Cognizant Sustainability Report

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SUSTAINABILITY REPORT 2010

Responsibility at work

TABLE OF CONTENTS

Introduction 1

Letter from CEO 2

Letter from VP of Sustainability 4

Organizational Profile 6

The Big Picture of Sustainaility 10

Sustainability at Cognizant 14

Commitment to Customers 16

Educating for the Future 18

Governance and Ethics 24

Stewards of the Environment 30

Responsibility at Work 38

GRI Indicators 48

Be Cognizant. Those two words deliver several essential messages about our mission.

We want the readers of this report to “be cognizant” — and discover how a leading provider

of custom information technology, business process and strategic consulting services

redefines the way companies can become smarter and stronger through global services.

We also want readers to be aware, to “be cognizant,” of new approaches — about the

future of work, for instance — that will give their companies a competitive advantage.

And we want readers to “be cognizant” of the way we do business and our positive

environmental, social and economic impact, because sustainability is a smart business

strategy. Which brings us to our first formal 2010 Sustainability Report. In it, we employ

the sustainability reporting framework of the Global Reporting Initiative (GRI) — the

gold standard of environmental, social and governance, or ESG, indicators.

Sustainability is defined in many ways but we believe it truly relates to meeting “the

needs of the present while not compromising the needs of future generations,” which

is how the United Nations’ Brundtland Commission defined sustainable development in

its “Our Common Future” report.

We hope you carefully read our 2010 report — and let us know what you think by

emailing us at [email protected]. This report — a necessary benchmark in

a journey to continually improve our sustainability performance — conveys Responsibility

at Work at Cognizant.

2 Cognizant Technology Solutions

Letter from CEO Francisco D’Souza

Cognizant Technology Solutions 3

At Cognizant Technology Solutions Corporation, sustainability is vital to our success. Our internal

performance and client satisfaction depend on how we:

• Provide what’s best for people and the environment.

• Conduct our business affairs, employing the highest standards of personal and corporate conduct.

• Serve and satisfy our customers; thus shaping our ability to sustain our own future. It also concerns how we support our employees, the communities where we work and the next generation

of professionals. We do this through our Cognizant Foundation, Project Outreach for our global education

endeavors and Go Green for reducing pollution for our planet, among other initiatives. This also defines sus-

tainability at Cognizant. We call it Responsibility at Work.

While sustainability is not new to our 17-year-old organization, this is our first formal report. It reflects a

broader sustainability program introduced in 2010 and an enhanced focus on its definition as set forth by the

Global Reporting Initiative (GRI), the global leader in sustainability reporting.

We have embraced the GRI’s foundation of environmental, social and governance, or ESG, indicators as well as

economic considerations. We also appointed a vice president of sustainability to lead our efforts and engage

our stakeholders. This engagement will inform how we will contribute to the value and sustainability of our

brand and to our continued financial success.

Education is essential to Cognizant: It ranks as the most significant issue in the IT services industry and, perhaps,

of our time. A severe talent shortage is emerging on the horizon of developed countries like the United States and

in Europe, underscoring the importance of education to address it. The United States is slipping in global education

performance — especially in science, technology, engineering and math — the same fields vital for fulfilling many

critical jobs of tomorrow. We have developed a unique approach to The Future of Work and believe it will enhance

organizations’ productivity and competitive advantage while guiding them in building a more sustainable business.

We recognize we have work ahead of us. For example, we are committed to advancing a worldwide sustainable

supply chain. We are undertaking sustainability efforts globally and adapting them to local needs when necessary.

2010 is our baseline year from which we will measure our progress with the ESG indicators. We expect our

2011 report will demonstrate significant improvement in our Responsibility at Work.

Francisco D’SouzaCEO, Cognizant


Letter from VP of Sustainability Mark Greenlaw


Mark Greenlaw

VP of Sustainability, Cognizant

While we have been a socially responsible company since our establishment in 1994, Cognizant

expects to be an even smarter and more responsive organization ahead. We will achieve this

goal by executing our sustainability strategy and measuring performance on the ESG indicators.

We established our sustainability office in 2010, and I was appointed to oversee it. As our former chief

information officer, I knew our business inside and out, and therefore, recognized the business value of

making sustainability a priority.

My office builds on Cognizant’s principles of integrity, service and expertise. It provides a framework for

pursuing the challenges and opportunities that sustainable business practices spark. It also helps address

our performance to meet global targets by guiding how we measure and evaluate the impact of what we

do. This process takes time, but a chief sustainability officer can help quicken that task and enhance its

importance within the organization.

IT services companies, such as ours, must move beyond a focus solely on green IT and into what I call Sustain-

able IT: using technology to address not only environmental but also social and governance issues. We are

striving to do this not only within Cognizant, but also by helping our customers use Sustainable IT practices.

As a “born global” technology consulting and services company — headquartered in Teaneck, New Jersey, and

with operations in North America, India, Europe, Asia, and Latin America — we are committed to becoming the

world’s most sustainable IT company. This is our chance to contribute something bigger — and when you get

that rare opportunity, you must seize it and make a responsible difference.


In just 17 years, Cognizant Technology Solutions

Corp. has grown from a start up with 175 employees

to a company with over $4.6 billion in annual rev-

enues and 104,000 associates worldwide in 2010.

We have prospered — our revenues surged 40 percent in

2010 — because we combine a passion for client satisfaction,

technology innovation, deep industry and business-process

expertise with a global, collaborative workforce that

embodies the future of work. Our clients increasingly turn

to us as they look to distribute a broader range of services

globally, while simultaneously addressing the secular and

technological shifts affecting their industries.

Organizational Profile


Cognizant is a leading provider of information technology,

business process and strategic consulting services and is

publically traded on the NASDAQ (CTSH). Headquartered

in Teaneck, New Jersey (U.S.), we utilize a seamless glob-

al sourcing model that combines technical and account

management teams located on-site at the customer loca-

tion and at dedicated global development and delivery

centers located primarily in India, China, the United

States, Canada, Argentina, Hungary and the Philippines.

