Conducting town halls provides a forum to employees to voice their grievances, concerns, fears and get answers to their queries as well as interact with the senior management team. Town halls are conducted as per calendar and prior intimation is sent to all employees. Town halls focus on business updates, major achievements, future business plans, senior leadership interaction, team building activities, and a lot of fun and humor. Annually 500+ town hall meetings are conducted globally.
Aegis employees in a town hall program, the senior management and Aparup Sengupta,Managing Director and Global CEO, interactingwith Aegis employees.
ii) Employee Connect Initiatives: Employee connect programs enable employees to interact with senior management and other employees directly rather than traditional methods of communication like email exchanges and telephonic conversations. Some initiatives also involve family members of employees who get to know the Aegis way of working and interact with family members of other employees. Employee get-togethers, picnics, sports tournaments, celebrating achievements, and milestones together comprise few of the activities in this regard.
More than 300 town halls and 100+ awareness sessions covering 2500+ employees were conducted in India during FY 2010-11.
Building a Learning Organization Through Organization Development Initiatives
Aegis recognizes its people as the foundation of its extraordinary growth, which is aptly reflected in its mission statement “Happy Employees, Happy Customers, and Happy Shareholders.” Aegis as an organization continuously creates opportunities for the growth and development for its people facilitated by robust learning systems and processes coupled with the right interventions to reap the benefits of progressive people practices. At Aegis, we offer our employees an unyielding environment of continuous learning and development. In order to cater to the varied training and career needs globally, Aegis has designed various training programs and modules which permit customization and model scalability. Therefore it becomes feasible to apply the same across all geographies of Aegis. Learning and Development interventions are planned and designed at different levels, depending on the needs of the attendant group, and the level of experience and expertise. The objective of organizational development initiatives are also linked to the Global HR vision, “Create a Progressive Workplace that enables Partnership for Prosperity.”
The following gives a snapshot of the development programs conducted for Senior Management, Middle Management, and Junior Management in the organization:
It was great experience to undergo the “Climb Assessment Center”. We got this opportunity to maximize our skill utilization. The process was stringent, including rounds of Written Test, Group Discussion, Personal Interview, Role Play, Call Monitoring exercises to bring out the best from us.
Raj SoniTeam Lead, Ahmedabad
2625Sustainability Report 2011 Sustainability Report 2011
Page-31Page-30
iv) Focus Group Discussions: A variety of employee communication forums are organized to provide cross functional update and increase employee interaction; all Aegis centers undertake focus group discussions. Monthly meetings are held between center heads and functional representatives to discuss issues, concerns, and offer resolutions for the same. These meetings have helped in improving efficiency, productivity, and fostered a team spirit among cross functional teams. More than 400 focus group discussion activities are conducted annually across all centers.
v) Skip Level Meetings: Since April 2010, 1,876 skip level meetings have been conducted between managers and team members who are one level or more below them.
vi) VIEW: VIEW is our internal employee summit, which provides a platform for our employees to connect with the senior leadership team, celebrate the year gone by, and plan for the year ahead, thereby enhancing the essence of communication and strengthening the bond among employees. This is an annual event organized in key geographies.
vii) New Hire Induction Process: The objective of this program is to acclimatize new employees with our vision, values, and ethos as well as organization structure, policies, and human resource initiatives. Aegis ensures that new joinees settle down very quickly and all queries are resolved on the first day itself. There is no formal Health and Safety Committee. However, policy and processes related to health, safety, and environment and human rights are communicated to all the new joinees during the induction process. Globally, 35,068 employees were inducted in FY 2010-11.
Integration & Transition
Successful integration is the key to our growth. Aegis has successfully integrated three companies in the past one year in Argentina, India, and Australia, extending our global footprint to 12 countries across 50 delivery locations, and employing more than 54,000 employees.
The three key principles that drive our integration and transition strategy are as follows:
i) Emotional2Economic (E2E) Balance: The key innovation that we infused into our integration strategy is fairly simple, yet powerful: It’s called the Aegis E2E model, which is based on the emotional and economic needs of every individual who is impacted by the transformation. At Aegis, we endeavor to strike a balance between the emotional demands placed upon an employee and the economic compensation that is required to improve collaboration and reduce conflict.
ii) Five 9s Process: Aegis believes in the speed of execution and follows the Five 9s process of integration, which involves identifying specific tasks related to an integration that must be completed in 9 hours, 9 days, 9 weeks, and 99 days from the time the acquisition is announced.
iii) The Aegis VIEW: VIEW is the Aegis proprietary management framework. It stands for Vision to create value, Innovation that is historic, Execution that is economically viable and excellent, and Wealth that is generated for all stakeholders, including clients and employees.
The above innovative mergers and acquisition model has enabled Aegis not only to retain but also strengthen its leadership position in the business of customer lifecycle management and evolve as the complete end-to-end outsourcing partner for clients.
iii) Rewards and Recognition: Aegis has conducted more than 2,840 rewards and recognition (R&R) programs in FY 2010-11 across the globe. The objective is to motivate and reward people’s efforts in the defined parameters.
As per the rewards and recognition process, performance is measured on pre-defined business metrics. The top performers in various categories are identified and are rewarded during a celebration or a get-together.
The R&R initiative has helped foster a sense of healthy competition among our employees and has inculcated the value of team work and camaraderie.
27Sustainability Report 2011
Page-33Page-32
28Sustainability Report 2011
Country RetirementBenefits
Type EmployerContribution
South Africa Provident Fund Defined Benefit Plan
Two Types:
Risk fund: Applicable when CTC is equal to or more than R5999. The contribution is 3.85% of monthly fund salary.
Retirement + Risk fund - Applicable when CTC is equal to or more than R6000. The contribution rate is 9%, 11%, 13%, or 15% of monthly fund salary
UAE End of Service Benefits
Defined Contribution Plan
Payment of Gratuity if employee has completed one full year in the organization. This is paid as per Labor Laws of UAE
UAE LeaveEncashment
Defined Benefit Plan
Balance leaves areencashed
Employees are made aware of these benefits at the time of joining through communication refresher sessions and through the company’s Intranet.
There is no difference in benefits provided to full-time and temporary employees. However, proportional benefits are given to part-time employees.
Actual Wages vs. Minimum Wages
In addition to providing the above benefits, Aegis offers reasonably competitive salaries to its people, which are greater than the minimum wage(s) declared by respective governments (as applicable). The followiing diagram demonstrates the median salary paid at Aegis in different countries for entry level personnel.
Aegis advocates employing across all geographies; native populations in all countries ranges between 96% to 99%. The organization recognizes that employing the native workforce not only makes good business sense but also honors the commitment of the organization in giving back what it owes to the place it belongs. It builds a link between the business community and the local community and also reduces unemployment.
“Aegis was recognized by the GESIA Award as the Highest Employment Generator in Gujarat, India.”
American Indian/Alaska NativeAsian
Black or African American
Hispanic or Latino
Nat Hawaiian/Oth Pac IslanderNot Specified
Two or More Races
Caucasian or White
83417
17 94
1668
13651321
Ethnicity in Aegis USA
2.76
1.411.301.26
IndiaDomestic
IndiaInternational Sri Lanka Philippines Austraia USA Costa Rica Saudi
Arabia Argentia
0
050
1.00
1.50
2.00
2.50
3.00 2.732.18
1.48
2.64
1.57
Actual Wages vs Minimum WagesEmployee Benefits
India Provident Fund DefinedContribution Plan
12% of basic salary
Country RetirementBenefits
Type EmployerContribution
India Gratuity Defined Contribution Plan
As per Payment ofGratuity Act, 1971
India LeaveEncashment
Defined Contribution Plan
As per the Shops &Establishment Actof respective State
US 401K Defined Contribution Plan
Employees cancontribute up to10% of their grossmonthly salary
Sri Lanka Provident Fund
Gratuity and Trust Fund
Defined Contribution Plan
As per the Act forrespective benefits
Philippines Social Security SystemMembership
Defined Contribution Plan
Monthly premiumbased on basic pay
Philippines Philippine Health (Philhealth)Insurance Benefit
DefinedContribution Plan
Equal contribution as employee
Australia Superannuation GuaranteePayment(Employer Contribution)
Defined Contribution Plan
9% of employee’sbase salary
We strive to provide our employees all the benefits as required by law and as desired by our HR policies and processes. These benefits are applicable worldwide and are iterated in the following policies:
This policy provides equal employment opportunity to all qualified individuals regardless of the individual’s race, color, gender, sexual orientation, religion, national origin, disability or any other protected class status provided by the respective equal employment opportunity law applicable in the Country. It is the Company’s policy and practice to provide an environment which provides equal opportunities at employment devoid of any form of discrimination. We at Aegis take great pride in saying that Aegis celebrates diversity at work. We have more than 53 different languages and 67 dialects spoken by people across 50 delivery centers and 12 countries. In the United States, we have significant number of employees from ethnic and non-white backgrounds. To sum-up, all the 54,000 employees are covered under the Equal Employment Opportunity norms and rules.
Equal Employment Opportunity
29Sustainability Report 2011
Page-35Page-34
30Sustainability Report 2011
Maternity Leave Benefits: Aegis has fully implemented the Maternity Benefit Scheme as applicable under the maternity benefit rules and regulations prevalent in all countries. All company provided medical insurance schemes have provision for maternity benefit to female employees. This allows female employees to adjust to their role as a parent, reduces their stress at becoming new parent, and gives them time to prepare for infant care. It also reduces turnover and safeguard the investments made in training the employee.
Prevention of Gender Harassment Policy: This provides the definition, framework for addressing all allegations of gender harassment made by any employee across the organization.
Employment of Differently-abled People
Aegis is committed to providing equal opportunities in all areas of employment, including but not limited to recruitment, hiring, training, and promotion of qualified individuals with disabilities. The Company ensures that qualified employees with disabilities are accorded the same rights, compensation, benefits, and privileges as any other employee. One percent of our employee population are people with disabilities. A country-wise distribution of the same is given below:
Male to Female Ratio at Aegis
35%
65%
Male
Female
The company provides progressive workplace policies and facilities that cater to people with disabilities, such as accessible rooms and adoption of alternative work arrangement. These are employment options not contrary to existing labor laws that could be arranged to accommodate people with disabilities. An example of this is reduced working hours as opposed to the mandated regular number of working hours in a day or week; providing auxiliary aids and services to facilitate training or integration of differently-abled, such as the following:
Qualified interpreters or other effective methods of delivering materials to individuals with hearing impairment
Qualified readers, taped test, or other effective methods of delivering materials to individuals with visual impairments
Acquisition or modification of equipment or devices
Other similar services and actions or all types of aids and services that facilitate the learning process of people with mental disability.
Wide Hallways Wheel Chair Ramps
Elevators with ‘Grab Handles’ Differently-abled Friendly Washrooms
India
Argentina
Australia
USA
Costa Rica
South Africa
Sri Lanka
Saudi Arabia
Philippiness
5.12%
1.05%
0.23%
5.91%
2.05%
0.19%
1.03%
0.45%
0.59%
Employment of Differently-abled PeopleAegis Foundation
We derive immense pride in envisioning our strength, belief, and commitment as a team in fulfilling our mission of Happy People and supporting the employees and their family members in the event(s) of emergencies. To take our belief forward, Aegis has formed a trust in India and Sri Lanka called Aegis Foundation. The trust has been equipped with monthly contributions by employees in these locations. The accumulations are used in emergencies to provide assistance to employees and their families in the following circumstances:
a. Death of the employee
b. Chronic sicknesses like cancer, brain stroke, heart attack, major organ transplantation and other critical medical conditions
c. Accidents
d. Permanent/partial/total disablement
e. Aegis Foundation shall also provide assistance to employee’s families (spouse, children, and parents) in case of chronic sicknesses like those mentioned above.
More than 27,200 employees in India and 361 employees in Sri Lanka have signed up to contribute to the Aegis Foundation as of March 31, 2011. Thirty-nine employees and their family members have been provided assistance to the tune of INR 34,00,000 under Aegis Foundation since November 2009.
Focus on Gender Inclusivity
Aegis has especially created avenues for gender inclusivity by adopting practices that provide an amiable work culture to all genders. There are policies laid down for prevention and alleviation of gender discrimination and sexual harassment, to ensure a safe, secure work environment, where employees will deliver their best without any inhibition, threat, or fear. Currently, 35% of our employees are women; there is a strong corporate focus on the development of our female employees, and this is demonstrated by the significant number of women we employ in leadership roles. Some of the programs at Aegis initiated to foster gender inclusivity practices are as follows:
Flexible Working Hours: Flexible work schedules for employees at few locations give employees the flexibility to meet family requirement and personal obligations and life responsibilities. This initiative provides opportunities to students to pursue graduation or higher studies and female employees to meet family commitments without having to resign from services of the Company.
Testimonies from our Employees with DisabilitiesI joined Aegis on March 14, 2011, as a Senior Process Associate.
The first time I was approached by Aegis SSC HR, I felt valued and became positive about the opportunity which was being provided here. The work environment is very friendly and professional. Colleagues are helpful and the Management is supportive.
Events like Birthday Bash, festival celebrations, games, town halls are appreciated. I enjoy each moment spent with Aegis as it provides an informal environment to bond together.
Thank you.
Manjula MeriyarSenior Process Associate,
Mumbai
27Sustainability Report 2011
Page-33Page-32
28Sustainability Report 2011
Country RetirementBenefits
Type EmployerContribution
South Africa Provident Fund Defined Benefit Plan
Two Types:
Risk fund: Applicable when CTC is equal to or more than R5999. The contribution is 3.85% of monthly fund salary.
Retirement + Risk fund - Applicable when CTC is equal to or more than R6000. The contribution rate is 9%, 11%, 13%, or 15% of monthly fund salary
UAE End of Service Benefits
Defined Contribution Plan
Payment of Gratuity if employee has completed one full year in the organization. This is paid as per Labor Laws of UAE
UAE LeaveEncashment
Defined Benefit Plan
Balance leaves areencashed
Employees are made aware of these benefits at the time of joining through communication refresher sessions and through the company’s Intranet.
There is no difference in benefits provided to full-time and temporary employees. However, proportional benefits are given to part-time employees.
Actual Wages vs. Minimum Wages
In addition to providing the above benefits, Aegis offers reasonably competitive salaries to its people, which are greater than the minimum wage(s) declared by respective governments (as applicable). The followiing diagram demonstrates the median salary paid at Aegis in different countries for entry level personnel.
Aegis advocates employing across all geographies; native populations in all countries ranges between 96% to 99%. The organization recognizes that employing the native workforce not only makes good business sense but also honors the commitment of the organization in giving back what it owes to the place it belongs. It builds a link between the business community and the local community and also reduces unemployment.
“Aegis was recognized by the GESIA Award as the Highest Employment Generator in Gujarat, India.”
American Indian/Alaska NativeAsian
Black or African American
Hispanic or Latino
Nat Hawaiian/Oth Pac IslanderNot Specified
Two or More Races
Caucasian or White
83417
17 94
1668
13651321
Ethnicity in Aegis USA
2.76
1.411.301.26
IndiaDomestic
IndiaInternational Sri Lanka Philippines Austraia USA Costa Rica Saudi
Arabia Argentia
0
050
1.00
1.50
2.00
2.50
3.00 2.732.18
1.48
2.64
1.57
Actual Wages vs Minimum WagesEmployee Benefits
India Provident Fund DefinedContribution Plan
12% of basic salary
Country RetirementBenefits
Type EmployerContribution
India Gratuity Defined Contribution Plan
As per Payment ofGratuity Act, 1971
India LeaveEncashment
Defined Contribution Plan
As per the Shops &Establishment Actof respective State
US 401K Defined Contribution Plan
Employees cancontribute up to10% of their grossmonthly salary
Sri Lanka Provident Fund
Gratuity and Trust Fund
Defined Contribution Plan
As per the Act forrespective benefits
Philippines Social Security SystemMembership
Defined Contribution Plan
Monthly premiumbased on basic pay
Philippines Philippine Health (Philhealth)Insurance Benefit
DefinedContribution Plan
Equal contribution as employee
Australia Superannuation GuaranteePayment(Employer Contribution)
Defined Contribution Plan
9% of employee’sbase salary
We strive to provide our employees all the benefits as required by law and as desired by our HR policies and processes. These benefits are applicable worldwide and are iterated in the following policies:
This policy provides equal employment opportunity to all qualified individuals regardless of the individual’s race, color, gender, sexual orientation, religion, national origin, disability or any other protected class status provided by the respective equal employment opportunity law applicable in the Country. It is the Company’s policy and practice to provide an environment which provides equal opportunities at employment devoid of any form of discrimination. We at Aegis take great pride in saying that Aegis celebrates diversity at work. We have more than 53 different languages and 67 dialects spoken by people across 50 delivery centers and 12 countries. In the United States, we have significant number of employees from ethnic and non-white backgrounds. To sum-up, all the 54,000 employees are covered under the Equal Employment Opportunity norms and rules.
Equal Employment Opportunity
29Sustainability Report 2011
Page-35Page-34
30Sustainability Report 2011
Maternity Leave Benefits: Aegis has fully implemented the Maternity Benefit Scheme as applicable under the maternity benefit rules and regulations prevalent in all countries. All company provided medical insurance schemes have provision for maternity benefit to female employees. This allows female employees to adjust to their role as a parent, reduces their stress at becoming new parent, and gives them time to prepare for infant care. It also reduces turnover and safeguard the investments made in training the employee.
Prevention of Gender Harassment Policy: This provides the definition, framework for addressing all allegations of gender harassment made by any employee across the organization.
Employment of Differently-abled People
Aegis is committed to providing equal opportunities in all areas of employment, including but not limited to recruitment, hiring, training, and promotion of qualified individuals with disabilities. The Company ensures that qualified employees with disabilities are accorded the same rights, compensation, benefits, and privileges as any other employee. One percent of our employee population are people with disabilities. A country-wise distribution of the same is given below:
Male to Female Ratio at Aegis
35%
65%
Male
Female
The company provides progressive workplace policies and facilities that cater to people with disabilities, such as accessible rooms and adoption of alternative work arrangement. These are employment options not contrary to existing labor laws that could be arranged to accommodate people with disabilities. An example of this is reduced working hours as opposed to the mandated regular number of working hours in a day or week; providing auxiliary aids and services to facilitate training or integration of differently-abled, such as the following:
Qualified interpreters or other effective methods of delivering materials to individuals with hearing impairment
Qualified readers, taped test, or other effective methods of delivering materials to individuals with visual impairments
Acquisition or modification of equipment or devices
Other similar services and actions or all types of aids and services that facilitate the learning process of people with mental disability.
Wide Hallways Wheel Chair Ramps
Elevators with ‘Grab Handles’ Differently-abled Friendly Washrooms
India
Argentina
Australia
USA
Costa Rica
South Africa
Sri Lanka
Saudi Arabia
Philippiness
5.12%
1.05%
0.23%
5.91%
2.05%
0.19%
1.03%
0.45%
0.59%
Employment of Differently-abled PeopleAegis Foundation
We derive immense pride in envisioning our strength, belief, and commitment as a team in fulfilling our mission of Happy People and supporting the employees and their family members in the event(s) of emergencies. To take our belief forward, Aegis has formed a trust in India and Sri Lanka called Aegis Foundation. The trust has been equipped with monthly contributions by employees in these locations. The accumulations are used in emergencies to provide assistance to employees and their families in the following circumstances:
a. Death of the employee
b. Chronic sicknesses like cancer, brain stroke, heart attack, major organ transplantation and other critical medical conditions
c. Accidents
d. Permanent/partial/total disablement
e. Aegis Foundation shall also provide assistance to employee’s families (spouse, children, and parents) in case of chronic sicknesses like those mentioned above.
