In a Class of its Own

It is a leadership that sees no sign of getting diluted. With a 54% growth,
Genpact strengthened its grip on the top spot, with a revenue that is more than
double the revenue of the #2 company. While that was more or less expected, more
creditable was the balanced growth it managed to achieve with both GE as well as
its existing Global (non-GE) clients. While the non-GE contribution had
surpassed GE in FY 08 itself, the GE dependence reduced further to 42% in JFM
09 though GE revenues continued to grow on an absolute basis. The global client
(non-GE) revenues, on the other hand, grew by 62% (from January to December
08). The fact that more than 85% of revenues came from the existing clients
like Nissan or Delphi actually did the trick in a slowdown-affected year.

None of these global clients individually accounted for more than 5% of the
revenues, but Genpact still managed to balance its portfolio by means of
servicing them across multiple geographies and service lines.

As part of balancing its portfolio, Genpact also looked at newer
verticalswhile BFSI and manufacturing each accounted for 42% of revenues,
healthcare (insurance, manufacturers and suppliers), retail, transportation and
energy were particular focus areas. Diversification into key geographic markets
too was on the agenda with new delivery centers coming up in Guatemala (through
acquisition from GE), Poland and Morocco. GE as a client (itself a microcosm of
verticals) seems to be paying dividends.

RANK 1	Genpact
Pramod Bhasin, president & , CEO
Tiger Thyagarajan, COO Vivek Gour, CFO Piyush Mehta, head, HR Swetal Desai, head, quality Victor Guaglianone, head, compliance SV Ramana, CTO Walter Yosafat, CIO Bob Pryor, EVP & head, sales, marketing & BD
FACTSHEET
l Employees: 31,000 (BPO only) l Address: DLF City, Phase V, Sector 53, Gurgaon, l Tel: 0124402 2000 l Website: www.genpact.com
HIGHLIGHTS
Tiger Thyagarajan appointed COO; Bob Pryor appointed head of sales, marketing & business development Generated $211 mn of cash from operations in CY '09, up from $150 mn in CY '08 primarily due to higher profits and better working capital management Certified by SAP as global provider of application management services Extended its re-engineering and process improvement project with Miami Childrens Hospital Launched a JV entity with NIIT, called NIIT Institute of Process Excellence to address demand for skilled BPO workers

Though existing relations might have been Genpacts elixir in FY 09, new
clients too came on boardHyatt Shared Service Center (for F&A) and Huntsman
(for accounts payable) to name a few. Strategic partnerships with the likes of
Axeda (for remote on-demand services), Austin Logistics (for credit management)
and ICG Commerce (for source-to-pay solutions) too helped. Also, the separate
India to India and China to China businesses (primarily addressing the local
markets through global best practices) launched in FY 08 started delivering
resultswith the North American economic stagnation not likely to dissipate in a
hurry, that might prove to be Genpacts trump card next year. DQ