Our primary customers are Global 2000 companies and

our business is organized around four vertically-oriented

business segments: Financial Services; Healthcare; Manu-

facturing, Retail and Logistics; and other, which includes

Communication, Information, Media and Entertainment

and High Technology. We primarily serve the United

States and Europe, although we are growing our pres-

ence in various international markets.

At Cognizant, we embrace six cultural value drivers:

• We are Open, providing an environment of open

doors and open minds.

• We are Transparent, our communications, whether

positive or negative, are always proactive, direct

and honest, and we view transparency as critical

to the health of our company.

• We are Driven, with a “can do” approach focused

on delivering excellence at all times, and we

expect and reward personal and team initiative.

• We are Empowered, our associates have the

freedom to find the best way to meet a customer’s

needs within the structure of our Code of Conduct.

• We are Flexible, able to adapt in real time to each

new marketplace challenge.

• We are Collaborative, predicating the growth of individ-

uals on their contributions to their team’s success

in delivering exceptional customer experiences.

OUR DIRECT ECONOMIC VALUE

Below is a summary of our Consolidated Statements of Operations taken from our 2010 Annual Report.

Twelve Months Ending December 31(In thousands, except per share amounts)

2010 2009

Revenues $ 4,592,389 $ 3,278,663

Operating expenses:

Cost of revenues (exclusive of depreciation and amortization

expense shown separately below) 2,654,569 1,849,443

Selling, general and administrative expenses 972,093 721,359

Depreciation and amortization expense 103,875 89,371

Income from operations 861,852 618,490

Total other income, net 16,728 18,461

Income before provision for income taxes 878,580 636,951

Provision for income taxes 145,040 101,988

Net income $ 733,540 $ 534,963

Basic earnings per share $ 2.44 $ 1.82

Diluted earnings per share $ 2.37 $ 1.78


A People-Intensive Company

We are a people-intensive company. In December 2010,

we hired our 100,000th associate, a milestone we are

celebrating by planting 100,000 trees around the world

to support a healthier planet. We rank No. 68 on HR

Executive magazine’s 2010 roster of the 100 largest U.S.-

based non-government employers. As a result, we have a

significant and positive economic impact in terms of the

compensation we pay our employees. We also provide

solid career opportunities with rapid advancement, primar-

ily because we have always focused on building a global

team and accessing top talent from leading universities

and the lateral market. We believe this emphasis on talent,

coupled with our unique global culture, rank among our

key differentiators.

Indeed, we believe our deep interest in the future of work

— with its forces of globalization, virtualization, millennials

and technology — puts us at the forefront of the new

economy. It is changing the way in which businesses,

consumers, employees and others relate to and interact

with each other. It is also driving businesses to be more

transparent and more accountable for the positive and

negative impacts they have on society.

In addition, we believe our intense commitment to education

will help drive sustainable development across the world.

We strive to help people gain the education necessary to

participate in the global economy. Our support also under-

lines the critical business case to meet the increasing

demand for highly educated workers. At the same time,

we recognize that improved education can bring more

people out of poverty and give them the knowledge nec-

essary to solve some of our world’s biggest social and

environmental challenges.

Further, we are an extremely well-managed company, with

strong governance, ethics and a track record of providing

rewarding careers to our associates. In addition to robust

economic and social performance, we are working prag-

matically to improve how we manage our environmental

impact. We are committed to lead our industry in conserv-

ing energy, reducing and disposing of waste, and recycling.

Cognizant actively supports national and international

climate-change policies, protocols and initiatives. Further,

we proactively teach our associates best practices for

conserving energy and shrinking individual carbon foot-

prints — all in an effort to operate in an environmentally

friendly manner and drive sustainable economic growth.

Through our 50-plus development centers on five continents,

we grow skilled labor markets and stimulate economies

in developing nations, particularly India, by helping more

than 700 clients worldwide grow their businesses and run

them efficiently and effectively.

On the hiring front, 83 percent of our senior managers

are local hires, meaning they live locally and are citizens

or legally authorized to work within the country in which

they are hired. While we do not have explicit procedures

for local hiring, factors considered include skill availability

in the marketplace, migration regulations, geography,

and local customs.


PROPORTION OF SENIOR MANAGEMENT AND ABOVE HIRED FROM THE LOCAL COMMUNITY

(As of December 31, 2010)

Region Local Hire %

Asia–Pacific 62%

Europe 69%

India 98%

Americas 72%

Total 83%

While awards cannot truly measure a company’s contri-

bution either to the corporate world or broader society, they

can serve to reflect its commitment to responsibility and

trust. Among the awards Cognizant received in 2010 were:

• Forbes’ “Most Admired Companies” list for

the second year in a row

• Fortune’s 100 Supercharged Performers and

All-Star List

• Institutional Investor All–America Executive Team

• First place in EquaTerra’s Performance and Client

Satisfaction Rankings in Europe

• Bloomberg BusinessWeek 50 Top Performing

Companies for third consecutive year

• Forbes’ “25 Fastest-Growing Technology Compa-

nies in America” for the sixth year in a row

• Top recruitment honors at leading business and

technology schools in India

• “Green IT company of the Year” by the IT & ITES

Industry Association of Andhra Pradesh


The BigPicture of Sustainability


Strategically, corporate sustainability focuses on

the management of social, economic and environ-

mental risk and the ultimate link to shareholder

value. The Dow Jones Sustainability Indexes —

the first global indexes tracking the financial

performance of the leading sustainability-driven

companies worldwide — define sustainability as

a business approach, not peripheral activities.

Corporate sustainability seeks to create long-term share-

holder value, not make a quick profit. It embraces oppor-

tunities with the public agenda, which alone generates new

business possibilities that encompass more than energy

efficiency and accessibility. It builds a business that is not

only successful today, but is prepared for the business

demands of tomorrow.

Reflecting what we do and our need for top talent to do

it, we at Cognizant concluded that our own sustainability

efforts should concentrate on the dynamic changes shap-

ing the future. They demand our ardent attention, not

only for our success but for that of our clients. Forging

this strategic view has been a white paper entitled “The

Future of Work,” written by Cognizant Senior VP Malcolm

Frank and TCG Advisors Managing Director Geoffrey Moore

(see www.cognizant.com/FoW-New-Approach). Frank and

Moore identified four powerful forces shaping the Future

of Work and also the levers available to enterprises to en-

gage them. They translated these strategies into action.