More than 27,200 employees in India and 361 employees in Sri Lanka have signed up to contribute to the Aegis Foundation as of March 31, 2011. Thirty-nine employees and their family members have been provided assistance to the tune of INR 34,00,000 under Aegis Foundation since November 2009.
Focus on Gender Inclusivity
Aegis has especially created avenues for gender inclusivity by adopting practices that provide an amiable work culture to all genders. There are policies laid down for prevention and alleviation of gender discrimination and sexual harassment, to ensure a safe, secure work environment, where employees will deliver their best without any inhibition, threat, or fear. Currently, 35% of our employees are women; there is a strong corporate focus on the development of our female employees, and this is demonstrated by the significant number of women we employ in leadership roles. Some of the programs at Aegis initiated to foster gender inclusivity practices are as follows:
Flexible Working Hours: Flexible work schedules for employees at few locations give employees the flexibility to meet family requirement and personal obligations and life responsibilities. This initiative provides opportunities to students to pursue graduation or higher studies and female employees to meet family commitments without having to resign from services of the Company.
Testimonies from our Employees with DisabilitiesI joined Aegis on March 14, 2011, as a Senior Process Associate.
The first time I was approached by Aegis SSC HR, I felt valued and became positive about the opportunity which was being provided here. The work environment is very friendly and professional. Colleagues are helpful and the Management is supportive.
Events like Birthday Bash, festival celebrations, games, town halls are appreciated. I enjoy each moment spent with Aegis as it provides an informal environment to bond together.
Thank you.
Manjula MeriyarSenior Process Associate,
Mumbai
31Sustainability Report 2011
Page-37Page-36
32Sustainability Report 2011
Employment by Nationality
507
2319
3554
5081
452 78 4730 20 15 3571
1616
36729
Asian
AmericanAustralianSouth AfricanSaudi ArabianSri LankanParaguayanNew ZealanderPeruvianEnglishColombianOthers
Argentinean
Employment by Region
India
USA
Costa Rica
South Africa
Sri Lanka
Australia
New Zealand
Saudi Arabia
UAE
UK
Argentina
Phillippines
13 508125
4402719
3302
430
1625
27875
11853
5237
India
Philippines
USA
CR
South Africa
Sri Lanka
Australia
New Zealand
Saudi Arabia
UAE
UK
Argentina
Total
2009-10
22,722
9,408
2,558
293
1,602
362
1,940
17
38,902
2008-09
21,560
7,418
3,932
374
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
33,284
2010-11
27,875
11,853
3,302
430
1,625
440
2,719
13
508
12
5
5,237
54,019
Employment by Region
Attrition by Category
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Attri
tion
67.80%
Agent Staff
26.90%
Management Staff
Category-wise Employment
Management Staff
Agent Staff
10746
43273
43,273
10,746
54,019
2009-10
Agent Staff 28,055
Management Staff 10,920
Total 38,975
2010-11
Non-agent Staff: Non-agents refer to all employees other than agents.
Agent Staff: Agents are the face of Aegis. Their work is primarily to assist our client's customers with resolution of complaints or selling of clients’ products/services.
Permanent Employees: All employees who are on the full-time rolls of the organization.
Contractual Employee: Employees who are working for the organization generally on third party rolls or on limited duration employment contract.
Part-time Employee: Employees who work fewer hours per week than a full-time employee (minimum daily working hours of a part timer: 4 hrs 30 min for Domestic operations; 6 hrs for International operations).
Definitions:
Measurements
Different types of employment within Aegis are as follows:
Contractual vs. Permanent Employment
44647
488
7618
1266
Permanent
Part-Time
Casual
Contract
2009- 2010 2010- 2011
Permanent 44,647
Contract 488
Total
36,635
0
38,975 54,019
ManagementStaff (10-11)
Non-AgentStaff (10-11)
34,411
454
43,273
10,236
34
Part-Time 7,6182,340 7,189 429
Casual 1,2660 1,220 46
10,746
33Sustainability Report 2011
Page-39Page-38
34Sustainability Report 2011
Future HR Initiatives
i) Global Diversity Initiative: At Aegis, we understand that racial, cultural, and gender diversity in the workplace is no longer a nice-to-have, but a necessity in order to remain competitive and deliver sustainable bottom-line results. A diverse and inclusive organization is able to recognize and fully deploy a wide range of knowledge and skills, reach out to an increasingly diverse clientele, and motivate talented employees from all backgrounds to perform their best.
Different facets of diversity within Aegis are as follows:
Employment of differently-abled people
Gender inclusivity
Employment of “Culturally and Linguistically Diverse People” (CALD)
Employment of mature age people
Inclusion of indigenous people
Inclusion of socially and economically disadvantaged people.
We will be implementing practices and programs to promote each of these aspects of our diversity model.
ii) HR Technology: To implement global SAP R3 (Payroll, O&M, and ESS) module “Project Crystal ball”. All countries intend to be live on SAP by 2012.
iii) International Compensation Benchmarking: Though compensation is not the sole factor in attracting and retaining all employees, it is a vital element in attracting and retaining key talent. To overcome this challenge, Aegis has decided to participate in the International Compensation Benchmarking Survey.
iv) Employee Value Proposition: Employee Value Proposition (EVP) is a clear, compelling, and distinct description of what candidates and employees will experience from their overall work situation within the organization. Aegis has decided to partner with Aon Hewitt for an Employer Branding Initiative. The theme of the EVP will be GET-SET-GO.
When you GET in to Aegis,
We will SET you up for Success,
And then you GO places.
v) Project πr2 (Personal Identification - Recording & Re-verification): The objective of this project is to scan the complete area of circle of an employee spread across the organization to ensure there is no financial leakage on account of undesirable payouts to employees.
vi) Automation of Agent Hiring Process: To automate the entire agent hiring process to ensure standardization of the process across all locations in India and ensure effective time management and resource utilization.
vii) Multi-dimensional Micro-assessment Competency Appraisal (MMCA) Model: The MMCA model is an objective assessment of an employee’s performance, capability, and potential based on a holistic evaluation of key result areas and translation of competencies into measurable behaviors and actions. The model will achieve the following goals:
Serve as the primary vehicle for implementing organizational goals and strategies (cascaded from top to bottom throughout the organization).
Align and integrate the objectives and key performance measures (KPI/s) of the organization vertically and horizontally through all job categories and levels. In this way, the entire system works together in pointing towards the critical bottom line measures, with bottom line results following as a matter of course (“What gets measured gets done”).
Facilitate continuous performance improvement, organization development, and cultural change.
Enable achievement of quality and efficiency, i.e., to meet the customer's needs as precisely, quickly, and cost effectively as possible.
Ensure clarity regarding work expectations and performance standards, reducing job holder anxiety, stress, resource wastage and conflict.
viii) Flexi-time Employment: The objective of this initiative is to provide opportunities to our employees to pursue higher studies while remaining employed and for female employees to meet family commitments without having to resign from the services of Aegis.
ix) Benchmarking of HR Policies and Processes: The objective of this exercise is to study the existing best practices of the industry and benchmark the Aegis HR policies and procedures.
x) Global HR Excellence Awards: This is to celebrate and recognize the efforts of HR professionals for their extraordinary achievements in promoting the HR vision and enabling HR to evolve as a strategic business partner and a key value creator. These awards have been institutionalized with the following objectives:
Create a spirit of healthy competition among HR to deliver the organization’s mission of Happy Employees.
Enable and appreciate people to deliver superior performance.
Set a new standard in Talent Acquisition, Talent Management and Engagement, Talent Services, Corporate Governance and Talent Development.
Boost the morale of the HR fraternity who have contributed to excellence in the respective areas.
Recognize the efforts of HR professionals.
Institutionalize and reinforce the core principles behind the global HR vision.
The Global HR Excellence awards are given annually at the Global HR Summit. The HR community of Aegis is eligible to win the HR Excellence award.
xi) EDGE Program (Engage-Develop-Grow- Execute): EDGE is the development initiative for Aegisites who have been identified as Category 1 employees on the Performance - Potential 3x3 matrix. The objectives of the program are as follows:
Develop the identified potential talent to take on higher roles and responsibilities.
Improve workforce capabilities and overall performance.
Enhance employee morale, commitment, and therefore retention.
Fulfill career growth aspirations of people.
Counter the war for talent by developing an internal leadership pipeline.
Attrition by Country
0%10%20%30%40%50%60%70%80%90%
SriLanka
51%45%
SouthAfrica
52%
22%
Philippiness
19%
45%
Australia
43%
22%
USA &Costa Rica
64%
23%
Argentina
14%9%
86%
35%
India
Agent Staff Management Staff
Reasons for Attrition
Othe
rs
39%
7%9%
19%
26%
Personal Reasons
Career
GrowthHigherStudies
Nature of work
31Sustainability Report 2011
Page-37Page-36
32Sustainability Report 2011
Employment by Nationality
507
2319
3554
5081
452 78 4730 20 15 3571
1616
36729
Asian
AmericanAustralianSouth AfricanSaudi ArabianSri LankanParaguayanNew ZealanderPeruvianEnglishColombianOthers
Argentinean
Employment by Region
India
USA
Costa Rica
South Africa
Sri Lanka
Australia
New Zealand
Saudi Arabia
UAE
UK
Argentina
Phillippines
13 508125
4402719
3302
430
1625
27875
11853
5237
India
Philippines
USA
CR
South Africa
Sri Lanka
Australia
New Zealand
Saudi Arabia
UAE
UK
Argentina
Total
2009-10
22,722
9,408
2,558
293
1,602
362
1,940
17
38,902
2008-09
21,560
7,418
3,932
374
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
Non Existent
33,284
2010-11
27,875
11,853
3,302
430
1,625
440
2,719
13
508
12
5
5,237
54,019
Employment by Region
Attrition by Category
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Attri
tion
67.80%
Agent Staff
26.90%
Management Staff
Category-wise Employment
Management Staff
Agent Staff
10746
43273
43,273
10,746
54,019
2009-10
Agent Staff 28,055
Management Staff 10,920
Total 38,975
2010-11
Non-agent Staff: Non-agents refer to all employees other than agents.
Agent Staff: Agents are the face of Aegis. Their work is primarily to assist our client's customers with resolution of complaints or selling of clients’ products/services.
Permanent Employees: All employees who are on the full-time rolls of the organization.
Contractual Employee: Employees who are working for the organization generally on third party rolls or on limited duration employment contract.
Part-time Employee: Employees who work fewer hours per week than a full-time employee (minimum daily working hours of a part timer: 4 hrs 30 min for Domestic operations; 6 hrs for International operations).
Definitions:
Measurements
Different types of employment within Aegis are as follows:
Contractual vs. Permanent Employment
44647
488
7618
1266
Permanent
Part-Time
Casual
Contract
2009- 2010 2010- 2011
Permanent 44,647
Contract 488
Total
36,635
0
38,975 54,019
ManagementStaff (10-11)
Non-AgentStaff (10-11)
34,411
454
43,273
10,236
34
Part-Time 7,6182,340 7,189 429
Casual 1,2660 1,220 46
10,746
33Sustainability Report 2011
Page-39Page-38
34Sustainability Report 2011
Future HR Initiatives
i) Global Diversity Initiative: At Aegis, we understand that racial, cultural, and gender diversity in the workplace is no longer a nice-to-have, but a necessity in order to remain competitive and deliver sustainable bottom-line results. A diverse and inclusive organization is able to recognize and fully deploy a wide range of knowledge and skills, reach out to an increasingly diverse clientele, and motivate talented employees from all backgrounds to perform their best.
Different facets of diversity within Aegis are as follows:
Employment of differently-abled people
Gender inclusivity
Employment of “Culturally and Linguistically Diverse People” (CALD)
Employment of mature age people
Inclusion of indigenous people
Inclusion of socially and economically disadvantaged people.
We will be implementing practices and programs to promote each of these aspects of our diversity model.
ii) HR Technology: To implement global SAP R3 (Payroll, O&M, and ESS) module “Project Crystal ball”. All countries intend to be live on SAP by 2012.
iii) International Compensation Benchmarking: Though compensation is not the sole factor in attracting and retaining all employees, it is a vital element in attracting and retaining key talent. To overcome this challenge, Aegis has decided to participate in the International Compensation Benchmarking Survey.
iv) Employee Value Proposition: Employee Value Proposition (EVP) is a clear, compelling, and distinct description of what candidates and employees will experience from their overall work situation within the organization. Aegis has decided to partner with Aon Hewitt for an Employer Branding Initiative. The theme of the EVP will be GET-SET-GO.
When you GET in to Aegis,
We will SET you up for Success,
And then you GO places.
v) Project πr2 (Personal Identification - Recording & Re-verification): The objective of this project is to scan the complete area of circle of an employee spread across the organization to ensure there is no financial leakage on account of undesirable payouts to employees.
vi) Automation of Agent Hiring Process: To automate the entire agent hiring process to ensure standardization of the process across all locations in India and ensure effective time management and resource utilization.
vii) Multi-dimensional Micro-assessment Competency Appraisal (MMCA) Model: The MMCA model is an objective assessment of an employee’s performance, capability, and potential based on a holistic evaluation of key result areas and translation of competencies into measurable behaviors and actions. The model will achieve the following goals:
Serve as the primary vehicle for implementing organizational goals and strategies (cascaded from top to bottom throughout the organization).
Align and integrate the objectives and key performance measures (KPI/s) of the organization vertically and horizontally through all job categories and levels. In this way, the entire system works together in pointing towards the critical bottom line measures, with bottom line results following as a matter of course (“What gets measured gets done”).
Facilitate continuous performance improvement, organization development, and cultural change.
Enable achievement of quality and efficiency, i.e., to meet the customer's needs as precisely, quickly, and cost effectively as possible.
Ensure clarity regarding work expectations and performance standards, reducing job holder anxiety, stress, resource wastage and conflict.
viii) Flexi-time Employment: The objective of this initiative is to provide opportunities to our employees to pursue higher studies while remaining employed and for female employees to meet family commitments without having to resign from the services of Aegis.
ix) Benchmarking of HR Policies and Processes: The objective of this exercise is to study the existing best practices of the industry and benchmark the Aegis HR policies and procedures.
x) Global HR Excellence Awards: This is to celebrate and recognize the efforts of HR professionals for their extraordinary achievements in promoting the HR vision and enabling HR to evolve as a strategic business partner and a key value creator. These awards have been institutionalized with the following objectives:
Create a spirit of healthy competition among HR to deliver the organization’s mission of Happy Employees.
Enable and appreciate people to deliver superior performance.
Set a new standard in Talent Acquisition, Talent Management and Engagement, Talent Services, Corporate Governance and Talent Development.
Boost the morale of the HR fraternity who have contributed to excellence in the respective areas.
Recognize the efforts of HR professionals.
Institutionalize and reinforce the core principles behind the global HR vision.
The Global HR Excellence awards are given annually at the Global HR Summit. The HR community of Aegis is eligible to win the HR Excellence award.
xi) EDGE Program (Engage-Develop-Grow- Execute): EDGE is the development initiative for Aegisites who have been identified as Category 1 employees on the Performance - Potential 3x3 matrix. The objectives of the program are as follows:
Develop the identified potential talent to take on higher roles and responsibilities.
Improve workforce capabilities and overall performance.
Enhance employee morale, commitment, and therefore retention.
Fulfill career growth aspirations of people.
Counter the war for talent by developing an internal leadership pipeline.
Attrition by Country
0%10%20%30%40%50%60%70%80%90%
SriLanka
51%45%
SouthAfrica
52%
22%
Philippiness
19%
45%
Australia
43%
22%
USA &Costa Rica
64%
23%
Argentina
14%9%
86%
35%
India
Agent Staff Management Staff
Reasons for Attrition
Othe
rs
39%
7%9%
19%
26%
Personal Reasons
Career
GrowthHigherStudies
Nature of work
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36Sustainability Report 2011
HappyCustomers
Our commitment to become a sustainable organization is well demonstrated by our tenured relationships with our customers. Being in the business of managing consumer experiences, Aegis builds strong business values by using the following platforms:
Aegis as a Partner
Aegis enjoys significant tenured relationships with our clients—many of which are decades old. Our illustrious roster of more than 170 clients includes some of the world leaders in Telecom, Finance, Insurance, Banking, and Healthcare.
Our fundamental approach as a partner is continuously demonstrated through the flexibility of engagement models we offer, the solutions we provide to meet real business challenges, and the measurement of success parameters along with operating matrices. We have significant industry domain experience, supported by strong technology background, awareness and worldwide geographical spread that helps us in providing managed solutions to solve our customer’s business challenges.
VIBES
VIBES is our annual customer summit platform. It is an acronym for Value, Innovation, Brand, Experience, and Strategy.
The VIBES summit is an indicator of what we can do for our clients. It represents our ability to:
Create and deliver lasting value
Be driven by process and service innovation
Enable a disruptive brand impact upon our clients and the industry
Leverage more than two decades of experience in building and implementing customer-centric engagement models
Implement strategies to become a competitive differentiator in a dynamically customer focused market.
For more information about VIBES, you can visit our website at www.aegis-vibes.com
Aegis Unique Business Innovation
At Aegis, innovation is inextricably tied to our vision—which is “to constantly innovate in order to have superior execution for our clients, thereby creating wealth for all the stakeholders.”
Our most unique business innovation has been our strategy of rapid growth from a modest-sized company of about 2,400 people in 2005 to more than 54,000 people today. This was accomplished through a series of highly successful and strategic acquisitions based on a carefully mapped out scientific methodology.
As a part of our overall growth strategy since 2004, we have completed more than 18 acquisitions across the globe. Most of these acquisitions have been highly successful and we have significantly improved our operating and financial results on successful integration of these acquisitions.
The constituents of this success, which reveal our innovative approach to acquisitions, can be broadly framed as follows:
i) The E2C Balance Model: We explicitly recognize the Emotional and Economic impact as well as the needs of every individual undergoing an acquisition related transformation. We strive to create a balance between emotional reassurance and suitable economic compensation to improve Collaboration and reduce Conflict.
ii) The Five 9s Process: We follow the Five 9s process of acquisitions, which involves identifying specific tasks that must be completed in 9 hours, 9 days, 9 weeks, and 99 days from the time the acquisition is announced. This eliminates ambiguities, maintains transparency and honesty in communication, and allows everyone to plan ahead.
iii) The Aegis VIEW: Our proprietary management framework of Vision to create value, Innovation that is historic, Execution that is economically viable and excellent, and Wealth that is generated for all our stakeholders, including clients and employees, is the final guiding principle of our acquisition model.
Together, these principles form our robust M&A implementation strategy. Our model is carefully planned and based on a scientific examination of choice; this makes the model repeatable, innovative, and successful.
Aegis is now a global IT/BPO sector powerhouse, with locations in India, US, Costa Rica, Philippines, South Africa, Australia, New Zealand, Argentina, Saudi Arabia, UK, Dubai, and Sri Lanka.
In the short term, we aim to reach a billion dollar figure in revenue with more than 60,000 employees. This “Return on Equity” experience for our shareholders has been possible through a rational, sustainable, and efficient management of all classes of assets.
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38Sustainability Report 2011
Global Data Security Standards
We realize that the privacy and security of our clients’ data is a high-priority task in the outsourcing industry. Hence, we have implemented physical, administrative and technical controls to ensure the integrity, confidentiality and privacy of our clients’ information.
You can read more about our security standards on our website at www.aegisglobal.com or in last year’s sustainability report 2009-2010.
Aegis Global – Vertical Contribution
Aegis revenue through different verticals is visualized as below:
Languages Served to the Customers
Aegis serves our customers in 53 different languages from across the world. Below is an illustration of our language capabilities according to geography:
24%24%
11%
11%13%
17%
Others
BFSI
Healthcare
Manufacturing
Travel & Hospitality
Telecom
20
3
16
10
21
India
South Africa
Philippines
Australia
US & CR
Argentina
Sri Lanka
1
Languages Served
Revenue Generation through Different Verticals
Challenges & Strategies to Overcome Challenges
Aegis as a global business has a presence in 12 countries and 6 continents and employs more than 54,000 professionals across 50 locations. Undoubtedly, this raises a variety of challenges. As we strive to balance shareholders’ interests with those of our employees and the environment, we face the following challenges. For each such challenge, we have charted our possible solution strategies to ensure sustainable and holistic growth.
Being a global business
Aegis is present in all major countries. We need to provide services as perthe customer requirements, which are of global scale and standards.
Being accountable and open
To manage our business on a global scale we abide by international standards and set clear protocols and procedures in place that align with our customers’ needs.
Being environmentally responsible
Being a Sustainable organization, Aegis is also responsible for change inthe environment.
Reducing our carbon footprint
Aegis has made environmental strategy to reduce significantly the carbon footprint.
Being an employer of choice
Aegis knows that people are crucial to its success. The challenge is to recruit, train and retain people with diverse talents and backgrounds.
Managing our people
To address these challenges we have the Human Resources strategy in place which fosters the spirit of inter-dependence between individual development and organizational growth.
Being a good corporate citizen
Our business has an impact on communities around the world. We need to understand their local needs while designing our business strategy.
Supporting local communities
Aegis contributes in aiding different organizations that promote sustainable development practices.
Being competitive
Aegis is required to respond or provide services to the customers as per changing requirements under a tough competitive environment.
No compromise on quality
We strive to work with business partners, who are fully committed to fair, safe and environmentally friendly work practices focused on quality. We are convinced that this approach strengthens our mutual positions in the market place.
Business Challenges Strategies to Overcome Challenges
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38Sustainability Report 2011
Global Data Security Standards
We realize that the privacy and security of our clients’ data is a high-priority task in the outsourcing industry. Hence, we have implemented physical, administrative and technical controls to ensure the integrity, confidentiality and privacy of our clients’ information.
You can read more about our security standards on our website at www.aegisglobal.com or in last year’s sustainability report 2009-2010.
Aegis Global – Vertical Contribution
Aegis revenue through different verticals is visualized as below:
Languages Served to the Customers
Aegis serves our customers in 53 different languages from across the world. Below is an illustration of our language capabilities according to geography:
24%24%
11%
11%13%
17%
Others
BFSI
Healthcare
Manufacturing
Travel & Hospitality
Telecom
20
3
16
10
21
India
South Africa
Philippines
Australia
US & CR
Argentina
Sri Lanka
1
Languages Served
Revenue Generation through Different Verticals
Challenges & Strategies to Overcome Challenges
Aegis as a global business has a presence in 12 countries and 6 continents and employs more than 54,000 professionals across 50 locations. Undoubtedly, this raises a variety of challenges. As we strive to balance shareholders’ interests with those of our employees and the environment, we face the following challenges. For each such challenge, we have charted our possible solution strategies to ensure sustainable and holistic growth.
Being a global business
Aegis is present in all major countries. We need to provide services as perthe customer requirements, which are of global scale and standards.
Being accountable and open
To manage our business on a global scale we abide by international standards and set clear protocols and procedures in place that align with our customers’ needs.
Being environmentally responsible
Being a Sustainable organization, Aegis is also responsible for change inthe environment.
Reducing our carbon footprint
Aegis has made environmental strategy to reduce significantly the carbon footprint.
Being an employer of choice
Aegis knows that people are crucial to its success. The challenge is to recruit, train and retain people with diverse talents and backgrounds.
Managing our people
To address these challenges we have the Human Resources strategy in place which fosters the spirit of inter-dependence between individual development and organizational growth.
Being a good corporate citizen
Our business has an impact on communities around the world. We need to understand their local needs while designing our business strategy.
Supporting local communities
Aegis contributes in aiding different organizations that promote sustainable development practices.
Being competitive
Aegis is required to respond or provide services to the customers as per changing requirements under a tough competitive environment.
No compromise on quality
We strive to work with business partners, who are fully committed to fair, safe and environmentally friendly work practices focused on quality. We are convinced that this approach strengthens our mutual positions in the market place.
Business Challenges Strategies to Overcome Challenges
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40Sustainability Report 2011
HappyShareholders
Corporate Governance
The governance structure of Aegis has been devised using the corporate governance grant, which has a set of prophecy and values which are adhered to. Once the mission of the company has been established this corporate governance structure helps in accomplishing and monitoring the system. Principles and Standards provided by these grants lead to self-regulation and best-in-class governance. Rigorous efforts are being made on a daily basis to create and outspread governance to various interconnected building blocks of the ecosystem.
Aegis observes, conforms, and acts in accordance with the corporate governance code pertaining to the appointment of directors to our Board and the constitution of the following committees of the Board: the Audit Committee, the Remuneration Committee, & Sub Committee.
As on March 31, 2011, our Board has one executive director, two non-executive and non-independent directors, and one non-executive and independent director.
The chairman of our Board is an executive and non-independent director and the frequency of the board meeting is a minimum of four times a year.
The members of the Board are as follows:
Mr. Anshuman RuiaDirector
Mr. Vikash SarafDirector
Mr. Aparup D. SenguptaManaging Director and Global CEO
Mr. Dilip J. Thakkar(Resigned in January 2011)Non-Executive and Independent Director
Mr. John Michael LindNon-Executive and Independent Director
Mr. Debashis Chatterjee(Resigned in January 2011)Non-Executive and Independent Director
Disclosure onManagementApproach - Economic
Aegis has chosen Ernst & Young (E&Y) and its associate firms as its statutory auditors. This ensures that we follow the most stringent, appropriate, and best accounting and audit procedures for reporting to the external world along with transparency standards of international levels.
Aegis has an in-house internal audit team with qualified and experienced members, which is truly independent and follows rigorous standards on internal controls and procedures for assuring true independence.
On the accounting front, Aegis prepares its audited consolidated financials under the Indian-GAAP. It will eventually start preparing consolidated financials in IFRS, once IFRS becomes applicable in India. We also follow local-GAAP in respective countries. This will ensure that we are at par with international financial reporting standards being followed worldwide.
41Sustainability Report 2011
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42Sustainability Report 2011
Code of Conduct
Aegis maintains high standards of integrity, ethics, and professionalism. The Aegis code of conduct aims at creating and building employees’ core values, determining best-in-class practices, and establishing centers of excellence in the company. It emphasizes our goal of striving to attain the highest ethical standards when resolving potential or actual conflicts of interest. The code of conduct encompasses and defines the standards of employee behavior for the following key areas:
Confidentiality of Information
Non-disclosure
Aegis Proprietary Information/Data handling procedure
Non-Solicitation
Conflict of Interest, Accepting/Giving gifts
Investments on Aegis’ clients, suppliers, or competitors unless the securities are publicly traded
Dress code
Engaging in private trade or alternate/outside employment
Disclosure when doing business on behalf of the Company with a member of his or her family relations
Maintaining a positive work attitude and environment
Inappropriate/Illegal behavior
Participation in politics/Membership in political parties
Use of Company’s property and equipment
Telephone, computer, email, intranet, and internet usage
Substance abuse and intoxication
Smoking.
Whistle Blower Mechanism
The objective of the Aegis Whistle Blower mechanism is to provide an avenue to address concerns, in line with the commitment of the organization to the highest possible standards of ethical, moral and legal business conduct and its commitment to open communication, as well as timely redressal of concerns and disclosures to build and strengthen a culture of transparency and trust in the organization.
The escalation procedure comprises two levels: any employee in the first place can write to the ombudsperson about unethical or inappropriate
practices, if any, happening in the organization. In case an employee is not willing to write, he or she can also meet the ombudsperson and explain the case. The ombudsperson is a confidential resource for all employees of the company. His or her role is that of a neutral person who advocates not for a specific individual but for equity, fair processes, and compliance with the company’s policy and procedure.
In case an employee feels that the problem is not resolved by the ombudsperson within a reasonable time or is not perceived to be satisfactory, then the problem can be escalated to the Central Committee. The Central Committee consists of members from the top management level of Aegis.
Committees
The following are the committees of the Board:
i) Audit Committee: The scope and function of the Audit Committee is in accordance with Section 292A of the Companies Act and Clause 49 of the Listing Agreements.
The constitution of the Audit Committee is as follows:
The purpose of the Audit Committee is to assist the Board in fulfilling its obligations by receiving reports and making recommendations to the Board on matters including:
a) Financial reporting
b) Internal control and information systems and related Enterprise Risk Management
c) Internal audit
d) External audit
e) Reinforce a culture of transparency and ethical business practices
h) Such other matters as may be determined by the Board.
The Audit Committee is required to meet at least four times in a year, including once before the finalization of annual accounts and once in every six months. The quorum for the meetings is two members or one-third of the total number of members, whichever is higher, provided that at least two independent members are present.
Sr.No.
Name of theDirector
Executive/Non-Executive/Independent
1. Mr. John Michael Lind Non-Executive and Independent
2. Mr. Anshuman Ruia Non-Executive and Non-Independent
3. Mr. Vikash Saraf Non-Executive and Non-Independent
Sr.No.
Name of theDirector
Executive/Non-Executive/Independent
1. Mr. John Michael Lind Non-Executive and Independent
2. Mr. Debashis Chatterjee Non-Executive and Independent
3. Mr. Vikash Saraf Non-Executive and Non-Independent
ii) Remuneration Committee: The Remuneration Committee is constituted by our Board of Directors. It was reconstituted on February 8, 2010.
The constitution of the Remuneration Committee is as follows:
Mr. John Michael Lind is the chairman of the Remuneration Committee.
The Remuneration Committee determines our Company’s remuneration policy, having regard to performance standards and existing industry practice. Under the existing policies of our Company, the Remuneration Committee inter alia determines the remuneration payable to our Directors including the Managing Director, Whole-time Director, Executive Director and Manager. Apart from discharging the above-mentioned functions, the Remuneration Committee also discharges the following functions:
Framing policies regarding remuneration and compensation including salaries and salary adjustments, incentives, bonuses, promotion, benefits, and performance targets of the directors and manager.
Framing (including amending) and implementing of stock options scheme and/or stock purchase scheme for employees and directors and determining the eligibility criteria of employees for grant and exercise of stock options/securities.
Framing policies and strategies for attracting and retaining employees, and employee development programs.
Carrying out any other functions as may be delegated by the Board of Directors of our Company in the terms of reference of the Remuneration Committee.
iii) The Company Secretary and Board of Directors: Employees are represented at the Board through the Company Secretary (CS). The CS acts as a link between the shareholders and management and between the employees and the management. The employees send their recommendations or directions to the Company Secretary for taking it up at the Board.
There is one executive director in the company Board of Directors and his compensation is determined on the basis of performance parameters decided by the Remuneration Committee.
At the apex governing body, we have four members comprising one independent director. This director is independent in all respects and does not draw any remuneration or does not have any transactions or interest or any relation with the promoters or other Board members. The independent status is checked and controlled by the Company Secretary. The CS takes declarations from the members of the Board about their interest and ensures that they remain independent and free of conflict at all times. The transactions in which any member of the Board is interested, the interested member is excluded from participation in the meeting on the interested transaction and his or her presence and vote are not counted. The members of the Board intimate the status of their interest to the Company on a regular basis.
The Board members are selected on the basis of skills, experience, expertise, foresight, managerial qualities, and time availability. John Michael Lind is a renowned US law attorney and a venture capitalist.
The Board supervises 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 through the compliance and risk management system. The same is reported to the Board at every Board meeting. As a practice, the company does not make any financial or in-kind contributions to political parties or politicians.
The performance, adherence to policies, and compliance of the Board is evaluated by the promoters of the company.
The company has risk profiling and mitigation processes through which it conducts operational planning and strategic management.
In FY11, there were no non-compliances with environmental laws, regulations, and voluntary codes concerning health, safety, and product and service information, labeling, and use.
Disclosure of Management Approach on Corruption, Public Policy, Anti-competitive Behavior and Compliance
Every employee at Aegis signs a confidentiality and non-disclosure agreement at the time of joining. We have a zero tolerance policy towards non-compliance. A team of 15 people across the globe is entrusted with the responsibility of ensuring and reporting compliance. We have a monthly reporting procedure and we undertake periodic audits to review compliance.
The anti-corruption policy is part of our employee code of conduct.
The Company also has a robust Whistleblower policy. Whistle blowing is the mechanics of reporting, by employees or other stakeholders,
Page-45Page-44
40Sustainability Report 2011
HappyShareholders
Corporate Governance
The governance structure of Aegis has been devised using the corporate governance grant, which has a set of prophecy and values which are adhered to. Once the mission of the company has been established this corporate governance structure helps in accomplishing and monitoring the system. Principles and Standards provided by these grants lead to self-regulation and best-in-class governance. Rigorous efforts are being made on a daily basis to create and outspread governance to various interconnected building blocks of the ecosystem.
Aegis observes, conforms, and acts in accordance with the corporate governance code pertaining to the appointment of directors to our Board and the constitution of the following committees of the Board: the Audit Committee, the Remuneration Committee, & Sub Committee.
As on March 31, 2011, our Board has one executive director, two non-executive and non-independent directors, and one non-executive and independent director.
The chairman of our Board is an executive and non-independent director and the frequency of the board meeting is a minimum of four times a year.
The members of the Board are as follows:
Mr. Anshuman RuiaDirector
Mr. Vikash SarafDirector
Mr. Aparup D. SenguptaManaging Director and Global CEO
Mr. Dilip J. Thakkar(Resigned in January 2011)Non-Executive and Independent Director
Mr. John Michael LindNon-Executive and Independent Director
Mr. Debashis Chatterjee(Resigned in January 2011)Non-Executive and Independent Director
Disclosure onManagementApproach - Economic
Aegis has chosen Ernst & Young (E&Y) and its associate firms as its statutory auditors. This ensures that we follow the most stringent, appropriate, and best accounting and audit procedures for reporting to the external world along with transparency standards of international levels.
Aegis has an in-house internal audit team with qualified and experienced members, which is truly independent and follows rigorous standards on internal controls and procedures for assuring true independence.
On the accounting front, Aegis prepares its audited consolidated financials under the Indian-GAAP. It will eventually start preparing consolidated financials in IFRS, once IFRS becomes applicable in India. We also follow local-GAAP in respective countries. This will ensure that we are at par with international financial reporting standards being followed worldwide.
41Sustainability Report 2011
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42Sustainability Report 2011
Code of Conduct
Aegis maintains high standards of integrity, ethics, and professionalism. The Aegis code of conduct aims at creating and building employees’ core values, determining best-in-class practices, and establishing centers of excellence in the company. It emphasizes our goal of striving to attain the highest ethical standards when resolving potential or actual conflicts of interest. The code of conduct encompasses and defines the standards of employee behavior for the following key areas:
Confidentiality of Information
Non-disclosure
Aegis Proprietary Information/Data handling procedure
Non-Solicitation
Conflict of Interest, Accepting/Giving gifts
Investments on Aegis’ clients, suppliers, or competitors unless the securities are publicly traded
Dress code
Engaging in private trade or alternate/outside employment
Disclosure when doing business on behalf of the Company with a member of his or her family relations
Maintaining a positive work attitude and environment
Inappropriate/Illegal behavior
Participation in politics/Membership in political parties
Use of Company’s property and equipment
Telephone, computer, email, intranet, and internet usage
Substance abuse and intoxication
Smoking.
Whistle Blower Mechanism
The objective of the Aegis Whistle Blower mechanism is to provide an avenue to address concerns, in line with the commitment of the organization to the highest possible standards of ethical, moral and legal business conduct and its commitment to open communication, as well as timely redressal of concerns and disclosures to build and strengthen a culture of transparency and trust in the organization.
The escalation procedure comprises two levels: any employee in the first place can write to the ombudsperson about unethical or inappropriate
practices, if any, happening in the organization. In case an employee is not willing to write, he or she can also meet the ombudsperson and explain the case. The ombudsperson is a confidential resource for all employees of the company. His or her role is that of a neutral person who advocates not for a specific individual but for equity, fair processes, and compliance with the company’s policy and procedure.
In case an employee feels that the problem is not resolved by the ombudsperson within a reasonable time or is not perceived to be satisfactory, then the problem can be escalated to the Central Committee. The Central Committee consists of members from the top management level of Aegis.
Committees
The following are the committees of the Board:
i) Audit Committee: The scope and function of the Audit Committee is in accordance with Section 292A of the Companies Act and Clause 49 of the Listing Agreements.
The constitution of the Audit Committee is as follows:
The purpose of the Audit Committee is to assist the Board in fulfilling its obligations by receiving reports and making recommendations to the Board on matters including:
a) Financial reporting
b) Internal control and information systems and related Enterprise Risk Management
c) Internal audit
d) External audit
e) Reinforce a culture of transparency and ethical business practices
h) Such other matters as may be determined by the Board.
The Audit Committee is required to meet at least four times in a year, including once before the finalization of annual accounts and once in every six months. The quorum for the meetings is two members or one-third of the total number of members, whichever is higher, provided that at least two independent members are present.
Sr.No.
Name of theDirector
Executive/Non-Executive/Independent
1. Mr. John Michael Lind Non-Executive and Independent
2. Mr. Anshuman Ruia Non-Executive and Non-Independent
3. Mr. Vikash Saraf Non-Executive and Non-Independent
Sr.No.
Name of theDirector
Executive/Non-Executive/Independent
1. Mr. John Michael Lind Non-Executive and Independent
2. Mr. Debashis Chatterjee Non-Executive and Independent
3. Mr. Vikash Saraf Non-Executive and Non-Independent
ii) Remuneration Committee: The Remuneration Committee is constituted by our Board of Directors. It was reconstituted on February 8, 2010.
The constitution of the Remuneration Committee is as follows:
Mr. John Michael Lind is the chairman of the Remuneration Committee.
The Remuneration Committee determines our Company’s remuneration policy, having regard to performance standards and existing industry practice. Under the existing policies of our Company, the Remuneration Committee inter alia determines the remuneration payable to our Directors including the Managing Director, Whole-time Director, Executive Director and Manager. Apart from discharging the above-mentioned functions, the Remuneration Committee also discharges the following functions:
Framing policies regarding remuneration and compensation including salaries and salary adjustments, incentives, bonuses, promotion, benefits, and performance targets of the directors and manager.