The forces shaping the Future of Work — influences that,

fundamentally, are changing the nature of business and

IT, are:

• Globalization: allowing companies to leverage

expertise anywhere and everywhere it exists.

• Millennials: an ethnically and racially diverse

generation of young adults whose oldest members

have just hit 30 and whose mindset is revamping

everything from communication to innovation out

side and inside the organization.

• Virtualization: the new way to work that enables

real-time teamwork between project members

regardless of time or place.

• Technology: the new ideas that include the Cloud,

mobility, social tools and predictive analysis that

are creating transformative new business processes.

They may be changing the nature of business and IT, but

do these forces impact sustainability? Definitely.

Globalization Unites Us

Globalization levels the economic playing field. It unites

people from different nations and cultures as partners or

co-workers to solve business and social problems. It fosters

new understanding and appreciates different cultures

and their associated social issues. As a result, our planet

seems a little smaller and offers the sense of a broader

commitment to all people on the planet, both environ-

mentally and socially.

Millennials, who are 60 million strong, want corporations to

demonstrate responsible, authentic and transparent behav-

ior. This sentiment is shared by staff of all generations:

nearly 90 percent of employees say they are more likely

to work for an ethically and socially responsible company,

says a 2010 article in Staffing Industry Review magazine.


local reach:

Year Up Workforce– Development Program

RAMALO SINGHCoordinator, Network & System Services

Since Cognizant’s own sustainability depends on its 100,000-plus knowledge workers, education ranks as its most critical sustainability issue. That’s why the firm is focusing its sustainability platform on initiatives geared toward educating and developing tomorrow’s knowledge workers — like Ramalo Singh, a 21-year-old college student from Queens, N.Y.

Ramalo, a native of Guyana, is finishing his degree but, thanks to an innovative workplace-development program, called Year Up, also has nearly a year of experience at Cognizant. Year Up provides Ramalo and other young adults from underserved neighborhoods six months of technical and professional education and real-world training and opportunities in IT or investment operations. All of its qualified students gain internships and 84 percent land full or part-time jobs. Cognizant has benefited from hiring Year Up graduates. “It just made sense to us,” explains Mark Greenlaw, Cognizant’s VP of sustainability & educational affairs. “Engaging in Year Up underscores our responsibility as a company to ensure there’s a pipeline of talented recruits like Ramalo. The program is good for society and it’s just good business.”

Ramalo is also thankful. After studying computer repair at Thomas Edison High School with aspirations for higher education, he was unable to afford college. He worked at a supermarket until a cousin who had participated in the Year Up program encouraged Ramalo to apply. He was accepted into a curriculum of technical-skills training and lessons in professionalism. After his internship at Cognizant, he was hired full-time at our Teaneck headquarters.

“It was a great fit,” Ramalo says. “Almost everything I learned translated into what I do today at Cognizant. I feel very fortunate to have had this opportunity.”


As customers, Millennials want transparency and informa-

tion about the products and services a company offers so

they can understand how they impact society and the envi-

ronment. As employees, they have a greater expectation

of work-life balance, desire fair and rewarding workplaces,

and strive to find meaning and purpose in their work.

The virtualization of the organization enables businesses

and non-governmental organizations (NGOs) to tap into

talent and capital wherever it exists worldwide. With virtual

organization models, work becomes an activity rather

than a physical place, and employees can contribute from

wherever they reside, reducing the need to commute long

distances, cutting energy consumption, and improving

work-life balance. This phenomenon also gives NGOs the

ability to provide virtual volunteer opportunities, allow-

ing them to tap into a much broader volunteer base.

Technology, such as Cloud, social and mobile computing,

also have a profound impact on both companies and NGOs

by promoting greater internal and external collaboration,

more efficient business models and rich communications

between organizations and their stakeholders. Through

technology, customers and employees are having conver-

sations, aided by social and mobile platforms. This drives

greater transparency between businesses, customers and

other stakeholders. In addition, Cloud, and social and mobile

platforms are delivering new tools to engage and share

collective knowledge with stakeholders and enlisting them

to address environmental and social issues.

FUTURE OF WORK FORCES AND SUSTAINABILITY

>> GLOBALIZATION

>> VIRTUALIZATION

>> MILLENNIAL

>> TECHNOLOGY

Allowing companies to leverage expertise anywhere and everywhere it exists.

The new way to work that enables real–time teamwork between project members regardless of time or place.

An ethnically and racially diverse

generation of young adults whose

oldest members have just hit 30 and

whose mindset is revamping everything

from communication to innovation

outside and inside the organization.

The new ideas that include the Cloud, mobility, social tools and predictive analysis that are creating transformative new business processes.


Sustainability at Cognizant


At Cognizant, we view sustainability broadly; it not only encompasses environmental

sustainability, but also social and economic sustainability. Our deep commitment

to a sustainable business can be best viewed by examining five major themes:

commitment to customers; educating for the future; governance and ethics; stewards

of the environment; and responsibility at work.


Commitment to Customers


As a highly customer-centric company, we consider cus-

tomer satisfaction to be our primary value discipline.

Placing our customers first is embedded in our culture,

and we put that commitment to the test.

EquaTerra, a provider of IT advisory services, recently

ranked us No. 1 in Europe for customer satisfaction. In our

most recent annual customer-satisfaction survey, and for

the fourth year in a row, more than 90 percent of our

clients expressed a high degree of satisfaction, and that’s

considered extraordinary in our industry. Very simply, we

rarely lose a customer. Each of our business units devel-

ops an action plan to address issues that may rise with its

scores on customer-satisfaction surveys.

With our client-first mindset, we place a senior partner

onsite with a client team to ensure flawless alignment.

This Client Partner is the team’s leader and by working

onsite, absorbs a client’s culture, operational processes,

challenges and business goals. The Client Partner, who

often has an advanced degree and at least a decade

of experience, pairs with a senior Cognizant Delivery

Manager as part of what we term our “two-in-a-box” client-

engagement model. This approach lets us provide superior

service to help each customer reduce IT operational costs,

embrace best practices and undergo sustainable busi-

ness transformation.