Framing (including amending) and implementing of stock options scheme and/or stock purchase scheme for employees and directors and determining the eligibility criteria of employees for grant and exercise of stock options/securities.
Framing policies and strategies for attracting and retaining employees, and employee development programs.
Carrying out any other functions as may be delegated by the Board of Directors of our Company in the terms of reference of the Remuneration Committee.
iii) The Company Secretary and Board of Directors: Employees are represented at the Board through the Company Secretary (CS). The CS acts as a link between the shareholders and management and between the employees and the management. The employees send their recommendations or directions to the Company Secretary for taking it up at the Board.
There is one executive director in the company Board of Directors and his compensation is determined on the basis of performance parameters decided by the Remuneration Committee.
At the apex governing body, we have four members comprising one independent director. This director is independent in all respects and does not draw any remuneration or does not have any transactions or interest or any relation with the promoters or other Board members. The independent status is checked and controlled by the Company Secretary. The CS takes declarations from the members of the Board about their interest and ensures that they remain independent and free of conflict at all times. The transactions in which any member of the Board is interested, the interested member is excluded from participation in the meeting on the interested transaction and his or her presence and vote are not counted. The members of the Board intimate the status of their interest to the Company on a regular basis.
The Board members are selected on the basis of skills, experience, expertise, foresight, managerial qualities, and time availability. John Michael Lind is a renowned US law attorney and a venture capitalist.
The Board supervises 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 through the compliance and risk management system. The same is reported to the Board at every Board meeting. As a practice, the company does not make any financial or in-kind contributions to political parties or politicians.
The performance, adherence to policies, and compliance of the Board is evaluated by the promoters of the company.
The company has risk profiling and mitigation processes through which it conducts operational planning and strategic management.
In FY11, there were no non-compliances with environmental laws, regulations, and voluntary codes concerning health, safety, and product and service information, labeling, and use.
Disclosure of Management Approach on Corruption, Public Policy, Anti-competitive Behavior and Compliance
Every employee at Aegis signs a confidentiality and non-disclosure agreement at the time of joining. We have a zero tolerance policy towards non-compliance. A team of 15 people across the globe is entrusted with the responsibility of ensuring and reporting compliance. We have a monthly reporting procedure and we undertake periodic audits to review compliance.
The anti-corruption policy is part of our employee code of conduct.
The Company also has a robust Whistleblower policy. Whistle blowing is the mechanics of reporting, by employees or other stakeholders,
43Sustainability Report 2011
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Sustainability Report 2011
of wrongdoing such as fraud, malpractice, mismanagement, and breaches of health, environment, and/or safety laws or any other illegal or unethical acts, either on part of management or by employees.
Risks and Concerns
With rapid growth and a dominant presence in the telecom, BFSI, healthcare, and travel verticals, Aegis is bound to face some risks and challenges. In particular, the IT & ITeS sector, which has been one of the emerging andthriving verticals of the Indian economy, is fraught with risks.
The risks assessments and opportunities are continuously discussed with leadership team. Similarly, risk mitigation plans are also proposed and discussed.
The following are the kind of risks associated with outsourcing:
Operational Risks: Possible slippages in quality, infrastructural downtimes, cost or speed of process execution, difficulty in integration of acquisition, termination of client contract, and tax holiday continuity.
Strategic Risks: Issues such as protection of intellectual property, security, and privacy.
Composite Risks: Longer term risks, such as losing the capability to execute such business processes in-house in the future due to loss of talent and knowledge of the business process.
Among these, strategic and composite risks can be mitigated by contract terms and operational controls. However, managing operational risks is an on-going activity that needs to be performed continuously. Our metrics provide a good framework for continuous monitoring, reporting, and management of operational parameters. Quality, infrastructure, cost, and speed of execution depend upon a variety of orthogonal factors in process execution.
The entire paradigm of outsourcing is being reviewed not just within Aegis but also throughout the industry as fallout of the economic crises. There are new pressures that go to the root of both political and economic emotions. Politically, there is pressure to create localized jobs, whereas economically, companies are struggling against diminished revenues.
Steps taken to Mitigate Business Risks
Aegis is highly attuned to the cultural, political, and economic sensitivities of the new outsourcing paradigm. Consequently, we have designed a unique blend of global delivery that addresses these concerns. In collaboration with us, organizations have the liberty to choose from a global network of onshore, near shore, and offshore delivery centers, a variety of competency
centers, and a customized mix of linguistic, cultural, and geographic proximity centers.
This has enabled us to withstand the downturn and give our clients the winning edge. At the same time, we are continuously investing in expanding our geographies and securing new clients.
Because we earn and invest within the same geographies, we are naturally hedged against currency fluctuations, in most of our operating geographies. Moreover, we are not merely in the offshoring business but in the outsourcing business; hence, we are less prone to the negative bias in developed economies towards offshoring jobs to the emerging economies. By situating our outsourcing centers within the developed economies or proximal neighbors, we mitigate political concerns from local governments.
Statistics on Economic Indicators
**Revenues disclosed in the previous report for FY10 were based on management accounts. Figures for geographies acquired during the year includes those from the date of acquisition by holding company of Aegis Ltd. However, in the current report, we have included these figures based on the date acquired by Aegis Ltd., i.e., December 31, 2009.
0
100
200
300
400
500
600
700
800
Reve
nue
in m
m U
SD
103
FY 07 FY 08 FY 09 FY 10 FY 11
187
340
460
704
Revenue
HappyWorld
4645Sustainability Report 2011 Sustainability Report 2011
Disclosure on ManagementApproach - Environment
The Happy World Initiative offers multiple choices for our 54,000 strong global employees to become socially responsible. Aegis has adopted several Happy World (CSR) initiatives across all geographies. Aegisites, their family members, and friends strive to contribute in the areas of education, community services, and social development. This brings a collective wisdom of volunteers for long term benefits and satisfaction of the community, as funds alone do not help. Please visit www.aegishappyworld.com for more information.
The Happy World Initiative was launched in January 2010 across the globe; employees pledged their commitment towards the initiative and volunteerism by signing the “Wall of promise.”
The Happy World initiative initiates programs that enhance the lives of many people across the globe. All the geographies share a common Happy World philosophy and chart their activities in line with their culture.
A robust tracker is in place to collate global information on our philanthropic initiatives. It captures volunteerism, lives touched, funds raised, number of activities and NGO’s supported. In 2010-11, through its global activities, Happy World had 9,740 volunteers touch the lives of 22,892 people in 248 activities! A total of USD 49,010 were raised through employee contributions and 124 Not-for-Profit Organizations were supported during FY 2010-11.
Happier People
The objective is to make a difference in the lives of those who are in need and making them Happier People. Some of the activities undertaken in the reporting year are as below:
Happier People
Inclusive Progress
Healthier Planet
184
48
16
Happy World Acitivties in FY 2010-11
Happy World FY 2010-11 at a glance
9,736VolunteerAegisites
248Activities inFY 2010-11
USD 49,010 Raised
22,829Lives
Touched
Happier People Activities by Region
Total: 184 activities
63
22
67
15
1
Australia
Philippines
South Africa
Sri Lanka
USA
India
16
Some of the activities undertaken in the reporting year are as below:
The Power of One Handful of Rice: All Aegisites in line with the Happy World intiative donated just one handful of rice and collectively made a huge difference. Happy World collected a total of 1,295 kilos of rice that benefited 3,410 children and people in 8 different charitable organizations across India.
Global Blood Donation: Aegis has helped organize blood donation drives across various centers. Employee volunteers donated about 1,907 units of blood. The drive was organized along with various Blood Banks across the world.
Book Library at Snehasadan (Mumbai): More than 500 books and stationery items were donated by employees to build a whole new world of education for the 350 children of Snehasadan in Mumbai. Happy World also organized 350 food packets and Indian sweets for the children through one of the Happy World Eco Store clients.
Adopt a Soldier Campaign: At Aegis USA, Happy World organized an Adopt a Soldier campaign. Happy World collected all types of donations for US soldiers and their families. The items (food, clothing, medical aid, books) collected were packaged and shipped to soldiers and their families across the United States. This initiative was undertaken by Aegisites across our nine centers in the USA.
Platelet Donation: Happy World held a Platelet Donor Drive in association with the Tata Memorial Hospital and the Nargis Dutt Memorial Charity Trust. A team of senior doctors from the Tata Memorial Hospital answered all queries prior to the donor registration. Cancer patients and family came to give their testimony and the difficulty in getting platelets. Mr. Sunil Swarup (President, Shared Services, Aegis) and Mr. S.M. Gupta (Chief People Officer, Aegis) registered as donors along with 101 other volunteer donors. Aegis also offered Tabrez Alam, another volunteer who came to give a testimony about his brother, the opportunity to work at Aegis. Aegis is the first corporation to run a Platelet Donor Drive with the Tata Memorial Hospital and the Nargis Dutt Memorial Charity Trust.
Healthier Planet
The objective is to create a culture of energy and environment conservation to address the issues of climate change and sustainability for a Healthier Planet under the Happy World Initiative.
Page-51Page-50
“It really feels nice to be associated with Happy World at Aegis. You need to be a part of it to experience the joy of making even an inch of a difference to the world around us... Join us. :)”
Sameena Khanam (Bangalore India)Senior Manager – Communications
4645Sustainability Report 2011 Sustainability Report 2011
Disclosure on ManagementApproach - Environment
The Happy World Initiative offers multiple choices for our 54,000 strong global employees to become socially responsible. Aegis has adopted several Happy World (CSR) initiatives across all geographies. Aegisites, their family members, and friends strive to contribute in the areas of education, community services, and social development. This brings a collective wisdom of volunteers for long term benefits and satisfaction of the community, as funds alone do not help. Please visit www.aegishappyworld.com for more information.
The Happy World Initiative was launched in January 2010 across the globe; employees pledged their commitment towards the initiative and volunteerism by signing the “Wall of promise.”
The Happy World initiative initiates programs that enhance the lives of many people across the globe. All the geographies share a common Happy World philosophy and chart their activities in line with their culture.
A robust tracker is in place to collate global information on our philanthropic initiatives. It captures volunteerism, lives touched, funds raised, number of activities and NGO’s supported. In 2010-11, through its global activities, Happy World had 9,740 volunteers touch the lives of 22,892 people in 248 activities! A total of USD 49,010 were raised through employee contributions and 124 Not-for-Profit Organizations were supported during FY 2010-11.
Happier People
The objective is to make a difference in the lives of those who are in need and making them Happier People. Some of the activities undertaken in the reporting year are as below:
Happier People
Inclusive Progress
Healthier Planet
184
48
16
Happy World Acitivties in FY 2010-11
Happy World FY 2010-11 at a glance
9,736VolunteerAegisites
248Activities inFY 2010-11
USD 49,010 Raised
22,829Lives
Touched
Happier People Activities by Region
Total: 184 activities
63
22
67
15
1
Australia
Philippines
South Africa
Sri Lanka
USA
India
16
Some of the activities undertaken in the reporting year are as below:
The Power of One Handful of Rice: All Aegisites in line with the Happy World intiative donated just one handful of rice and collectively made a huge difference. Happy World collected a total of 1,295 kilos of rice that benefited 3,410 children and people in 8 different charitable organizations across India.
Global Blood Donation: Aegis has helped organize blood donation drives across various centers. Employee volunteers donated about 1,907 units of blood. The drive was organized along with various Blood Banks across the world.
Book Library at Snehasadan (Mumbai): More than 500 books and stationery items were donated by employees to build a whole new world of education for the 350 children of Snehasadan in Mumbai. Happy World also organized 350 food packets and Indian sweets for the children through one of the Happy World Eco Store clients.
Adopt a Soldier Campaign: At Aegis USA, Happy World organized an Adopt a Soldier campaign. Happy World collected all types of donations for US soldiers and their families. The items (food, clothing, medical aid, books) collected were packaged and shipped to soldiers and their families across the United States. This initiative was undertaken by Aegisites across our nine centers in the USA.
Platelet Donation: Happy World held a Platelet Donor Drive in association with the Tata Memorial Hospital and the Nargis Dutt Memorial Charity Trust. A team of senior doctors from the Tata Memorial Hospital answered all queries prior to the donor registration. Cancer patients and family came to give their testimony and the difficulty in getting platelets. Mr. Sunil Swarup (President, Shared Services, Aegis) and Mr. S.M. Gupta (Chief People Officer, Aegis) registered as donors along with 101 other volunteer donors. Aegis also offered Tabrez Alam, another volunteer who came to give a testimony about his brother, the opportunity to work at Aegis. Aegis is the first corporation to run a Platelet Donor Drive with the Tata Memorial Hospital and the Nargis Dutt Memorial Charity Trust.
Healthier Planet
The objective is to create a culture of energy and environment conservation to address the issues of climate change and sustainability for a Healthier Planet under the Happy World Initiative.
Page-51Page-50
“It really feels nice to be associated with Happy World at Aegis. You need to be a part of it to experience the joy of making even an inch of a difference to the world around us... Join us. :)”
Sameena Khanam (Bangalore India)Senior Manager – Communications
4847Sustainability Report 2011 Sustainability Report 2011
Carbon Footprint: We regularly monitor data related to paper, electricity, and diesel consumption. We have initiated the process of monitoring our carbon footprint as per WRI WBCSD GHG protocol and will be able to share the data in our next report. We have initiated collating the direct, indirect, and other relevant greenhouse gas emission data and intend to publish the same in the next report (FY 2012).
Currently, we are not reporting the NOx, SOx and other significant air emissions, but are planning to report by FY 2013.
Some of the collated data is mentioned in the following pages:
Facility Management
All our facilities—both leased and owned—are in developed business areas or in commercial zones. We do not have any centers that are close to protected areas or regions that have high bio-diversity value. We have not made any significant investment for infrastructure development for public benefit during the reporting year. The following chart displays the property details (in terms of seating capacity). Aegis has a total of 38,388 seating capacity across these locations.
Water
Due to our exponential growth as an organization, we have witnessed an increase in our consumption of resources—particularly paper, water, and energy. However, no water sources have been significantly affected by our increase in consumption. Currently, we are not reporting the recycled and reused water, but intend to do so by FY 2013 at selected locations.
Water Consumption (in ‘000 litres) per month
21283
0.987
2008-09
41015
1.805
2009-10
41812
1.500
2010-11
Total Water Consumption Per Employee Consumption
Energy
Energy-saving and Efficiency Measures Taken: Last year we introduced a few initiatives to reduce the energy consumption such as reducing the number of usage hours, improving operational control, increasing efficiency, or reducing power load. We have achieved 1.5 per cent reduction over last year’s consumption in India. Our per employee electricity consumption has reduced from 1003 KWH units to 955 KWH units in the last year. Some energy initiatives to be adopted in the future are the installation of LED lights across all sites, which are all spot-lit, and down lighting in board rooms, bathrooms, meeting rooms, offices, and more will be replaced with new energy-saving LED lights.
With regard to the areas of power and electricity usage, the following measures have been taken to reduce the number of usage hours, improve operational control, increase efficiency, or reduce power load. Since these measures have been instituted recently, we will report on the effect of these measures in our subsequent reports.
Air-conditioning: We have reduced the number of operational hours of chiller plants and we have programmed a switch-off of the compressor at every one-hour interval at nights. During weekends when there is no occupancy, we switch off the Air Handling Unit (AHU) and during normal hours of operations, automatic timers turn the AHU off for 10 minutes for every one hour of operation.
Shut down of alternate elevators during non-peak hours
Install timers for path light
Automatic light sensors installed for periphery lights
Use of CFL and progressing towards LED
Individual switch control and sensors for lights in washrooms
Electricity Consumption in Joules
2008-09 54,504,000,000
2009-10 82,008,000,000
2010-11 95,875,200,000
Page-53Page-52
Total: 48 activities
2
57
15
19Australia
Philippines
South Africa
USA
India
Healthier Planet Activities by RegionWe ensure that our AC filters and cooling coils are cleaned periodically by environmentally friendly chemical compounds.
We maintain a steady temperature range of 24 degrees celsius, plus or minus 2 degrees celsius at the workstations. Our labs, servers, and communications rooms are maintained at 21 degrees celsius plus or minus 2 degrees.
We already planned to do Periodic Checks of AC Refrigerant Pipes, Period Check on DG for Filters, and Oil replacement to reduce Emission.
Electricity: Below, we highlight some of the measures taken with regard to electric-usage efficiency.
Measures Taken in AC Energy Efficiency:
VRV Systems for energy efficiency
AC Compressor set point raised by 1 degree to achieve qualitative advantage
VFD has driven chilled water cooling system
Regular cleaning of condensers/outdoor units
5049Sustainability Report 2011 Sustainability Report 2011
Page-55Page-54
Diesel Consumption (in liters)
158251
7
2008-09
2471717
109
2009-10
939518
34
2010-11
Total Diesel Consumption Per Employee Consumption
Electricity Consumption (in ‘000 KWH)
15140
0.702
2008-09
22780
1.003
2009-10
26632
0.955
2010-11
Per Employee ConsumptionTotal Electricity Consumption
Diesel Consumption in Joules
2008-09 18,990,000,000
2009-10 2,966,058,000,000
2010-11 1,127,257,200,000
Diesel consumption has significantly reduced in comparison to last year.
Paper Consumption (in reams)
Total Paper Consumption Staff Per Employee Consumption
0
1000
2000
Pape
r Con
sum
ptio
n (in
ream
s)
3000
4000
5000
6000
2009-10
5096
0.24
2008-09
5769
0.25
2010-11
5268
0.19
We have taken various initiatives to reduce paper usage. This has led to a decrease in paper consumption from 0.25 reams to 0.19 reams per employee.
Computer Donation: In India, Aegis Happy World donated 58 Personal Computers to various organizations such as Sishu Mandir in Bangalore, Ashray Akruti in Hyderabad, and to the Armed Forces unit 5031 ASC Bn in Leh. These computers will facilitate in teaching the basics of computer education to children. Some of our employees also volunteered their time to teach these children. The Aegis IT team supported Happy World’s Healthier Planet initiative by reducing and recycling our electronic waste and configuring PC’s for reuse.
Annual Greenest Center Contest: Driven by Happy World among business leaders across India, the Greenest Center Contest saw an overall power reduction of approximately 6%, reduction in paper consumption by approximately 28%, reduction in plastic waste by approximately 16%, and the planting of 270 trees. The contest has now become an annual affair, thus helping reduce our carbon footprint.
Tree Planting in the Philippines: In a continuing effort to help protect the planet, Aegisites bonded over a tree planting activity at the La Mesa Watershed in Philippines. The objective was to understand the watershed and its impact on the ecosystem. The participants then worked their green thumbs by planting Kupang and Acacia tree seedlings and planted 1,400 trees.
*The La Mesa Watershed is a primary source of drinking water to a majority of Metro Manila residents. It is also home to 2,000 hectares of forestry serving as the Metro’s carbon dioxide sink.
Apart from the above organizational measures, we have taken steps to increase employee-awareness of these matters to initiate energy- saving momentum on a voluntary basis. To that end, we have email broadcasts of energy consumption data to all employees on a monthly basis and post the same statistics on notice boards at various locations.
In addition, we conduct induction and training for housekeeping personnel to educate them on the effective use of power and lights and appropriate use of materials for cleaning.