We Offer Deep Experience

Many of our senior people originate from the businesses

we serve, so we are able to offer deep experience across

nearly all major industries. Our advanced technology

also helps us serve clients better. Built on the latest Web

2.0 technologies, our new Cognizant 2.0 global delivery

platform lets our associates, business partners and clients

worldwide work as one. This fosters sharing of experi-

ence and insights, and collaborating more in real time to

achieve superior results.

We also want regular client feedback. Every year, we

conduct a customer-satisfaction study, employing both

quantitative and qualitative methodologies. Customers

within client organizations are nominated for inclusion

in the study and vetted by the client organizations. A

minimum of 40 percent of the nominees participate in

the quantitative portion. Since customer satisfaction is

one measure of an organization’s sensitivity to its cus-

tomers’ needs, from an organizational perspective, it is

essential for long-term success.

Customer Satisfaction Provides Insights

In the context of sustainability, customer satisfaction

provides insight into how the organization approaches its

relationship with one stakeholder group, its customers. It

also can be used in combination with other sustainability

measures. Customer satisfaction can provide insights

into the degree to which an organization considers the

needs of other stakeholders. Results: Our clients tell us

that we truly excel at partnering closely. Our clients tell

us that we take extraordinary lengths to solve problems,

or just help out. Our associates take a “can-do” attitude,

finding flexibility beyond the contractual terms of our

partnership.

Our customers entrust us not only to solve some of their

more pressing business and technology problems, but

they also grant us access to their sensitive and private

data and information. To ensure that we protect this in-

formation, Cognizant has appropriate operational and

technological processes and procedures designed to

safeguard against unauthorized access, loss, destruction,

theft, use or disclosure of data. In 2010, we had no incidents

of breaches of customer privacy or loss of customer data.

We take extraordinary care to ensure the security of our

data and information. We house our servers in secure

data centers and use a wide range of industry leading

tools for scrambling test data provided by clients, as well

as sanitizing and shredding files on old computers we re-

deploy. We also use an extensive set of filtering and data

loss-prevention tools to ensure that sensitive informa-

tion does not leave our network without authorization.


Educating for the Future


The new knowledge worker is defining the Future

of Work — but where will we find them and can we

educate enough of them? These concerns explain

why education is so important to Cognizant. Tomor-

row’s knowledge workers will have a significant

impact on sustainability. In today’s workforce,

knowledge workers are critical for their ability to

handle information and data for clients.

These workers will play a crucial role in solving the

world’s most pressing social and environmental problems

— from climate change and health issues to water and

food shortages and cities of the future. The need for

highly educated talent for our company and our custom-

ers’ businesses grows, but significant shortages of these

workers have emerged in the U.S. and Europe.

Talent Shortage Exists

We are much more aware of this scarcity because of our

born-global DNA — a U.S.-based company with roots in

India — and world view on how education has driven social

and economic transformation. India’s focus on education,

for instance, enabled the creation of a dynamic IT industry

that continues to fuel economic growth and lift millions

out of poverty. More than 3,800 business schools in India

offer two-year MBA or equivalent programs, and they

are awarding more than 100,000 management degrees

annually. India also is producing 437,000 four-year degree

engineering graduates each year, compared to 85,000 in

the U.S.

However, there are serious challenges within the public

education system in India. Only 230 of the 360 million

school-age children are enrolled in school. Only 53 per

cent of those students study beyond grade 8; the rest

drop out at various stages. School capacity in the coun-

try is heavily skewed towards primary- and middle-level

education. Only 13 percent of schools provide secondary-

and higher-level education. In order to provide universal

school education by 2015, India will need another

250,000 schools. Most of these schools will have to be

set up through private investment.

U.S. Education Crisis

Meanwhile, in the U.S., despite billions of dollars spent on

education reform, students continue to fall behind other

nations in the key disciplines necessary for tomorrow’s

workforce. Among global developed nations, for instance,

the U.S. ranks 15th in reading, 23rd in science and 31st in

mathematics. Just one-in-three eighth graders were rat-

ed proficient or higher in a national math test, and more

than one in four scored below the basic level.

We also are feeling the economic and business effects of

too few U.S.-based graduates in STEM fields — science,

technology, engineering and math. While the number of

degrees awarded in the STEM fields has edged up over the

past five years, only 15.6 percent of bachelor’s degrees

were awarded in these fields, and the overall share of

such degrees shrank during the same period. Meanwhile

China awarded nearly half (47 percent) of its undergrad-

uate university degrees in STEM fields; South Korea

awarded 38 percent; and Germany, 28 percent.

By 2018, according to a Center on Education and the

Workforce report, job openings in STEM-related fields will

number eight million, although the next generation of

U.S. workers will be unprepared and under-qualified to

take advantage of many of those positions.


Individuals with autism spectrum disorders often need highly individualized help, and that’s what The Comprehensive Learning Center (CLC) does for 3-year-olds up through adults. Success of CLC’s program relates directly to the ongoing support of its sister organization, The AJ Foundation for Children with Autism. The AJ Foundation conducts fundraising activities to offset the deficit between funding provided and the actual costs of providing services.

In October 2010, 25 members of the Cognizant Outreach Team in the U.S. Mid–Atlantic states, along with many of its offshore colleagues, helped the AJ Foundation with its 3rd annual AJF50 Bike Ride for Autism. In the previous two years, registrations for the event were handled manually. In addition, it was difficult to encourage riders to solicit financial support from family and friends.

A software-development team from Cognizant’s offshore locations in India came to the rescue, volunteering time to develop a website that facilitated online registrations and donations, specifically by allowing riders to solicit outside donations through the website. As a result, donations more than doubled those received in 2009. The website’s functionality was truly the difference that made the 2010 AJF50 Bike Ride for Autism a great success. As for Cognizant Outreach, it’s an example of the global approach we take to the sustainability of quality education in the communities where we serve.

Helping the Comprehensive Learning Center


Cognizant has a unique volunteer led program called

Outreach to promote the cause of education through a

combination of voluntary efforts of associates and admin-

istrative and financial support from the company. In India,

for instance, more than 8,000 of our associates volunteered

in 2010, primarily with underprivileged children in the

public schools, positively impacting an estimated 130,000

lives. Since it was launched in 2007, Outreach has made

a deep and very-lasting impact in the communities we

operate in. More than 9000 Cognizant associates have

participated in over 1000 community service projects

and events and have reached out to 300,000 children.

Outreach works with 116 schools and 26 other institutions

such as orphanages and juvenile homes in six Indian states,

and it also has established a presence in China, the United

States, the United Kingdom, Argentina and the Philippines.

From setting up computer labs to refurbishing class-

rooms and science labs, Outreach in small ways makes a

huge difference. Volunteers also teach in select subjects

and offer life skills and leadership training for the students,

among other engagements with the schools.

Making A Lasting Difference

Outreach goes beyond funding and illuminates the spirit

of volunteerism and the chance for our associates to make

a lasting difference. TalHunt, an interschool competition,

is a flagship initiative of Outreach begun in 2008 to provide

a platform for young minds to showcase their talents.

Over the past 3 years, TalHunt has created a first time

opportunity for 30,000 students from 60 schools to

showcase their creative capabilities. 2,700 Cognizant asso-

ciates volunteered to train the students in dance, music,

painting, and Chess. Winning schools receive financial aid

to help improve their facilities.

Our associates also have contributed to campaigns to

fund children’s notebooks. In the past three years, 360,000

notebooks have been distributed to 53,000 students in

115 schools. Over 28,000 Cognizant associates contrib-

uted more than $130,000 to make this possible. Outreach

also has partnered with NGOs, such as Junior Achievement,

to work for children in the education sector. Over 700

associates have participated in Junior Achievement activi-

ties, helping nearly 23,000 students think about and make

a career choice from a world of opportunities.

Outreach in Bangalore has collaborated with a training

institute, Peoplepro, to introduce life skills-based learn-

ing modules to the classroom curriculum, and in Pune, in

association with the NGO Akshar Bharathi, 12 libraries were

established to help rural schoolchildren gain access to

quality books and educational materials. The Life Sciences

Outreach council partnered with another NGO, Give Life,

to provide holistic education and nourishment to 300

orphan and single parent children. In January 2010, 400

associates reached out to about 7,500 students by organiz-

ing more than 50 science-related events.

For its part, Cognizant contributes about $10 million annu-

ally to education and infrastructure investments across

the globe.

What effect do these Cognizant Outreach programs have

on associates? “Both new employees and those who have

been here many years have said that they feel really proud

to be part of Cognizant because of the Outreach program

and the incredible difference it is making to the lives of

underprivileged children,” says Archana Raghuram (pic-

tured below), the program’s manager.


In the United States, Cognizant is a member of Change the

Equation, a new initiative led by more than 100 CEOs who

collectively pledged more than $5 million in first-year

funding to improve awareness and effectiveness in STEM

education. Our CEO, Francisco D’Souza, attended the White

House launch of the initiative on September 16, 2010.

Among other things, Change the Equation has begun advo-

cating greater participation by the corporate community in

numerous programs that utilize the STEM disciplines to

fuel youth creativity, improve professional development for

teachers, and increase student participation and success in

Advanced Placement math and science courses.

We also are a national corporate underwriter for NPower,

a nonprofit organization that brings IT services to other

nonprofits and training to young adults, with its workforce-

development program that helps disconnected young

adults find IT careers. One of our senior vice presidents,

Prasad Chintamaneni, recently joined NPower’s board. We

also support the New York Hall of Science, where Francisco

also serves on its board.

Our desire to contribute to STEM educational advance-

ment goes beyond simply contributing cash gifts. Among

other endeavors, we and our associates have donated more

than 3,000 books to middle-school children in several

states as part of the Sally Ride Book Donations program;

begun a Junior Achievement pilot program in six schools

in Chicago, Illinois and Hartford, Connecticut; and part-

nered with the School for Autism to record books for the

blind and dyslexic.

In 2010, we began a comprehensive review of ways we can

better engage in advancing STEM education, and in 2011,

we will launch a substantial nationwide program to inspire

young learners to explore and develop STEM-related skills

necessary for the 21st century. We are committed to raising

student performance in STEM disciplines and encour-

aging more students to pursue STEM higher education

and careers.

COGNIZANT IS A MEMBER OF

CHANGE THE EQUATION, A NEW INITIATIVE LED BY MORE THAN

100 CEOS WHO COLLECTIVELY PLEDGED MORE THAN

$5 MILLION IN FIRST–YEAR FUNDING TO IMPROVE AWARENESS AND EFFECTIVENESS IN STEM EDUCATION.


Bala Prasad, a Cognizant associate, graduated from A.P.S.W.R. Hr. Secondary School in Uppalwai, India,

located in a remote part of Andhra Pradesh state. As a student, Bala and his classmates walked two

kilometers to carry drinking water back to the school.

After joining Cognizant, Bala learned about the “You can help a school” program, an initiative launched

through Cognizant’s Project Outreach. The program empowers associates to nominate deserving rural

schools to receive Outreach-sponsored infrastructure improvements, such as new libraries.

Bala submitted a proposal to establish a reverse osmosis water plant for his former school and today,

the plant provides clean drinking water to its 500 students. Bala is glad that students no longer must go

through the arduous trek he did just for a glass of drinking water. The system also enables students to

better focus on education priorities.

In 2010 Cognizant’s “You can help a school” initiative was piloted in Pune and Hyderabad and has since

received more than 80 referrals.

Quenching Students’ Thirst for More than Education


Governance and Ethics


We take our governance responsibilities very

seriously at Cognizant and have gained a strong

reputation as an ethical company with strong gov-

ernance policies and practices. Indeed, strong ethics,

transparency and openness ground our values.

As our CEO emphasizes in our Code of Ethics, “Our win-

ning mentality isn’t just about doing great things. It’s

about doing great things the right way. That’s how we

continue to build trust with our customers and protect

the valuable asset that is Cognizant.”

We have not had any major negative incidents occur in this

area. We have developed a software product — Governance-

in-a-Box — that delivers a structured approach to gover-

nance and compliance, and reduces risks for our clients.