We have taken various initiatives to reduce electricity consumption. Our per employee electricity consumption has reduced from 1003 KWH units to 955 KWH units for FY 2010-2011 in comparison to FY 2009-2010.
Some energy initiatives to be adopted in the future are the installation of LED lights across all sites that are all spot-lit, and down lighting in board rooms, bathrooms, meeting rooms, offices, and more will be replaced with new energy-saving LED lights.
Material
5268
591 618
18505
Paper
Letter Head
Continuation Sheet
Photocpoy
In reams
4847Sustainability Report 2011 Sustainability Report 2011
Carbon Footprint: We regularly monitor data related to paper, electricity, and diesel consumption. We have initiated the process of monitoring our carbon footprint as per WRI WBCSD GHG protocol and will be able to share the data in our next report. We have initiated collating the direct, indirect, and other relevant greenhouse gas emission data and intend to publish the same in the next report (FY 2012).
Currently, we are not reporting the NOx, SOx and other significant air emissions, but are planning to report by FY 2013.
Some of the collated data is mentioned in the following pages:
Facility Management
All our facilities—both leased and owned—are in developed business areas or in commercial zones. We do not have any centers that are close to protected areas or regions that have high bio-diversity value. We have not made any significant investment for infrastructure development for public benefit during the reporting year. The following chart displays the property details (in terms of seating capacity). Aegis has a total of 38,388 seating capacity across these locations.
Water
Due to our exponential growth as an organization, we have witnessed an increase in our consumption of resources—particularly paper, water, and energy. However, no water sources have been significantly affected by our increase in consumption. Currently, we are not reporting the recycled and reused water, but intend to do so by FY 2013 at selected locations.
Water Consumption (in ‘000 litres) per month
21283
0.987
2008-09
41015
1.805
2009-10
41812
1.500
2010-11
Total Water Consumption Per Employee Consumption
Energy
Energy-saving and Efficiency Measures Taken: Last year we introduced a few initiatives to reduce the energy consumption such as reducing the number of usage hours, improving operational control, increasing efficiency, or reducing power load. We have achieved 1.5 per cent reduction over last year’s consumption in India. Our per employee electricity consumption has reduced from 1003 KWH units to 955 KWH units in the last year. Some energy initiatives to be adopted in the future are the installation of LED lights across all sites, which are all spot-lit, and down lighting in board rooms, bathrooms, meeting rooms, offices, and more will be replaced with new energy-saving LED lights.
With regard to the areas of power and electricity usage, the following measures have been taken to reduce the number of usage hours, improve operational control, increase efficiency, or reduce power load. Since these measures have been instituted recently, we will report on the effect of these measures in our subsequent reports.
Air-conditioning: We have reduced the number of operational hours of chiller plants and we have programmed a switch-off of the compressor at every one-hour interval at nights. During weekends when there is no occupancy, we switch off the Air Handling Unit (AHU) and during normal hours of operations, automatic timers turn the AHU off for 10 minutes for every one hour of operation.
Shut down of alternate elevators during non-peak hours
Install timers for path light
Automatic light sensors installed for periphery lights
Use of CFL and progressing towards LED
Individual switch control and sensors for lights in washrooms
Electricity Consumption in Joules
2008-09 54,504,000,000
2009-10 82,008,000,000
2010-11 95,875,200,000
Page-53Page-52
Total: 48 activities
2
57
15
19Australia
Philippines
South Africa
USA
India
Healthier Planet Activities by RegionWe ensure that our AC filters and cooling coils are cleaned periodically by environmentally friendly chemical compounds.
We maintain a steady temperature range of 24 degrees celsius, plus or minus 2 degrees celsius at the workstations. Our labs, servers, and communications rooms are maintained at 21 degrees celsius plus or minus 2 degrees.
We already planned to do Periodic Checks of AC Refrigerant Pipes, Period Check on DG for Filters, and Oil replacement to reduce Emission.
Electricity: Below, we highlight some of the measures taken with regard to electric-usage efficiency.
Measures Taken in AC Energy Efficiency:
VRV Systems for energy efficiency
AC Compressor set point raised by 1 degree to achieve qualitative advantage
VFD has driven chilled water cooling system
Regular cleaning of condensers/outdoor units
5049Sustainability Report 2011 Sustainability Report 2011
Page-55Page-54
Diesel Consumption (in liters)
158251
7
2008-09
2471717
109
2009-10
939518
34
2010-11
Total Diesel Consumption Per Employee Consumption
Electricity Consumption (in ‘000 KWH)
15140
0.702
2008-09
22780
1.003
2009-10
26632
0.955
2010-11
Per Employee ConsumptionTotal Electricity Consumption
Diesel Consumption in Joules
2008-09 18,990,000,000
2009-10 2,966,058,000,000
2010-11 1,127,257,200,000
Diesel consumption has significantly reduced in comparison to last year.
Paper Consumption (in reams)
Total Paper Consumption Staff Per Employee Consumption
0
1000
2000
Pape
r Con
sum
ptio
n (in
ream
s)
3000
4000
5000
6000
2009-10
5096
0.24
2008-09
5769
0.25
2010-11
5268
0.19
We have taken various initiatives to reduce paper usage. This has led to a decrease in paper consumption from 0.25 reams to 0.19 reams per employee.
Computer Donation: In India, Aegis Happy World donated 58 Personal Computers to various organizations such as Sishu Mandir in Bangalore, Ashray Akruti in Hyderabad, and to the Armed Forces unit 5031 ASC Bn in Leh. These computers will facilitate in teaching the basics of computer education to children. Some of our employees also volunteered their time to teach these children. The Aegis IT team supported Happy World’s Healthier Planet initiative by reducing and recycling our electronic waste and configuring PC’s for reuse.
Annual Greenest Center Contest: Driven by Happy World among business leaders across India, the Greenest Center Contest saw an overall power reduction of approximately 6%, reduction in paper consumption by approximately 28%, reduction in plastic waste by approximately 16%, and the planting of 270 trees. The contest has now become an annual affair, thus helping reduce our carbon footprint.
Tree Planting in the Philippines: In a continuing effort to help protect the planet, Aegisites bonded over a tree planting activity at the La Mesa Watershed in Philippines. The objective was to understand the watershed and its impact on the ecosystem. The participants then worked their green thumbs by planting Kupang and Acacia tree seedlings and planted 1,400 trees.
*The La Mesa Watershed is a primary source of drinking water to a majority of Metro Manila residents. It is also home to 2,000 hectares of forestry serving as the Metro’s carbon dioxide sink.
Apart from the above organizational measures, we have taken steps to increase employee-awareness of these matters to initiate energy- saving momentum on a voluntary basis. To that end, we have email broadcasts of energy consumption data to all employees on a monthly basis and post the same statistics on notice boards at various locations.
In addition, we conduct induction and training for housekeeping personnel to educate them on the effective use of power and lights and appropriate use of materials for cleaning.
We have taken various initiatives to reduce electricity consumption. Our per employee electricity consumption has reduced from 1003 KWH units to 955 KWH units for FY 2010-2011 in comparison to FY 2009-2010.
Some energy initiatives to be adopted in the future are the installation of LED lights across all sites that are all spot-lit, and down lighting in board rooms, bathrooms, meeting rooms, offices, and more will be replaced with new energy-saving LED lights.
Material
5268
591 618
18505
Paper
Letter Head
Continuation Sheet
Photocpoy
In reams
5251Sustainability Report 2011 Sustainability Report 2011
Page-57Page-56
India
Philippines
1400
300
Trees Planted
The Happy World Eco-store: Launched in the third quarter of 2010, it supports products that use the 3 Rs method of Reduce, Recycle, and Reuse. Most of these products are made by underprivileged communities using fair trade practices. The Eco-store saw a presence in the US, India, and Australia and supplies its seed jewellery to an accessory store O.M.O. The Eco-store also supplies recycled tetra pack napkin holders and coasters to a restaurant in Mumbai.
As far as possible we choose locally based suppliers who share our values on sustainability. In addition, we actively promote green procurement practices throughout our supply chain and ensure a vendor selection that has minimal environmental impact.
Inclusive Progress
The objective of Inclusive Progress is to induce a permanent change among disadvantaged people by providing them with employable training skills and a platform for earning permanent livelihood solutions.
Jute Craft: In order to meet the objective of Inclusive Progress through micro-entrepreneurship, Aegis supports women from Khardah Public Cultural and Welfare Association, Kolkata, India. These women have no sustainable income to support their family and children. About 15+ women were trained with a trade skill of making creative things using jute. A platform to retail these products has been developed through the Happy World Eco-store globally.
Cookies for a Cause: We are associated with the CPAA to help support women whose families are affected with cancer. Happy World supports this cause by mentoring these women and providing them a platform for micro-entrepreneurship. They are trained to make these products in a professional environment. We helped sell 2,500 packets in just five days. Currently, these women are employed by the corporate caterer.
The Roving Spa: The Roving Spa is a unique Inclusive Progress activity in the Philippines that supports the livelihood program of trained masseurs who are blind. They are trained by ABS-CBNs, BayanniJuan SA Calauan. By employing the services of the trainee masseurs, we give them an employment opportunity, until they can be officially employed by the spa. They are also able to practice their skills through the Happy World initiative.
Other Initiatives
Happy World has a presence in the NASSCOM Foundation and has been selected to be present on its steering committee. The Committee discusses the activities that the forum will take up for the next year. The members are responsible for taking decisions regarding financial budgeting, administrative working for events, and more, as and when required. This benefits Happy World as the company creates and leverages a socially conscious brand image for itself. Aegis is a support partner in all NASSCOM Foundation events in the region.
Inclusive Progress Activities by Region
Australia
India
Philippines
7
7
2
Total: 16 activities
Testimonies from NGO’s
“Corporates are already doing a lot, but we all know it’s just never enough. There are strong tie-ups with NGOs and corporates already. Corporates ideally need to align their industry business to an NGO working in the same field for a bigger impact. Everyone has the inherent desire to make a difference and help save a life. But we all get so caught up in our daily lives. It’s just a matter of taking that step. Everyone has a small aspect of a Mother Teresa in them and we should explore that. Aegis Happy World helps make a bigger difference by creating a platform for their employees to make that collective difference and help save lives.” – Priya Dutt, a well-known Indian politician and social worker.
Conclusion
The Happy World initiative will continue to reach all communities regardless of class and socio-economic status through activities involving the participation of Aegis stakeholders. Ultimately, we will make these activities meaningful to both Aegis as well as the external communities, resulting in a mutually beneficial relationship.
Happy World has a single vision: to help make the world a better place to be and work towards clarity and hope for a future when all is lost.
If we can make some changes in the lives of others, then we consider that Happy World has made a meaningful impact.
5453Sustainability Report 2011 Sustainability Report 2011
Page-59Page-58
Aegis MembershipsAegis is a member of the following bodies:
Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Customer Contact Management Association (CCMA)
CCMA provides a forum where customer contact center industry organizations and individual professionals across all sectors can interact having a common goal of customer contact center service excellence, industry improvement and professional development.
www.ccma.asn.au/Australia1
Australian Teleservices Association (ATA)
ATA – promoting excellence, growth and leadership in the Australian Contact Center Industry. The ATA provides comprehensive, independent, and quality professional development, information, mentoring, and networking services to the Contact Center industry in Australia.
www.ata.asn.au/Australia2
Australian Direct Marketing Association Since our foundation in 1966, ADMA’s mission has been to create an environment for the advancement of responsible, effective, and creative multi-channel marketing.
www.adma.com.auAustralia3
The Australian Institute of Credit Management
Credit management embraces the provision of credit and related services to individuals (consumer credit) and business (commercial credit). Including, evaluating whether a credit facility should be provided, collections and recovery of monies owed, management of cashflow and financial reporting, credit professionals are also involved with bankruptcy and corporate insolvency.
www.aicm.com.auAustralia4
Call Centre Network Group (CCNG) The CCNG network connects contact center organizations to share information. Through the network the people who lead and run contact centers have the ability to share insights, ideas, and best practices between peers and top professionals.
www.ccng.comAustralia5
Australian Institute of Management The Australian Institute of Management is a not-for-profit entity which invests its annual surpluses in the creation of education products, alternative education distribution channels and learning support materials. The sole purpose of AIM is to promote the advancement of education and learning in the field of management and leadership for commerce, industry and government.
www.aim.com.auAustralia6
Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Australian Industry Group (Ai Group) Ai Group is a peak industry association in Australia which along with its affiliates represents the interests of more than 60,000 businesses in an expanding range of sectors including: manufacturing, engineering, construction, automotive, food, transport, information technology, telecommunications, cell centers, labor hire, printing, defence, mining equipment and supplies, airlines, and other industries.
www.aigroup.com.auAustralia7
Australian Institute of Company Directors
Australia’s pre-eminent organization for directors, dedicated to making a difference in the quality of governance and directorship.
www.companydirectors.com.au
Australia8
Help Desk Institute (HDI) HDI advances the technical service and support industry by providing high-quality professional development opportunities for individuals and support centers.
www.thinkhdi.comAustralia9
NASSCOM NASSCOM® is the premier trade body and the chamber of commerce of the IT-BPO industries in India. NASSCOM is a global trade body with more than 1200 members, which include both Indian and multinational companies that have a presence in India.
www.nasscom.inIndia10
Indian Merchants Chambers Set up in 1907, the 103-year old Indian Merchants’ Chamber is a premier Chamber of trade, commerce, and industry in India, with headquarters in Mumbai. It has around 3200 direct members, comprising a cross section of the business community, including public and private limited companies and over 225 affiliated member associations through which the Chamber reaches out to over 250,000 business establishments in the country. IMC is also the first Chamber in the country to get ISO 9001:2000 accreditation in India.
www.imcnet.orgIndia11
IMA IMA India is a niche economic, business and market research firm providing insights and analysis to top management audiences in India through multiple channels. IMA India is the Indian Associate of AXP, a network of independent business information and consulting firms operating across the Asia Pacific region, headquartered in Australia.
www.ima-india.comIndia12
5251Sustainability Report 2011 Sustainability Report 2011
Page-57Page-56
India
Philippines
1400
300
Trees Planted
The Happy World Eco-store: Launched in the third quarter of 2010, it supports products that use the 3 Rs method of Reduce, Recycle, and Reuse. Most of these products are made by underprivileged communities using fair trade practices. The Eco-store saw a presence in the US, India, and Australia and supplies its seed jewellery to an accessory store O.M.O. The Eco-store also supplies recycled tetra pack napkin holders and coasters to a restaurant in Mumbai.
As far as possible we choose locally based suppliers who share our values on sustainability. In addition, we actively promote green procurement practices throughout our supply chain and ensure a vendor selection that has minimal environmental impact.
Inclusive Progress
The objective of Inclusive Progress is to induce a permanent change among disadvantaged people by providing them with employable training skills and a platform for earning permanent livelihood solutions.
Jute Craft: In order to meet the objective of Inclusive Progress through micro-entrepreneurship, Aegis supports women from Khardah Public Cultural and Welfare Association, Kolkata, India. These women have no sustainable income to support their family and children. About 15+ women were trained with a trade skill of making creative things using jute. A platform to retail these products has been developed through the Happy World Eco-store globally.
Cookies for a Cause: We are associated with the CPAA to help support women whose families are affected with cancer. Happy World supports this cause by mentoring these women and providing them a platform for micro-entrepreneurship. They are trained to make these products in a professional environment. We helped sell 2,500 packets in just five days. Currently, these women are employed by the corporate caterer.
The Roving Spa: The Roving Spa is a unique Inclusive Progress activity in the Philippines that supports the livelihood program of trained masseurs who are blind. They are trained by ABS-CBNs, BayanniJuan SA Calauan. By employing the services of the trainee masseurs, we give them an employment opportunity, until they can be officially employed by the spa. They are also able to practice their skills through the Happy World initiative.
Other Initiatives
Happy World has a presence in the NASSCOM Foundation and has been selected to be present on its steering committee. The Committee discusses the activities that the forum will take up for the next year. The members are responsible for taking decisions regarding financial budgeting, administrative working for events, and more, as and when required. This benefits Happy World as the company creates and leverages a socially conscious brand image for itself. Aegis is a support partner in all NASSCOM Foundation events in the region.
Inclusive Progress Activities by Region
Australia
India
Philippines
7
7
2
Total: 16 activities
Testimonies from NGO’s
“Corporates are already doing a lot, but we all know it’s just never enough. There are strong tie-ups with NGOs and corporates already. Corporates ideally need to align their industry business to an NGO working in the same field for a bigger impact. Everyone has the inherent desire to make a difference and help save a life. But we all get so caught up in our daily lives. It’s just a matter of taking that step. Everyone has a small aspect of a Mother Teresa in them and we should explore that. Aegis Happy World helps make a bigger difference by creating a platform for their employees to make that collective difference and help save lives.” – Priya Dutt, a well-known Indian politician and social worker.
Conclusion
The Happy World initiative will continue to reach all communities regardless of class and socio-economic status through activities involving the participation of Aegis stakeholders. Ultimately, we will make these activities meaningful to both Aegis as well as the external communities, resulting in a mutually beneficial relationship.
Happy World has a single vision: to help make the world a better place to be and work towards clarity and hope for a future when all is lost.
If we can make some changes in the lives of others, then we consider that Happy World has made a meaningful impact.
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Aegis MembershipsAegis is a member of the following bodies:
Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Customer Contact Management Association (CCMA)
CCMA provides a forum where customer contact center industry organizations and individual professionals across all sectors can interact having a common goal of customer contact center service excellence, industry improvement and professional development.
www.ccma.asn.au/Australia1
Australian Teleservices Association (ATA)
ATA – promoting excellence, growth and leadership in the Australian Contact Center Industry. The ATA provides comprehensive, independent, and quality professional development, information, mentoring, and networking services to the Contact Center industry in Australia.
www.ata.asn.au/Australia2
Australian Direct Marketing Association Since our foundation in 1966, ADMA’s mission has been to create an environment for the advancement of responsible, effective, and creative multi-channel marketing.
www.adma.com.auAustralia3
The Australian Institute of Credit Management
Credit management embraces the provision of credit and related services to individuals (consumer credit) and business (commercial credit). Including, evaluating whether a credit facility should be provided, collections and recovery of monies owed, management of cashflow and financial reporting, credit professionals are also involved with bankruptcy and corporate insolvency.
www.aicm.com.auAustralia4
Call Centre Network Group (CCNG) The CCNG network connects contact center organizations to share information. Through the network the people who lead and run contact centers have the ability to share insights, ideas, and best practices between peers and top professionals.
www.ccng.comAustralia5
Australian Institute of Management The Australian Institute of Management is a not-for-profit entity which invests its annual surpluses in the creation of education products, alternative education distribution channels and learning support materials. The sole purpose of AIM is to promote the advancement of education and learning in the field of management and leadership for commerce, industry and government.
www.aim.com.auAustralia6
Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Australian Industry Group (Ai Group) Ai Group is a peak industry association in Australia which along with its affiliates represents the interests of more than 60,000 businesses in an expanding range of sectors including: manufacturing, engineering, construction, automotive, food, transport, information technology, telecommunications, cell centers, labor hire, printing, defence, mining equipment and supplies, airlines, and other industries.
www.aigroup.com.auAustralia7
Australian Institute of Company Directors
Australia’s pre-eminent organization for directors, dedicated to making a difference in the quality of governance and directorship.
www.companydirectors.com.au
Australia8
Help Desk Institute (HDI) HDI advances the technical service and support industry by providing high-quality professional development opportunities for individuals and support centers.
www.thinkhdi.comAustralia9
NASSCOM NASSCOM® is the premier trade body and the chamber of commerce of the IT-BPO industries in India. NASSCOM is a global trade body with more than 1200 members, which include both Indian and multinational companies that have a presence in India.
www.nasscom.inIndia10
Indian Merchants Chambers Set up in 1907, the 103-year old Indian Merchants’ Chamber is a premier Chamber of trade, commerce, and industry in India, with headquarters in Mumbai. It has around 3200 direct members, comprising a cross section of the business community, including public and private limited companies and over 225 affiliated member associations through which the Chamber reaches out to over 250,000 business establishments in the country. IMC is also the first Chamber in the country to get ISO 9001:2000 accreditation in India.
www.imcnet.orgIndia11
IMA IMA India is a niche economic, business and market research firm providing insights and analysis to top management audiences in India through multiple channels. IMA India is the Indian Associate of AXP, a network of independent business information and consulting firms operating across the Asia Pacific region, headquartered in Australia.
www.ima-india.comIndia12
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Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Business Processes Association of the Philippines (BPAP)
The goal of the BPAP is to promote the competitive advantages and the growth potential of the Philippines in existing and new areas of outsourcing and support the industry in areas such as offshore marketing, education and training, security and privacy, legislation and public policy, among others.
www.bpap.org/bpap/index.asp
Philippines13
Contact Center Association of the Philippines (CCAP)
CCAP is the official organization of contact centers in the Philippines. Its mission is to promote the Philippines as a country-of-choice for contact center services, develop professional standards and practices, organize learning and networking events, and work with various stakeholders to further the industry’s contribution to the national economy and strengthen its market position worldwide.
www.ccaponline.orgPhilippines14
American Chambers of Commerce of the Philippines, Inc.