To us, business ethics comprise rules of conduct and ethical

principles applied in the workplace. They go to the heart

of our integrity — our honesty, accountability, fairness

and transparency — and this is absolutely critical to us. We

believe in providing a positive work environment that is

fair, safe, rewarding, enjoyable and fuels high productivity

in service to our clients. We consider ethical behavior the

cornerstone of our long–term business success.

We live by a Code of Ethics that reaffirms our core values

and standards of conduct that is designed to:

• Communicate the basic principles of policies,

business ethics and legal requirements.

• Protect Cognizant’s reputation and ensure that all

associates understand the rules of the game.

• Assist in making decisions to make sure our

business is conducted with integrity and honesty

as well as in accordance with legal requirements.

• Instill trust and confidence in the minds of our

associates, customers, shareholders, vendors and

other stakeholders.

The Code contains our policies and procedures on myriad

issues that apply to honesty and integrity. They include

the acceptable use of Cognizant and client assets; accu-

racy of books, records and public reports; competing

honestly and fairly in the marketplace; compliance with

laws, rules and regulations; confidential information and

intellectual property protection; conflicts of interest; gifts

and gratuities; insider trading; media, analyst and investor

communications; political activities; respectful treatment

of associates, customers and business partners; and respon-

sible use of social networking.

The Code also serves as an aid to associates and managers

when making decisions. It contains industry-specific exam-

ples, frequently asked questions, key contacts and links

to internal policies, among other things. All associates are

required to complete annual ethics training and vice

presidents and above must certify their compliance with

the Code’s provisions annually. In 2010, 91 percent of our

employees received training on ethics, for a total of

37,244 hours. Additionally, our Enterprise Risk Management

group conducts annual risk analysis surveys covering all

business units and corporate functions to assess the like-

lihood of various risks including corruption.

Rigorous Controls

Like all U.S.-based corporations, Cognizant is subject to

the Sarbanes-Oxley Act of 2002, which covers financial

disclosure and addresses controls over financial report-

ing, audit committees, external auditors, codes of ethics,

whistleblower protection and attorney conduct. Since it


went into effect, we have complied with all of Sarbanes-

Oxley’s provisions and have never reported a “material

weakness” in controls over financial reporting. Our com-

pliance is tested independently by our external auditors.

Additionally, we have had no legal actions for anticom-

petitive behavior, anti–trust, or monopoly practices. Nor

have we had any significant claims against us regarding

the use of our products or services.

Our board of directors includes an independent, non-

executive chairman and six of our eight directors are

“independent” under rules of the NASDAQ, where Cognizant

is listed. Directors are required to complete an extensive

annual survey to guard against conflicts of interest that

could interfere with the exercise of independent judg-

ment. We also have had great continuity with our board,

with four independent directors serving at least 10 years

and the other two independents serving two years and

four years, respectively.

Our audit committee, whose members are in regular

communications with the chief financial officer (CFO),

controller, general counsel, and heads of compliance and

internal audit, consists of four independent directors, one

of whom serves as chairman and who is an audit commit-

tee financial expert, having served as CFO at Paine Webber

and Pan American Airways. Our nominating and corporate

governance committee develops and recommends cor-

porate governance policies and oversees the evaluation

of the board’s effectiveness.

We have a whistleblower hotline, called the Compliance

Helpline, which serves as a vehicle for employees, clients,

vendors and others to report concerns anonymously about

ethical behavior. Complaints are routed jointly to the com-

pliance director and general counsel with a detailed account

of all reported incidents sent monthly to the audit committee

chairman and to executive management.

Compliance Resources

Our dedicated compliance resources include our general

counsel, compliance director and chief security officer.

They ensure that management and associates comply

with all internal policies and external laws and regulations.

As for professional guidance, we retain both outside legal

counsel and independent accountants to ensure that good

governance practices and regulations are followed. We

might consult with these professionals regarding board

approval of acquisitions and related-party transactions;

complete and accurate disclosures in public filings such

as our annual report; and the performance of annual audits

of our financial statements.

Our internal audit capabilities include audit teams in the

United States, India and the United Kingdom/Europe. They

have direct access to the board’s audit committee and

their scope is set annually based upon risk assessments,

e.g., finance, compliance and security. The internal audit

teams perform reviews of Sarbanes-Oxley section 404;

compliance with laws and regulations, such as immigration

statutes; control reviews at entities that are not covered

by Sarbanes-Oxley; compliance with internal policies that

cover banking, travel and expenses; accounting processes;

and payroll.

Cognizant has established a stringent policy covering

insider trading and black-out periods for stock transac-

tions. This policy is designed to prevent the occurrence or

appearance of improper trading in our stock by associ-

ates and directors. It assures shareholders, analysts and

others that the market for our stock is a fair one and not

influenced improperly by those that may possess non-

public information. The black-out period that covers all

associates extends from 15 days before each quarter ends

to the third business day after we release earnings.

Three recent Cognizant U.S. Campus Program hires joined in ringing the NASDAQ opening bell on the first trading day of 2011 on January 3. Pictured are Charles Esipila and Jennifer Mosquera, both of Pennsylvania State University, and Vishal Ramani of Purdue University.


We Survey Associates Annually

We offer exit interviews to all terminated associates and

the results of those interviews are communicated to the

compliance director and the general counsel if they con-

tain allegations of fraud or unethical conduct. In addition,

we conduct an annual survey of associates to monitor

their satisfaction levels and solicit feedback on leadership,

management and other concerns, including on ethics and

business conduct. An outside party tabulates the survey

results and they are reviewed annually by management

to determine if any actions need to be taken.

We are striving to ensure that the vendors within our

supply chain employ the highest ethical standards within

their own business and we investigate and respond to

any allegation of bribery or corruption. In January 2010,

we received a single substantiated report of bribery in

exchange for an internal service. While the monetary

amount was insignificant, the contractor responsible was

terminated and additional screening procedures were

put in place for contractors in India.