AmCham Philippines is the oldest American Chamber abroad – and the first in Asia. It is committed to the promotion of US-RP relations at all levels and boasts 23 standing committees and two foundations that cover all aspects of business and industry in the country.
www.amchamphilippines.com
Philippines15
Cebu Chambers of Commerce & Industry, Inc.
To strengthen the capabilities of the members through advocacy, linkages, and synergy for the global competitiveness of Cebu and its people.
www.cebuchamber.orgPhilippines16
People Management Association of the Philippines (PMAP)
PMAP is a strictly professional, non-stock, not-for-profit organization of over 1,800 member companies and individual management executives engaged or interested in human resource management (HRM) and industrial relations (IR) work.
www.pmap.org.phPhilippines17
18 Philippines Association for Training and Development
Philippine Society for Training and Development is a non-stock, non-profit professional organization of human resource development practitioners and workplace learning and performance professionals in the Philippines.
www.pstd.orgPhilippines
Cebu Education Development Foundation for Information Technology
The Cebu Educational Development Foundation for Information Technology or CEDF-IT is a consortium of industry, academe, government and NGO's that seeks to increase the quantity and improve the quality of professionals in the Information and Communications Technology (ICT) and IT-Enabled Services Industry through proactive intervention in the HR development sector.
www.cedfit.orgPhilippines19
Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Personnel Management Association of the Philippines, Inc.
The Personnel Management Association of the Philippines-Cebu, Inc. (PMAP Cebu) is a strictly professional, non-stock, not-for-profit organization of over 160 member companies and individual management executives engaged or interested in human resource management (HRM) and industrial relations (IR) work. PMAP Cebu continues to advance the profession, the science and the art of human resource management. In 2002, the PMAP Cebu Chapter was incorporated and renamed to PMAP Cebu Inc.
www.pmapcebu.comPhilippines20
Industry Tripartite Council for BPO/ICT in Cebu
The Department of Labor and Employment is the primary government agency mandated to promote gainful employment opportunities, develop human resources, protect workers and promote their welfare, and maintain industrial peace.
www.ro7.dole.gov.phPhilippines21
BPeSA National BPeSA is the national association body for Business Process Enablement in South Africa. It covers all the IT, ITES, and software companies in South Africa.
www.bpesa.org.zaSouth Africa22
Credit Services Association (CSA)
CSA is the only National Association in the UK for companies active in relation to unpaid credit accounts; debt recovery agencies, tracing and allied professional services.
www.csa-uk.comUK23
National Outsourcing Association (NOA)
NOA is the UK’s only outsourcing trade association and the center of excellence in outsourcing. We are an independent, not-for-profit organization run by our members, for our members. We are focused on communicating the benefits of strategic outsourcing, sharing best practice, and facilitating peer-to-peer networking for our members.
www.noa.co.ukUK24
International Association of Outsourcing Professionals (IAOP)
IAOP is the global, standard-setting organization and advocate for the outsourcing profession. With a global community of more than 110,000 members and affiliates worldwide, IAOP is the leading professional association for organizations and individuals involved in transforming the world of business through outsourcing, offshoring, and shared services.
www.iaop.orgUS25
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Sr.No
Location Website Address
American Teleservices Association (ATA)
ATA is the only non-profit trade organization dedicated exclusively to the advancement of companies that utilize contact centers as an integral channel of operations. ATA members include companies with inbound or outbound contact centers, users of teleservices, trainers, consultants, and equipment suppliers who initiate, facilitate, and generate telephone, internet, and e-mail sales, service, and support.
www.ataconnect.orgUS26
American Bankers Association Founded in 1875, the American Bankers Association represents banks of all sizes and charters and is the voice for the nation’s USD 13 trillion banking industry and its 2 million employees.
www.aba.comUS27
Irving Las Colinas Chamber of Commerce
Irving-Las Colinas is home to more than 10,000 local and multi-national companies and nearly 210,000 residents. Empowering corporations to reach their greatest potential has become an endless quest of the Irving-Las Colinas community.
www.irvingchamber.comUS28
Port St. Lucie Chamber of Commerce
St. Lucie County Chamber of Commerce is the voice for business; to unite the business and professional people in our community in an effort to expand the economy of the area; and to build upon our membership diversity to provide businesses numerous opportunities. Our mission is to help businesses prosper through advocacy, education, and exposure.
www.stluciechamber.orgUS29
Greater Killeen Chamber of Commerce
The Greater Killeen Chamber of Commerce provides vision, leadership, and support to business and community leaders to create economic prosperity.
www.killeenchamber.comUS30
Harker Heights Chamber of Commerce
The Harker Heights Chamber of Commerce is a young and vibrant organization, incorporated by a small group of business leaders. From this diversified group, it has grown to more than 900 members.
www.hhchamber.netUS31
Sr.No
Location Website Address
Sierra Vista Area Chamber of Commerce
The Chamber is a not-for-profit organization of business and professional men and women who have joined together to promote the civic, commercial and industrial progress of their community. Their focus is to promote local business, an essential part of the growth and health of their community, which depends on their support to continue to provide quality products and services.
www.sierravistachamber.org/home
US32
Missouri Chamber of Commerce The Missouri Chamber of Commerce and Industry understands that the quality of life in their state depends on quality jobs for Missourians. The mission: to protect and advance Missouri businesses.
www.mochamber.com/mx/hm.asp?id=home
US33
Joplin Area Chamber of Commerce Joplin Area Chamber of Commerce helps maximize opportunities for success and offers vital tools for business and community growth.
www.joplincc.comUS34
Society of Consumer Affairs Professionals (SOCAP)
SOCAP International, the Global Community of Relationship Experts, is committed to connecting members to the essential professional tools and networking opportunities to make their organization more successful.
www.socap.orgUS
US
35
Better Business Bureau (BBB) of Metropolitan Dallas
BBB’s mission is to be the leader in advancing market place trust. BBB accomplishes this mission by creating a community of trustworthy businesses, setting standards for marketplace trust, encouraging and supporting best practices, celebrating marketplace role models, and denouncing substandard marketplace behavior.
www.dallas.bbb.org36
Membership Body A brief Introduction of theMembership Bodies
Membership Body A brief Introduction of theMembership Bodies
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Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Business Processes Association of the Philippines (BPAP)
The goal of the BPAP is to promote the competitive advantages and the growth potential of the Philippines in existing and new areas of outsourcing and support the industry in areas such as offshore marketing, education and training, security and privacy, legislation and public policy, among others.
www.bpap.org/bpap/index.asp
Philippines13
Contact Center Association of the Philippines (CCAP)
CCAP is the official organization of contact centers in the Philippines. Its mission is to promote the Philippines as a country-of-choice for contact center services, develop professional standards and practices, organize learning and networking events, and work with various stakeholders to further the industry’s contribution to the national economy and strengthen its market position worldwide.
www.ccaponline.orgPhilippines14
American Chambers of Commerce of the Philippines, Inc.
AmCham Philippines is the oldest American Chamber abroad – and the first in Asia. It is committed to the promotion of US-RP relations at all levels and boasts 23 standing committees and two foundations that cover all aspects of business and industry in the country.
www.amchamphilippines.com
Philippines15
Cebu Chambers of Commerce & Industry, Inc.
To strengthen the capabilities of the members through advocacy, linkages, and synergy for the global competitiveness of Cebu and its people.
www.cebuchamber.orgPhilippines16
People Management Association of the Philippines (PMAP)
PMAP is a strictly professional, non-stock, not-for-profit organization of over 1,800 member companies and individual management executives engaged or interested in human resource management (HRM) and industrial relations (IR) work.
www.pmap.org.phPhilippines17
18 Philippines Association for Training and Development
Philippine Society for Training and Development is a non-stock, non-profit professional organization of human resource development practitioners and workplace learning and performance professionals in the Philippines.
www.pstd.orgPhilippines
Cebu Education Development Foundation for Information Technology
The Cebu Educational Development Foundation for Information Technology or CEDF-IT is a consortium of industry, academe, government and NGO's that seeks to increase the quantity and improve the quality of professionals in the Information and Communications Technology (ICT) and IT-Enabled Services Industry through proactive intervention in the HR development sector.
www.cedfit.orgPhilippines19
Sr.No
Location Membership Body Website Address A brief Introduction of theMembership Bodies
Personnel Management Association of the Philippines, Inc.
The Personnel Management Association of the Philippines-Cebu, Inc. (PMAP Cebu) is a strictly professional, non-stock, not-for-profit organization of over 160 member companies and individual management executives engaged or interested in human resource management (HRM) and industrial relations (IR) work. PMAP Cebu continues to advance the profession, the science and the art of human resource management. In 2002, the PMAP Cebu Chapter was incorporated and renamed to PMAP Cebu Inc.
www.pmapcebu.comPhilippines20
Industry Tripartite Council for BPO/ICT in Cebu
The Department of Labor and Employment is the primary government agency mandated to promote gainful employment opportunities, develop human resources, protect workers and promote their welfare, and maintain industrial peace.
www.ro7.dole.gov.phPhilippines21
BPeSA National BPeSA is the national association body for Business Process Enablement in South Africa. It covers all the IT, ITES, and software companies in South Africa.
www.bpesa.org.zaSouth Africa22
Credit Services Association (CSA)
CSA is the only National Association in the UK for companies active in relation to unpaid credit accounts; debt recovery agencies, tracing and allied professional services.
www.csa-uk.comUK23
National Outsourcing Association (NOA)
NOA is the UK’s only outsourcing trade association and the center of excellence in outsourcing. We are an independent, not-for-profit organization run by our members, for our members. We are focused on communicating the benefits of strategic outsourcing, sharing best practice, and facilitating peer-to-peer networking for our members.
www.noa.co.ukUK24
International Association of Outsourcing Professionals (IAOP)
IAOP is the global, standard-setting organization and advocate for the outsourcing profession. With a global community of more than 110,000 members and affiliates worldwide, IAOP is the leading professional association for organizations and individuals involved in transforming the world of business through outsourcing, offshoring, and shared services.
www.iaop.orgUS25
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Sr.No
Location Website Address
American Teleservices Association (ATA)
ATA is the only non-profit trade organization dedicated exclusively to the advancement of companies that utilize contact centers as an integral channel of operations. ATA members include companies with inbound or outbound contact centers, users of teleservices, trainers, consultants, and equipment suppliers who initiate, facilitate, and generate telephone, internet, and e-mail sales, service, and support.
www.ataconnect.orgUS26
American Bankers Association Founded in 1875, the American Bankers Association represents banks of all sizes and charters and is the voice for the nation’s USD 13 trillion banking industry and its 2 million employees.
www.aba.comUS27
Irving Las Colinas Chamber of Commerce
Irving-Las Colinas is home to more than 10,000 local and multi-national companies and nearly 210,000 residents. Empowering corporations to reach their greatest potential has become an endless quest of the Irving-Las Colinas community.
www.irvingchamber.comUS28
Port St. Lucie Chamber of Commerce
St. Lucie County Chamber of Commerce is the voice for business; to unite the business and professional people in our community in an effort to expand the economy of the area; and to build upon our membership diversity to provide businesses numerous opportunities. Our mission is to help businesses prosper through advocacy, education, and exposure.
www.stluciechamber.orgUS29
Greater Killeen Chamber of Commerce
The Greater Killeen Chamber of Commerce provides vision, leadership, and support to business and community leaders to create economic prosperity.
www.killeenchamber.comUS30
Harker Heights Chamber of Commerce
The Harker Heights Chamber of Commerce is a young and vibrant organization, incorporated by a small group of business leaders. From this diversified group, it has grown to more than 900 members.
www.hhchamber.netUS31
Sr.No
Location Website Address
Sierra Vista Area Chamber of Commerce
The Chamber is a not-for-profit organization of business and professional men and women who have joined together to promote the civic, commercial and industrial progress of their community. Their focus is to promote local business, an essential part of the growth and health of their community, which depends on their support to continue to provide quality products and services.
www.sierravistachamber.org/home
US32
Missouri Chamber of Commerce The Missouri Chamber of Commerce and Industry understands that the quality of life in their state depends on quality jobs for Missourians. The mission: to protect and advance Missouri businesses.
www.mochamber.com/mx/hm.asp?id=home
US33
Joplin Area Chamber of Commerce Joplin Area Chamber of Commerce helps maximize opportunities for success and offers vital tools for business and community growth.
www.joplincc.comUS34
Society of Consumer Affairs Professionals (SOCAP)
SOCAP International, the Global Community of Relationship Experts, is committed to connecting members to the essential professional tools and networking opportunities to make their organization more successful.
www.socap.orgUS
US
35
Better Business Bureau (BBB) of Metropolitan Dallas
BBB’s mission is to be the leader in advancing market place trust. BBB accomplishes this mission by creating a community of trustworthy businesses, setting standards for marketplace trust, encouraging and supporting best practices, celebrating marketplace role models, and denouncing substandard marketplace behavior.
www.dallas.bbb.org36
Membership Body A brief Introduction of theMembership Bodies
Membership Body A brief Introduction of theMembership Bodies
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Abbreviations and Acronyms
ACE Achieving Continuous Excellence
AHU Air Handling Unit
AIDS Acquired Immune Deficiency Syndrome
ANN Aegis News Network
BE Bachelors of Engineering
BPeSA Business Process enabling South Africa
BPO Business Process Outsourcing
CCC Contact Center Company
CEO Chief Executive Officer
CFO Chief Finance Officer
CII Confederation of Indian Industry
CLIMB Consistent Learner Intuitive Mature Benign
CLM Customer Lifecycle Management
CMO Chief Marketing Officer
COO Chief Operating Officer
COPC Customer Operation Performance Center
CPAA Cancer Patients Aids Association
CPO Chief People Officer
CSR Corporate Social Responsibility
CTO Chief Technology Officer
EDM Employee Data Management
E&T Engineering and Technology
EVP Employee Value Proposition
FAO Finance and Accounting Outsourcing
FMCG Fast moving Consumer Goods
GAAP Generally Accepted Accounting Principles
GCC Global Command Center
GHG Green House Gas
HCM Human Capital Management
HIPAA Health Insurance Portability and Accountability Act
HRO Human Resource Outsourcing
IAOP International Association of Outsourcing Professional
IDC International Data Corporation
IFRS International Financial Reporting Standards
IIM Indian Institute of Management
IJP Internal Job Posting
ITeS Information Technology Enabled Services
IT Information Technology
ISO International Organization for Standardization
M&A Mergers and Acquisition
ME Middle East
MMCA Multi-dimensional Micro-assessment Competency Appraisal
OHSAS Occupational Health and Safety Assessment Sequence
PC Personal Computer
PCI DSS Payment Card Industry Data Security Standard
PCI Payment Card Industry
SAP System Application and Products
SAS Statement on Auditing Standards
SLA Service Level Agreement
STC Saudi Telecom Company
TQM Total Quality Management
VFD Variable Frequency Drive
VIBES Value, Innovation, Brand, Experience and Strategy
VIEW Value, Innovation, Execution and Wealth
VRV Variable Refrigeration Volume
6160Sustainability Report 2011 Sustainability Report 2011
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Application Level
G3 ProfileDisclosures
C C+ B B+ A
G3 ManagementApproach
Disclosures
Report on:1.12.1-2.103.1-3.8, 3.10-3.124.1-4.4, 4.14-4.15
ReportApplication Level
*Sector supplement in final version
Not Required.
Rep
ort
Ext
erna
lly A
ssur
ed
Rep
ort
Ext
erna
lly A
ssur
ed
Rep
ort
Ext
erna
lly A
ssur
ed
Report on a minimum of10 Performance Indicators,including at least one fromeach of: Economic, Socialand Environmental.
Report on all cirterialisted for level C plus:1.23.9, 3.134.5-4.13, 4.16-4.17
Management ApproachDisclosures for eachIndicator Category.
Report on a ‘minimum of20 PerformanceIndicators, at least onefrom each of Economic,Environmental, HumanRights, Labor, Society,Product Reponisibility.
Same as requirement forLevel B.
Management ApproachDisclosures for eachIndicator Category.
Report on each core G3 andSector Supplement*Indicator with due regardto the Materiality Principleby either:a) reporting on theindicator or b) explainingthe reason for its omission.
G3 PerformanceIndicators &
Sector SupplementPerformance
Indicators
A+
Sta
ndar
d D
iscl
osu
res
OU
TP
UT
OU
TP
UT
OU
TP
UT
Statement ofGRIApplicationLevel Check
6160Sustainability Report 2011 Sustainability Report 2011
6059Sustainability Report 2011 Sustainability Report 2011
Page-64 Page-65
Abbreviations and Acronyms
ACE Achieving Continuous Excellence
AHU Air Handling Unit
AIDS Acquired Immune Deficiency Syndrome
ANN Aegis News Network
BE Bachelors of Engineering
BPeSA Business Process enabling South Africa
BPO Business Process Outsourcing
CCC Contact Center Company
CEO Chief Executive Officer
CFO Chief Finance Officer
CII Confederation of Indian Industry
CLIMB Consistent Learner Intuitive Mature Benign
CLM Customer Lifecycle Management
CMO Chief Marketing Officer
COO Chief Operating Officer
COPC Customer Operation Performance Center
CPAA Cancer Patients Aids Association
CPO Chief People Officer
CSR Corporate Social Responsibility
CTO Chief Technology Officer
EDM Employee Data Management
E&T Engineering and Technology
EVP Employee Value Proposition
FAO Finance and Accounting Outsourcing
FMCG Fast moving Consumer Goods
GAAP Generally Accepted Accounting Principles
GCC Global Command Center
GHG Green House Gas
HCM Human Capital Management
HIPAA Health Insurance Portability and Accountability Act
HRO Human Resource Outsourcing
IAOP International Association of Outsourcing Professional
IDC International Data Corporation
IFRS International Financial Reporting Standards
IIM Indian Institute of Management
IJP Internal Job Posting
ITeS Information Technology Enabled Services
IT Information Technology
ISO International Organization for Standardization
M&A Mergers and Acquisition
ME Middle East
MMCA Multi-dimensional Micro-assessment Competency Appraisal
OHSAS Occupational Health and Safety Assessment Sequence
PC Personal Computer
PCI DSS Payment Card Industry Data Security Standard
PCI Payment Card Industry
SAP System Application and Products
SAS Statement on Auditing Standards
SLA Service Level Agreement
STC Saudi Telecom Company
TQM Total Quality Management
VFD Variable Frequency Drive
VIBES Value, Innovation, Brand, Experience and Strategy
VIEW Value, Innovation, Execution and Wealth
VRV Variable Refrigeration Volume
6160Sustainability Report 2011 Sustainability Report 2011
6261Sustainability Report 2011 Sustainability Report 2011
Page-66 Page-67
Application Level
G3 ProfileDisclosures
C C+ B B+ A
G3 ManagementApproach
Disclosures
Report on:1.12.1-2.103.1-3.8, 3.10-3.124.1-4.4, 4.14-4.15
ReportApplication Level
*Sector supplement in final version
Not Required.
Rep
ort
Ext
erna
lly A
ssur
ed
Rep
ort
Ext
erna
lly A
ssur
ed
Rep
ort
Ext
erna
lly A
ssur
ed
Report on a minimum of10 Performance Indicators,including at least one fromeach of: Economic, Socialand Environmental.
Report on all cirterialisted for level C plus:1.23.9, 3.134.5-4.13, 4.16-4.17
Management ApproachDisclosures for eachIndicator Category.
Report on a ‘minimum of20 PerformanceIndicators, at least onefrom each of Economic,Environmental, HumanRights, Labor, Society,Product Reponisibility.
Same as requirement forLevel B.
Management ApproachDisclosures for eachIndicator Category.
Report on each core G3 andSector Supplement*Indicator with due regardto the Materiality Principleby either:a) reporting on theindicator or b) explainingthe reason for its omission.
G3 PerformanceIndicators &
Sector SupplementPerformance
Indicators
A+
Sta
ndar
d D
iscl
osu
res
OU
TP
UT
OU
TP
UT
OU
TP
UT
Statement ofGRIApplicationLevel Check
Sustainability Report 2011 Sustainability Report 2011
Page-68 Page-69
GRI Content Index
Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
1. Strategy and Analysis
1.1 Statement from the most senior Fully 1-2 decision-maker of the organization.
1.2 Description of key impacts, Fully 1-2, 43 risks, and opportunities.
2. Organizational Profile
2.1 Name of the organization. Fully Back cover page
2.2 Primary brands, products, Fully 3 and/or services.
2.3 Operational structure of the Fully 4, 11-12 organization, including main divisions, operating companies, subsidiaries, and joint ventures.
2.4 Location of organization’s Fully Back cover headquarters. page
2.5 Number of countries where the Fully 4 organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
2.6 Nature of ownership and legal form. Fully 8, 40-43
Application Level A+ Assured by Ernst & Young
63 64
Assurance Statement from E&Y
Sustainability Report 2011 Sustainability Report 2011
Page-70
65 66
Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
2. Organizational Profile
2.7 Markets served (including geographic Fully 4, 36-37 breakdown, sectors served, and types of customers/beneficiaries).
2.8 Scale of the reporting organization. Fully 4, 43 Total Capitalisation includes long term debt of USD 253.2 mn and equity of USD 255.2 mn
2.9 Significant changes during the Fully 11-12 reporting period regarding size, structure, or ownership.
2.10 Awards received in the reporting Fully 10 period.
3. Report Parameters
3.1 Reporting period (e.g., fiscal/calendar Fully 14 year) for information provided.
3.2 Date of most recent previous report Fully 14 (if any).
3.3 Reporting cycle (annual, biennial, etc.). Fully 14
3.4 Contact point for questions regarding Fully 14 the report or its contents.
3.5 Process for defining report content. Fully 14-17
3.6 Boundary of the report (e.g., Fully 14 countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
3. Report Parameters
3.7 State any specific limitations on the Fully 14 scope or boundary of the report (see completeness principle for explanation of scope).
3.8 Basis for reporting on joint ventures, Fully 14 subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.
3.9 Data measurement techniques and Fully 14 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.
3.10 Explanation of the effect of any Fully 42-43 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).
3.11 Significant changes from previous Fully 14 reporting periods in the scope, boundary, or measurement methods applied in the report.
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GRI Content Index
Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
1. Strategy and Analysis
1.1 Statement from the most senior Fully 1-2 decision-maker of the organization.
1.2 Description of key impacts, Fully 1-2, 43 risks, and opportunities.
2. Organizational Profile
2.1 Name of the organization. Fully Back cover page
2.2 Primary brands, products, Fully 3 and/or services.
2.3 Operational structure of the Fully 4, 11-12 organization, including main divisions, operating companies, subsidiaries, and joint ventures.
2.4 Location of organization’s Fully Back cover headquarters. page
2.5 Number of countries where the Fully 4 organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.
2.6 Nature of ownership and legal form. Fully 8, 40-43
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
2. Organizational Profile
2.7 Markets served (including geographic Fully 4, 36-37 breakdown, sectors served, and types of customers/beneficiaries).
2.8 Scale of the reporting organization. Fully 4, 43 Total Capitalisation includes long term debt of USD 253.2 mn and equity of USD 255.2 mn
2.9 Significant changes during the Fully 11-12 reporting period regarding size, structure, or ownership.
2.10 Awards received in the reporting Fully 10 period.
3. Report Parameters
3.1 Reporting period (e.g., fiscal/calendar Fully 14 year) for information provided.
3.2 Date of most recent previous report Fully 14 (if any).
3.3 Reporting cycle (annual, biennial, etc.). Fully 14
3.4 Contact point for questions regarding Fully 14 the report or its contents.
3.5 Process for defining report content. Fully 14-17
3.6 Boundary of the report (e.g., Fully 14 countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
3. Report Parameters
3.7 State any specific limitations on the Fully 14 scope or boundary of the report (see completeness principle for explanation of scope).
3.8 Basis for reporting on joint ventures, Fully 14 subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.
3.9 Data measurement techniques and Fully 14 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.
3.10 Explanation of the effect of any Fully 42-43 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).
3.11 Significant changes from previous Fully 14 reporting periods in the scope, boundary, or measurement methods applied in the report.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
3. Report Parameters
3.12 Table identifying the location of the Fully 64-88 GRI Index Standard Disclosures in the report.
3.13 Policy and current practice with Fully 63 regard to seeking external assurance for the report.
4. Governance, Commitments, and Engagement
4.1 Governance structure of the Fully 40-43 organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
4.2 Indicate whether the chair of the Fully 41 highest governance body is also an executive officer.
4.3 For organizations that have a unitary Fully 40-43 board structure, state the number of members of the highest governance body that are independent and/or non-executive members.
4.4 Mechanisms for shareholders and Fully 42-43 employees to provide recommendations or direction to the highest governance body.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
4. Governance, Commitments, and Engagement
4.5 Linkage between compensation for Fully 40-43 members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).
4.6 Processes in place for the highest Fully 43 governance body to ensure conflicts of interest are avoided.
4.7 Process for determining the Fully 40-43 qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics.
4.8 Internally developed statements of Fully 3, 19-20, mission or values, codes of conduct, 41-43, 45 and principles relevant to economic, environmental, and social performance and the status of their implementation.
4.9 Procedures of the highest governance Fully 40-43 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.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
4. Governance, Commitments, and Engagement
4.10 Processes for evaluating the highest Fully 40-43 governance body’s own performance, particularly with respect to economic, environmental, and social performance.
4.11 Explanation of whether and how the Fully 43 precautionary approach or principle is addressed by the organization.
4.12 Externally developed economic, Fully 53-58 environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
4.13 Memberships in associations (such Fully 53-58 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.
4.14 List of stakeholder groups engaged Fully 16-17 by the organization.
4.15 Basis for identification and selection Fully 16-17 We consider the of stakeholders with whom to engage. dimensions of responsibility, influence, proximity, dependency and representation to identify stakeholders
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conducted
Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
4. Governance, Commitments, and Engagement
4.16 Approaches to stakeholder Fully 16 engagement, including frequency of engagement by type and by stakeholder group.
4.17 Key topics and concerns that have Fully 16-17 been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA EC Disclosure on Management Partially 40 Approach EC
Aspects Economic performance Partially 43 Proprietary Proprietary information information
Market presence Fully 36
Indirect economic impacts Not - Not material We have not conducted 2014 any formal study to assess the indirect economic impacts. Currently it is not material to the organization although we are generating direct and indirect employment through our supply chain across geographies.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
3. Report Parameters
3.12 Table identifying the location of the Fully 64-88 GRI Index Standard Disclosures in the report.
3.13 Policy and current practice with Fully 63 regard to seeking external assurance for the report.
4. Governance, Commitments, and Engagement
4.1 Governance structure of the Fully 40-43 organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
4.2 Indicate whether the chair of the Fully 41 highest governance body is also an executive officer.
4.3 For organizations that have a unitary Fully 40-43 board structure, state the number of members of the highest governance body that are independent and/or non-executive members.
4.4 Mechanisms for shareholders and Fully 42-43 employees to provide recommendations or direction to the highest governance body.
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
4. Governance, Commitments, and Engagement
4.5 Linkage between compensation for Fully 40-43 members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance).
4.6 Processes in place for the highest Fully 43 governance body to ensure conflicts of interest are avoided.
4.7 Process for determining the Fully 40-43 qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics.
4.8 Internally developed statements of Fully 3, 19-20, mission or values, codes of conduct, 41-43, 45 and principles relevant to economic, environmental, and social performance and the status of their implementation.
4.9 Procedures of the highest governance Fully 40-43 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.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
4. Governance, Commitments, and Engagement
4.10 Processes for evaluating the highest Fully 40-43 governance body’s own performance, particularly with respect to economic, environmental, and social performance.
4.11 Explanation of whether and how the Fully 43 precautionary approach or principle is addressed by the organization.
4.12 Externally developed economic, Fully 53-58 environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.
4.13 Memberships in associations (such Fully 53-58 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.
4.14 List of stakeholder groups engaged Fully 16-17 by the organization.
4.15 Basis for identification and selection Fully 16-17 We consider the of stakeholders with whom to engage. dimensions of responsibility, influence, proximity, dependency and representation to identify stakeholders
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conducted
Profile Description Reported Cross- If Applicable, Reason Explanation To beDisclosure reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART I: Profile Disclosures
4. Governance, Commitments, and Engagement
4.16 Approaches to stakeholder Fully 16 engagement, including frequency of engagement by type and by stakeholder group.
4.17 Key topics and concerns that have Fully 16-17 been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.
G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA EC Disclosure on Management Partially 40 Approach EC
Aspects Economic performance Partially 43 Proprietary Proprietary information information
Market presence Fully 36
Indirect economic impacts Not - Not material We have not conducted 2014 any formal study to assess the indirect economic impacts. Currently it is not material to the organization although we are generating direct and indirect employment through our supply chain across geographies.
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G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA EN Disclosure on Management Partially 45 Approach EN
Aspects Materials Fully 47-52
Energy Fully 48-49
Water Fully 47-48
Biodiversity Fully 46-52
Emissions, effluents and waste Not - Not available Currently it is not part of 2013 our data collection system. We are planning to start collating this data from January 2012 and will be able to report in FY 13.
Aspects Products and services Fully - We comply with all the relevant laws pertaining to BPO and outsoursing in all the countries in which we operate. The relevant clauses are part of the master teleservices agreement signed between the company and the client.
Compliance Fully 40-43
Transport Not Not available Currently it is not part of 2013 our data collection system. We are planning to start collating this data from January 2012 and will be able to report in FY 13
Overall Fully 40-43
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G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA LA Disclosure on Management Fully 19 Approach LA
Aspects Employment Fully 29-32
Labor/management relations Fully 19-30
Occupational health and safety Fully 20
Training and education Fully 23
Diversity and equal opportunity Fully 20-21, 28
DMA HR Disclosure on Management Partially 19 Approach HR
Aspects Investment and procurement Fully 51 practices.
Non-discrimination Fully 28
Freedom of association and Not Not applicable We do not have unions in collective bargaining. the countries we operate.
Child labor Fully 21
Forced and compulsory labor Fully 19-20, 28
Security practices Fully 20
Indigenous rights Fully 21
DMA SO Disclosure on Management Fully 45 Approach SO
Aspects Community Fully 28
Corruption Fully 43
Public policy Fully 43
Anti-competitive behavior Fully 43
Compliance Fully 40-43
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G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA PR Disclosure on Management Partially 36-38, 40 Approach PR
Aspects Customer health and safety Not Not applicable Aegis is in the business of providing outsourcing solutions in the areas of BFSI, health-care, telecom etc. All the products of Aegis to its customers are in the form of IT/ITES services only and hence do not pose any threat to the health and safety of the customer.
Product and service labelling Fully 36
Marketing communications Fully We retain well established advertising firms who follow country codes as applicable. Additionally, the relevant clauses pertaining to this indicator are part of the contract agreement signed between the company and the marketing/advertising/ promotion agency.
Aspects Customer privacy Fully 36
Compliance Fully 40-41
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Economic performance
EC1 Direct economic value generated Partially 43 Proprietary Information and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.
EC2 Financial implications and other risks Not - Not available Though there is no study 2015 and opportunities for the carried out for this organization’s activities due to indicator, but we are aware climate change. about the risks and opportunities for the organization’s activities due to climate change.
EC3 Coverage of the organization’s defined benefit plan obligations.
EC4 Significant financial assistance Fully We have not received any received from government. financial assistance from the government during the reporting year.
Market Presence
EC5 Range of ratios of standard entry Fully 27-28 level wage compared to local minimum wage at significant locations of operation.
EC6 Policy, practices, and proportion of Fully 51 spending on locally-based suppliers at significant locations of operation.
EC7 Procedures for local hiring and Fully 28 proportion of senior management hired from the local community at significant locations of operation.
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G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA EN Disclosure on Management Partially 45 Approach EN
Aspects Materials Fully 47-52
Energy Fully 48-49
Water Fully 47-48
Biodiversity Fully 46-52
Emissions, effluents and waste Not - Not available Currently it is not part of 2013 our data collection system. We are planning to start collating this data from January 2012 and will be able to report in FY 13.
Aspects Products and services Fully - We comply with all the relevant laws pertaining to BPO and outsoursing in all the countries in which we operate. The relevant clauses are part of the master teleservices agreement signed between the company and the client.
Compliance Fully 40-43
Transport Not Not available Currently it is not part of 2013 our data collection system. We are planning to start collating this data from January 2012 and will be able to report in FY 13
Overall Fully 40-43
Application Level A+ Assured by Ernst & Young
G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA LA Disclosure on Management Fully 19 Approach LA
Aspects Employment Fully 29-32
Labor/management relations Fully 19-30
Occupational health and safety Fully 20
Training and education Fully 23
Diversity and equal opportunity Fully 20-21, 28
DMA HR Disclosure on Management Partially 19 Approach HR
Aspects Investment and procurement Fully 51 practices.
Non-discrimination Fully 28
Freedom of association and Not Not applicable We do not have unions in collective bargaining. the countries we operate.
Child labor Fully 21
Forced and compulsory labor Fully 19-20, 28
Security practices Fully 20
Indigenous rights Fully 21
DMA SO Disclosure on Management Fully 45 Approach SO
Aspects Community Fully 28
Corruption Fully 43
Public policy Fully 43
Anti-competitive behavior Fully 43
Compliance Fully 40-43
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G3 DMA Description Reported Cross- If Applicable, Reason Explanation To be reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)
DMA PR Disclosure on Management Partially 36-38, 40 Approach PR
Aspects Customer health and safety Not Not applicable Aegis is in the business of providing outsourcing solutions in the areas of BFSI, health-care, telecom etc. All the products of Aegis to its customers are in the form of IT/ITES services only and hence do not pose any threat to the health and safety of the customer.
Product and service labelling Fully 36
Marketing communications Fully We retain well established advertising firms who follow country codes as applicable. Additionally, the relevant clauses pertaining to this indicator are part of the contract agreement signed between the company and the marketing/advertising/ promotion agency.
Aspects Customer privacy Fully 36
Compliance Fully 40-41
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Economic performance
EC1 Direct economic value generated Partially 43 Proprietary Information and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.
EC2 Financial implications and other risks Not - Not available Though there is no study 2015 and opportunities for the carried out for this organization’s activities due to indicator, but we are aware climate change. about the risks and opportunities for the organization’s activities due to climate change.
EC3 Coverage of the organization’s defined benefit plan obligations.
EC4 Significant financial assistance Fully We have not received any received from government. financial assistance from the government during the reporting year.
Market Presence
EC5 Range of ratios of standard entry Fully 27-28 level wage compared to local minimum wage at significant locations of operation.
EC6 Policy, practices, and proportion of Fully 51 spending on locally-based suppliers at significant locations of operation.
EC7 Procedures for local hiring and Fully 28 proportion of senior management hired from the local community at significant locations of operation.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Energy
EN3 Direct energy consumption by Fully 48-49 primary energy source.
EN4 Indirect energy consumption by Partially 48-49 Not available Currently it is not part of 2015 primary source. our data collection system. We are in the process of exploring such data.
EN5 Energy saved due to conservation Fully 48-49 and efficiency improvements.
EN6 Initiatives to provide energy efficient Fully 48-49 or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.
EN7 Initiatives to reduce indirect Fully 14-15, 48-49 energy consumption and reductions achieved.
Water
EN8 Total water withdrawal by source. Fully 47-48
EN9 Water sources significantly Fully 47-48 affected by withdrawal of water.
EN10 Percentage and total volume Not - Not available Currently it is not part of 2013 of water recycled and reused. our data collection system. Most of our properties are leased and we are in the process of exploring systems to capture such data. We will report by FY 13.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Indirect Economic Impacts
EC8 Development and impact of Not Not available We have not made any 2015 infrastructure investments and significant investemnt services provided primarily for public for infrastructure benefit through commercial, in-kind, development for public or pro bono engagement. benefit during the reporting year. Our CSR initiative concentrates on in kind and time contributions for people, planet and progress. We are currently not looking at infrastructure investement.
EC9 Understanding and describing Not Not available We have not conducted 2015 significant indirect economic impacts, any formal study to assess including the extent of impacts. the indirect economic impacts. Currently it is not material to the organization although we are generating direct and indirect employment through our supply chain across geographies.
Environmental
Materials
EN1 Materials used by weight or volume. Fully 47-50
EN2 Percentage of materials used that Fully 50 We haven’t used any are recycled input materials. recycled material during the reporting year.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Biodiversity
EN11 Location and size of land owned, Fully 46-47 leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
EN12 Description of significant impacts of Fully 46-47 activities, products, and services on biodiversity in protected areas and reas of high biodiversity value outside protected areas.