We are in the process of writing a Sustainable Procurement

Policy, which will be published in the coming year. We ex-

pect this policy will include a supplier survey which will

draw from the GRI G3 guidelines. We are also working with

our procurement team to embed corporate responsibility

clauses into our contracts. The supplier survey will be one

mechanism to ensure these clauses are followed.

As for political activities, we encourage participation in the

political process on an individual basis and not on behalf

of the company. Regarding policy advocacy activities, our

associates are prohibited from lobbying the government

or other policy-making organizations on Cognizant’s behalf


unless it is explicitly part of their job to do so. Those en-

gaged in policy advocacy on behalf of Cognizant comply

with all applicable laws, rules and regulations, and our

Standards of Business Conduct.

Public Policy Advocacy

In terms of public policy, a wide range of policies are in

place or are being considered by governmental bodies in

capitals from Washington to London to Delhi that can and

do have a material impact on our business. We consider

policy advocacy on issues of importance to our business,

customers, employees, shareholders and industry an es-

sential component of our strategic planning. We work to

ensure that our public policy positions complement or

advance our global sustainability and citizenship objectives.

Fundamentally, Cognizant’s public policy objectives are

focused on issues that we consider essential to advancing

innovation, competitiveness, job creation, economic growth

and sustainable standards of living. Our policy agenda is

centered on workforce development, education, tax, mar-

ket access and information privacy and security.

Workforce Development. Cognizant’s success depends

significantly on recruiting, hiring and retaining highly skilled

professionals. Cognizant and its customers face near and

long-term skills gaps in developed countries, which neces-

sitate workforce development and migration policies to

gain access to the skilled talent Cognizant needs to compete

and innovate.

Education. Building on our Public Outreach, Cognizant

participates in broad-based industry associations and co-

alitions to support policy initiatives geared to increase

curriculum quality and student participation in math and

science fields.

Tax. Tax laws have a substantial impact on capital invest-

ment and economic development. We advocate for tax

policies that facilitate innovation, improve competitiveness,

and fuel investment and job creation.

Market Access. Trade agreements that reduce barriers

and improve access to new markets are vital for improved

commerce and collaboration for Cognizant, our partners

and our customers. We advocate for bilateral, regional

and worldwide trade agreements that facilitate trade in

services, enable temporary migration of skilled profes-

sionals, increase protections on intellectual property, and

allow for greater regulatory transparency.

Information Privacy/Security. Today’s technology infra-

structure facilitates global commerce and communication,

drives the creation of new consumer products and services,

and provides a foundation for governments to better

serve its citizens. To protect this infrastructure, which is

mostly owned and managed by the private sector, govern-

ments work with private entities to protect their citizens

from cyber attacks and data breaches. We support policies

that improve cyber-security through effective informa-

tion management and technological innovation.

Cognizant also recognizes the critical importance of fun-

damental human rights such as the prohibition of child

labor and forced labor. Cognizant does not use child or

forced labor in any of our operations. As a technology ser-

vices company, such issues are not a significant risk factor

in our business operations. In our daily operations, we

adhere to all International Labor Organization standards

and are studying our supply-chain policies and procedures

to ensure that all our suppliers conform to the same high

standards as we do.



Stewards of the Environment


We believe protecting the planet is everyone’s

business. Cognizant stands committed to leading

our industry in energy conservation, waste reduction

and disposal, and recycling. We have established a

greenhouse gas policy that is reducing emissions

across our global delivery network.

We follow industry best practices and statutory require-

ments aimed at protecting the world’s environmental

health. We also actively support national and international

climate-change policies, protocols and initiatives, such as

the Carbon Disclosure Project and the former U.S. Environ-

mental Protection Agency (EPA) Climate Leaders program.

In addition, we are proactively working with our employees

to put into effect best practices for conserving energy

and shrinking individual carbon footprints. Collectively,

these measures ensure that we operate in an environ-

mentally friendly manner and drive sustainable economic

growth. We are proud that on the Newsweek Green Rank-

ings, Cognizant moved to No. 138 in 2010, up from No. 449

the previous year. Within the tech industry list, Cognizant

moved to No. 25 from No. 49, and we continue to lead that

group in terms of our environmental impact, which re-

flects our low per-capita emissions.

Managing Our Environmental Impact

With more than 100,000 associates and numerous data

centers worldwide, we work to better manage our offices’

environmental impact. In our employee centers in India

and around the world, we work to increase the efficiency

of our office air conditioning, desktop computers, light-

ing, heating, and electronics.

Our two-and-a-half-year-old Go Green program drives our

environmental initiatives, led by our Chennai, India-based

director of sustainability, Premkumar Pandurangam. The

program currently targets carbon emissions, energy and

paper use, and will soon include waste, hazardous materi-

als and water use.

Go Green has engaged many associates in environmental

programs, using a sophisticated approach to organizational

change-management practices to engage associates in

the discussion.

With Cognizant Go Green, we have set and met mile-

stones that include:

• Reduced per capita carbon emissions by

28% since 2008.

• Reduced per capita energy consumption by

29% since 2008.

• Constructed three new green campuses to

environmentally friendly building standards

that won LEED® Gold rated awards.

• Deployed PC power management to 50,000

desktop computers, saving thousands of tons

of carbon dioxide.

• Instituted double-sided printing, print quotas and

power-saving modes on our printers across India.

• Reduced paper consumption by 2.2 million

pages a year.

To help reduce our energy and carbon footprint, we imple-

mented a Six Sigma building energy-optimization project

in order to benchmark the energy efficiency of all of our

large development facilities. Our goal was to reduce our

India power consumption to 1.8 kWh/sqft/month in 18


A stirring rock song can inspire listeners to a cause. Cognizant associates have their “Go Green” anthem to spark environmental initiatives. Written by the Cognizant Pune rock band, Harmonic Recession, it helps the company spread a message of the “individual’s responsibility towards the environment” across its global offices.

Fresh and young in spirit, the “Go Green” anthem encourages people to recognize the planet’s environmental realities. It also adds practical suggestions for associates to follow in their daily lives. The song was played in all company offices to a rousing response. It now is played at every Go Green occasion so associates are quickly mastering the lyrics, which include:

In rhythm and rhyme, this is our time, let’s join our hands, here’s what we say:

Let’s start a movement the world has never seen.