EN13 Habitats protected or restored. Fully 46-47
EN14 Strategies, current actions, Fully 46-47 and future plans for managing impacts on biodiversity.
EN15 Number of IUCN Red List species Fully 46-47 and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
Emissions, Effluents and Waste
EN16 Total direct and indirect greenhouse Not - Not available Currently data is not 2013 gas emissions by weight. available. We have initiated the process of monitoring and will be able to report by FY 13.
EN17 Other relevant indirect greenhouse Not - Not available gas emissions by weight.
EN18 Initiatives to reduce greenhouse gas Fully 50 emissions and reductions achieved.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Emissions, Effluents and Waste
EN19 Emissions of ozone-depleting Not - Not applicable It is not applicable substances by weight. because of the nature of our business.
EN20 NOx, SOx, and other significant Not - Not applicable Data unavailable as 2013 air emissions by type and weight. currently it is not part of our data collection system. We will be able to report by FY13.
EN21 Total water discharge by quality Fully - We are discharging and destination. domestic effluent from all our locations through the city sewage treatment system.
EN22 Total weight of waste by type and Not Not applicable Currently it is no part of 2013 disposal method. our data collection system We are planning to start collating this data from January 2012 and will be able to report by FY 13.
EN23 Total number and volume of Fully There were no significant significant spills. spills in the reporting period.
EN24 Weight of transported, imported, Not Not applicable It is not applicable as we exported, or treated waste deemed do not deal with any hazardous under the terms of the hazardous waste because Basel Convention Annex I, II, III, and of the nature of our VIII, and percentage of transported operations. waste shipped internationally.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Energy
EN3 Direct energy consumption by Fully 48-49 primary energy source.
EN4 Indirect energy consumption by Partially 48-49 Not available Currently it is not part of 2015 primary source. our data collection system. We are in the process of exploring such data.
EN5 Energy saved due to conservation Fully 48-49 and efficiency improvements.
EN6 Initiatives to provide energy efficient Fully 48-49 or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.
EN7 Initiatives to reduce indirect Fully 14-15, 48-49 energy consumption and reductions achieved.
Water
EN8 Total water withdrawal by source. Fully 47-48
EN9 Water sources significantly Fully 47-48 affected by withdrawal of water.
EN10 Percentage and total volume Not - Not available Currently it is not part of 2013 of water recycled and reused. our data collection system. Most of our properties are leased and we are in the process of exploring systems to capture such data. We will report by FY 13.
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Indirect Economic Impacts
EC8 Development and impact of Not Not available We have not made any 2015 infrastructure investments and significant investemnt services provided primarily for public for infrastructure benefit through commercial, in-kind, development for public or pro bono engagement. benefit during the reporting year. Our CSR initiative concentrates on in kind and time contributions for people, planet and progress. We are currently not looking at infrastructure investement.
EC9 Understanding and describing Not Not available We have not conducted 2015 significant indirect economic impacts, any formal study to assess including the extent of impacts. the indirect economic impacts. Currently it is not material to the organization although we are generating direct and indirect employment through our supply chain across geographies.
Environmental
Materials
EN1 Materials used by weight or volume. Fully 47-50
EN2 Percentage of materials used that Fully 50 We haven’t used any are recycled input materials. recycled material during the reporting year.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Biodiversity
EN11 Location and size of land owned, Fully 46-47 leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
EN12 Description of significant impacts of Fully 46-47 activities, products, and services on biodiversity in protected areas and reas of high biodiversity value outside protected areas.
EN13 Habitats protected or restored. Fully 46-47
EN14 Strategies, current actions, Fully 46-47 and future plans for managing impacts on biodiversity.
EN15 Number of IUCN Red List species Fully 46-47 and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
Emissions, Effluents and Waste
EN16 Total direct and indirect greenhouse Not - Not available Currently data is not 2013 gas emissions by weight. available. We have initiated the process of monitoring and will be able to report by FY 13.
EN17 Other relevant indirect greenhouse Not - Not available gas emissions by weight.
EN18 Initiatives to reduce greenhouse gas Fully 50 emissions and reductions achieved.
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STANDARD DISCLOSURES PART III: Performance Indicators
Emissions, Effluents and Waste
EN19 Emissions of ozone-depleting Not - Not applicable It is not applicable substances by weight. because of the nature of our business.
EN20 NOx, SOx, and other significant Not - Not applicable Data unavailable as 2013 air emissions by type and weight. currently it is not part of our data collection system. We will be able to report by FY13.
EN21 Total water discharge by quality Fully - We are discharging and destination. domestic effluent from all our locations through the city sewage treatment system.
EN22 Total weight of waste by type and Not Not applicable Currently it is no part of 2013 disposal method. our data collection system We are planning to start collating this data from January 2012 and will be able to report by FY 13.
EN23 Total number and volume of Fully There were no significant significant spills. spills in the reporting period.
EN24 Weight of transported, imported, Not Not applicable It is not applicable as we exported, or treated waste deemed do not deal with any hazardous under the terms of the hazardous waste because Basel Convention Annex I, II, III, and of the nature of our VIII, and percentage of transported operations. waste shipped internationally.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Emissions, Effluents and Waste
EN25 Identity, size, protected status, and Fully biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff.
Products and Services
EN26 Initiatives to mitigate environmental Fully impacts of products and services, and extent of impact mitigation.
EN27 Percentage of products sold and Not - Not applicable Not applicable as we do their packaging materials that are not have any have any reclaimed by category. packaging material because of the nature of our business.
Compliance
EN28 Monetary value of significant fines Fully No case and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.
Transport
EN29 Significant environmental impacts of Fully 51 transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Overall
EN30 Total environmental protection Not - Not available Currently it is not part of 2013 expenditures and investments our data collection system. by type. We will start monitoring the data from January 2012 and will report by FY 13.
Social: Labor Practices and Decent Work
Employment
LA1 Total workforce by employment type, Fully 29-32 employment contract, and region.
LA2 Total number and rate of employee Fully 32-33 turnover by age group, gender, and region.
LA3 Benefits provided to full-time Fully 27 employees that are not provided to temporary or part-time employees, by major operations.
Labor/Management Relations
LA4 Percentage of employees covered Fully We do not have unions in by collective bargaining agreements. the countries we operate.
LA5 Minimum notice period(s) regarding Fully We do not have significant operational changes, unions in the including whether it is specified in countries we collective agreements. operate.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Occupational Health and Safety
LA6 Percentage of total workforce Fully 27 represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
LA7 Rates of injury, occupational Partially 20 Not available Currently the occupational 2013 diseases, lost days, and diseases and lost days are absenteeism, and number of not part of our data work-related fatalities by region. collection. We will include this data in our report from FY 13.
LA8 Education, training, counseling, Fully 23-24 prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
LA9 Health and safety topics covered Fully - We do not have unions in in formal agreements with the countries we operate. trade unions.
Training and Education
LA10 Average hours of training per year Fully 23-24 175 average man-hours of per employee by employee category. training per year for agent staff. 21 average man hours of training per year for management staff.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Training and Education
LA11 Programs for skills management and Fully 21-24 lifelong learning that support the continued employability of employees and assist them in managing career endings.
LA12 Percentage of employees receiving Fully 21-24 regular performance and career development reviews.
Diversity and Equal Opportunity
LA13 Composition of governance Fully 5-7, 31-32 bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.
LA14 Ratio of basic salary of men to Fully 29 women by employee category.
Social: Human Rights
Investment and procurement practices
HR1 Percentage and total number of Fully 19 All our investments significant investment agreements agreements are made that include human rights clauses keeping in mind human or that have undergone human rights clauses applicable rights screening. in the country of operations.
HR2 Percentage of significant suppliers Fully 19 and contractors that have undergone screening on human rights and actions taken.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Emissions, Effluents and Waste
EN25 Identity, size, protected status, and Fully biodiversity value of water bodies and related habitats significantly affected by the reporting organization’s discharges of water and runoff.
Products and Services
EN26 Initiatives to mitigate environmental Fully impacts of products and services, and extent of impact mitigation.
EN27 Percentage of products sold and Not - Not applicable Not applicable as we do their packaging materials that are not have any have any reclaimed by category. packaging material because of the nature of our business.
Compliance
EN28 Monetary value of significant fines Fully No case and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.
Transport
EN29 Significant environmental impacts of Fully 51 transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Overall
EN30 Total environmental protection Not - Not available Currently it is not part of 2013 expenditures and investments our data collection system. by type. We will start monitoring the data from January 2012 and will report by FY 13.
Social: Labor Practices and Decent Work
Employment
LA1 Total workforce by employment type, Fully 29-32 employment contract, and region.
LA2 Total number and rate of employee Fully 32-33 turnover by age group, gender, and region.
LA3 Benefits provided to full-time Fully 27 employees that are not provided to temporary or part-time employees, by major operations.
Labor/Management Relations
LA4 Percentage of employees covered Fully We do not have unions in by collective bargaining agreements. the countries we operate.
LA5 Minimum notice period(s) regarding Fully We do not have significant operational changes, unions in the including whether it is specified in countries we collective agreements. operate.
Application Level A+ Assured by Ernst & Young
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Occupational Health and Safety
LA6 Percentage of total workforce Fully 27 represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
LA7 Rates of injury, occupational Partially 20 Not available Currently the occupational 2013 diseases, lost days, and diseases and lost days are absenteeism, and number of not part of our data work-related fatalities by region. collection. We will include this data in our report from FY 13.
LA8 Education, training, counseling, Fully 23-24 prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.
LA9 Health and safety topics covered Fully - We do not have unions in in formal agreements with the countries we operate. trade unions.
Training and Education
LA10 Average hours of training per year Fully 23-24 175 average man-hours of per employee by employee category. training per year for agent staff. 21 average man hours of training per year for management staff.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Training and Education
LA11 Programs for skills management and Fully 21-24 lifelong learning that support the continued employability of employees and assist them in managing career endings.
LA12 Percentage of employees receiving Fully 21-24 regular performance and career development reviews.
Diversity and Equal Opportunity
LA13 Composition of governance Fully 5-7, 31-32 bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.
LA14 Ratio of basic salary of men to Fully 29 women by employee category.
Social: Human Rights
Investment and procurement practices
HR1 Percentage and total number of Fully 19 All our investments significant investment agreements agreements are made that include human rights clauses keeping in mind human or that have undergone human rights clauses applicable rights screening. in the country of operations.
HR2 Percentage of significant suppliers Fully 19 and contractors that have undergone screening on human rights and actions taken.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Social: Human Rights
Investment and procurement practices
HR3 Total hours of employee training on Fully 26 policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
Non-discrimination
HR4 Total number of incidents of Fully - No incidents discrimination and actions taken. in the reporting period.
Freedom of Association and Collective Bargaining
HR5 Operations identified in which the Fully - None of our operations right to exercise freedom of are at risk of violation to association and collective freedom of association bargaining may be at significant or collective bargaining. risk, and actions taken to The management is open support these rights. to unionization but currently there are no unions at any of our locations.
Child Labor
HR6 Operations identified as having Fully 21 significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Forced and Compulsory Labor
HR7 Operations identified as having Fully 19 significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.
Security Practices
HR8 Percentage of security personnel Not - Not available Data unavailable as 2013 trained in the organization’s policies currently it is not part of or procedures concerning aspects our data collection of human rights that are relevant to system. While different operations. aspects of human rights are covered in security personnel training, a more comprehensive training is underfoot in FY 2012-13.
Indigenous Rights
HR9 Total number of incidents of Fully - There were no incidents in violations involving rights of the reporting period. indigenous people and actions taken.
Social: Society
Community
SO1 Nature, scope, and effectiveness Fully 1-2, 40 of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Corruption
SO2 Percentage and total number of Fully 43 business units analyzed for risks related to corruption.
SO3 Percentage of employees trained in Fully 42-43 organization's anti-corruption policies and procedures.
SO4 Actions taken in response to Fully - There were no incidents in incidents of corruption. the reporting period.
Public Policy
SO5 Public policy positions and Fully 53-58 participation in public policy development and lobbying.
SO6 Total value of financial and in-kind Fully 43 contributions to political parties, politicians, and related institutions by country.
Anti-Competitive Behavior
SO7 Total number of legal actions for Fully - There were no complaints anti-competitive behavior, anti-trust, in the reporting period. and monopoly practices and their outcomes.
Compliance
SO8 Monetary value of significant fines Fully - None and total number of non-monetary sanctions for non-compliance with laws and regulations.
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Social: Product Responsibility
Customer Health and Safety
PR1 Life cycle stages in which health Not - Not applicable Not applicable because and safety impacts of products and of the nature of services are assessed for our business. improvement, and percentage of significant products and services categories subject to such procedures.
PR2 Total number of incidents of Fully 42-43 non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes.
Product and Service Labelling
PR3 Type of product and service Fully - We comply with all the information required by procedures, relevant laws pertaining and percentage of significant to BPO and outsourcing products and services subject to in all the countries in such information requirements. which we operate. The relevant clauses are part of the master eleservices agreement signed between the company and the client. Main clauses in the agreement include: Confidentiality of information, Limitation of Liability, Indenmity, Notices provided either in hand or through fax.
Application Level A+ Assured by Ernst & Young
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Social: Human Rights
Investment and procurement practices
HR3 Total hours of employee training on Fully 26 policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
Non-discrimination
HR4 Total number of incidents of Fully - No incidents discrimination and actions taken. in the reporting period.
Freedom of Association and Collective Bargaining
HR5 Operations identified in which the Fully - None of our operations right to exercise freedom of are at risk of violation to association and collective freedom of association bargaining may be at significant or collective bargaining. risk, and actions taken to The management is open support these rights. to unionization but currently there are no unions at any of our locations.
Child Labor
HR6 Operations identified as having Fully 21 significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Forced and Compulsory Labor
HR7 Operations identified as having Fully 19 significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.
Security Practices
HR8 Percentage of security personnel Not - Not available Data unavailable as 2013 trained in the organization’s policies currently it is not part of or procedures concerning aspects our data collection of human rights that are relevant to system. While different operations. aspects of human rights are covered in security personnel training, a more comprehensive training is underfoot in FY 2012-13.
Indigenous Rights
HR9 Total number of incidents of Fully - There were no incidents in violations involving rights of the reporting period. indigenous people and actions taken.
Social: Society
Community
SO1 Nature, scope, and effectiveness Fully 1-2, 40 of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.
Application Level A+ Assured by Ernst & Young
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Corruption
SO2 Percentage and total number of Fully 43 business units analyzed for risks related to corruption.
SO3 Percentage of employees trained in Fully 42-43 organization's anti-corruption policies and procedures.
SO4 Actions taken in response to Fully - There were no incidents in incidents of corruption. the reporting period.
Public Policy
SO5 Public policy positions and Fully 53-58 participation in public policy development and lobbying.
SO6 Total value of financial and in-kind Fully 43 contributions to political parties, politicians, and related institutions by country.
Anti-Competitive Behavior
SO7 Total number of legal actions for Fully - There were no complaints anti-competitive behavior, anti-trust, in the reporting period. and monopoly practices and their outcomes.
Compliance
SO8 Monetary value of significant fines Fully - None and total number of non-monetary sanctions for non-compliance with laws and regulations.
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Social: Product Responsibility
Customer Health and Safety
PR1 Life cycle stages in which health Not - Not applicable Not applicable because and safety impacts of products and of the nature of services are assessed for our business. improvement, and percentage of significant products and services categories subject to such procedures.
PR2 Total number of incidents of Fully 42-43 non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes.
Product and Service Labelling
PR3 Type of product and service Fully - We comply with all the information required by procedures, relevant laws pertaining and percentage of significant to BPO and outsourcing products and services subject to in all the countries in such information requirements. which we operate. The relevant clauses are part of the master eleservices agreement signed between the company and the client. Main clauses in the agreement include: Confidentiality of information, Limitation of Liability, Indenmity, Notices provided either in hand or through fax.
Application Level A+ Assured by Ernst & Young
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Product and Service Labelling
PR4 Total number of incidents of Fully 42-43 non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
PR5 Practices related to customer Partially 36-38 Proprietary We have transitioned from 2014 satisfaction, including results of information periodic to real time and surveys measuring customer dynamic customer feedback satisfaction. system. The same has been explained under our new initiative called Global Command Centre. We conduct surveys in specific countries.
PR6 Programs for adherence to laws, Fully - We retain well established standards, and voluntary codes advertising firms who follow related to marketing country codes as applicable. communications, including Additionally, the relevant advertising, promotion, and relevant clauses pertaining sponsorship. to this indicator are part of the contract agreement signed between the company and the marketing/advertising/ promotion agency. We maintain the confidentiality of information adhering the company terms and condition. Before signing the agreement with the advertising agency, we assure that they are members of the mandate advertising assocaition like AAAI (Advertising Agencies Association of India), INS (Indian Newspaper Society), all our
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Marketing Communications
PR6 Programs for adherence to laws, Fully - branding is centralized at standards, and voluntary codes India. Its not applicable to related to marketing communications, review compliance and including advertising, promotion, codes of the external and sponsorship. advertising agencies. And we are notdealing in any product and ervices that are banned.
PR7 Total number of incidents of Fully 36-38, 40-43 non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.
Customer privacy
PR8 Total number of substantiated Fully - There were no complaints complaints regarding breaches of in the reporting period. customer privacy and losses of customer data.
Compliance
PR9 Monetary value of significant fines Fully - None for non-compliance with laws and regulations concerning the provision and use of products and services.
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Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Product and Service Labelling
PR4 Total number of incidents of Fully 42-43 non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
PR5 Practices related to customer Partially 36-38 Proprietary We have transitioned from 2014 satisfaction, including results of information periodic to real time and surveys measuring customer dynamic customer feedback satisfaction. system. The same has been explained under our new initiative called Global Command Centre. We conduct surveys in specific countries.
PR6 Programs for adherence to laws, Fully - We retain well established standards, and voluntary codes advertising firms who follow related to marketing country codes as applicable. communications, including Additionally, the relevant advertising, promotion, and relevant clauses pertaining sponsorship. to this indicator are part of the contract agreement signed between the company and the marketing/advertising/ promotion agency. We maintain the confidentiality of information adhering the company terms and condition. Before signing the agreement with the advertising agency, we assure that they are members of the mandate advertising assocaition like AAAI (Advertising Agencies Association of India), INS (Indian Newspaper Society), all our
Application Level A+ Assured by Ernst & Young
Profile Description Reported Cross- If Applicable, Reason Explanation To beIndicator reference/ Indicate the for Reported in Direct Part not Omission Answer Reported
STANDARD DISCLOSURES PART III: Performance Indicators
Marketing Communications
PR6 Programs for adherence to laws, Fully - branding is centralized at standards, and voluntary codes India. Its not applicable to related to marketing communications, review compliance and including advertising, promotion, codes of the external and sponsorship. advertising agencies. And we are notdealing in any product and ervices that are banned.
PR7 Total number of incidents of Fully 36-38, 40-43 non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.
Customer privacy
PR8 Total number of substantiated Fully - There were no complaints complaints regarding breaches of in the reporting period. customer privacy and losses of customer data.
Compliance
PR9 Monetary value of significant fines Fully - None for non-compliance with laws and regulations concerning the provision and use of products and services.
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