Go Green! Go Green! Go Green!”

This initiative and the larger Go Green program are managed by Director of Sustainability Premkumar Pandurangam. Prem, pictured above, leads Cognizant’s efforts to track and reduce its Greenhouse Gas emissions, water consumption and waste. Along with his team, he works to enlist all 100,000+ Cognizant Associates to do their part to reduce their personal impact on the environment through communications, education, events, competitions and other forms of employee engagement and recognition.

global reach:

‘Go Green Anthem’ Inspires Environmental Action

PREMKUMAR PANDURANGAMDirector of Sustainability


months, down from 2.1 kWh/sqft/month. We identified best

practices used in Cognizant’s most efficient facilities and

have rolled them out to other facilities, driving significant

energy efficiency improvements.

The energy-optimization project covered all aspects of

our infrastructure — office space, utilities, desktop hard-

ware, and data centers. Our process was determined and

replicable: we identified operational levers to optimize

energy usage and reduce waste. We formed small teams

focused on key energy consuming equipment and ran Six

Sigma Green Belt Projects for HVAC-Chillers, HVAC-Air

Handling Units, Uninterruptable Power Supplies, Lighting

and Generators.

This project also addressed IT infrastructure, focusing on

desktop hardware (triggering sleep-mode in non-working

hours), server hardware (using virtual servers instead of

physical servers for new projects) and data centers (con-

solidating data centers). Through these efforts, over the

last two years we have achieved 20 percent reduction in

per square-foot and 29 percent reduction in per capita

energy consumption.

In Cognizant’s annual Carbon Disclosure Project declara-

tion, we reported a 7 percent per capita reduction in

2010, achieved through our Go Green program’s focus on

several energy-reduction initiatives. As a member of the

former U.S. EPA Climate Leaders program, we set a 25

percent per capita emissions-reduction target between

2008 and 2013. We have already exceeded that target and

are looking to extend it further. Reflecting our efforts, our

Cognizant facility in Hyderabad, India won the Tishman

Speyer Waverock award for the Best Green IT Company in

a leased facility. In our quest for energy efficiency, we also

gave Energy Leadership Awards to vendor partners and

facility managers at several of our buildings and campuses.

As for environmental management system (EMS) certifi-

cation, we have two large facilities ISO 14001 certified

and intend to certify three more large facilities in the

next year.

In addition to Cognizant’s major efforts to improve

building energy efficiency, we acknowledge that, as a

busy global company, travel is a major part of our envi-

ronmental footprint. We have placed a significant corpo-

rate emphasis on video conferencing and telepresence

facilities, using this technology to reduce travel to meet-

ings and other business-related sessions. To date, with

environmental impact in mind, we have deployed more

than 500 telepresence and high-definition video units,

reduced our air travel and, in the process, improved our

associates’ work-life balance and our collaboration with

customers. The telepresence project was so successful

that we documented it in a white paper and video available

at www.cognizant.com/Telepresence-whitepaper and

www.cognizant.com/Telepresence-video.

The Impact of Climate Change

At Cognizant, we take climate change very seriously.

Climate change may pose operational risk to our facili-

ties located in coastal cities around the world. It could

also cause disruptions to our operations if severe weather

caused by climate change impacts goods and services in

our supply chain. An escalation of electricity and transpor-

tation costs with fluctuations in the price of hydrocarbon

could also impact our business.

Climate change has provided us an opportunity to reas-

sess our energy dependence and energy productivity. We

identified opportunities to conserve energy and improve

the energy efficiency and productivity of our facilities and

equipment. It is not possible for Cognizant to quantify the

financial impact of the risks or opportunities associated

with climate change.

We also anticipate opportunities to assist our customers

in being more energy efficient with adoption of green IT

by way of server consolidation, virtualization, cloud com-

puting and business process optimization that can result

in reduced materials or energy consumption.


Cognizant and our associates also have participated in

several energy-conservation initiatives in various Indian

communities. Under Project LULU (Light up Life up), Cog-

nizant’s Green Brigadiers distributed solar lanterns among

100 families in the remote hamlet of Malliamman Durgam,

which is not connected by roads or by an electricity grid.

Associates also planted 2,500 trees in and around Chennai

to make the city greener. And to decrease air pollution,

associates on December 10, 2010, hung up their car keys

and walked, rode bicycles or took public transportation to

celebrate Car Free Day at Cognizant.

When Cognizant hired its 100,000th employee in December

2010, we committed to planting one tree per associate.

We have partnered with NGOs to complete the tree

plantings in early 2011.

Conserving Water

2010 was the first year we captured and reported water

use information at Cognizant. Because we do not use water

in our supply chain and the main use is for drinking and

personal hygiene, we do not see significant opportunity

for reducing water use, but we will study this data and

look for opportunities to conserve water in 2011. In many

facilities, we have sewage water treatment plants to recy-

cle water for watering landscapes, but do not have flow

monitors in place to measure the volume recycled. However,

after compiling the data and studying this area, we may

identify additional opportunities for water conservation.

Cognizant has measured consumption of water pro-

cured from external sources for the majority of its India

operations. For some facilities, we do not receive water

consumption data, so we extrapolated this information

based on usage at similar facilities. We chiefly use water for:

1. Utility, including air conditioning, personal hygiene,

cleaning, landscaping and domestic purposes

2. Drinking and cafeteria operations

Based on a total consumption of about 787,452 kilo-liters

of utility water, the average associate uses about 1,074 liters

per month at the office. Similarly, based on a total con-

sumption of 22,399 kilo-liters of drinking water, the average

associate drinks 24.48 liters per month at the office.


Mahua Seth, an associate on the Cognizant 2.0 team, learned music from a visually challenged teacher who also ran a residential school for visually challenged children. From a young age, Mahua recognized that these children cherished access to the fantasy world of stories through verbal storytelling. After her classes and during the weekends, Mahua would read to them. Another Cognizant 2.0 team member, Vishnu Priya, had acted as a scribe for visually challenged people since her college days and felt a deep connection to wanting to help.

At Cognizant, Mahua and Vishnu realized their shared passion for serving the visually challenged. Together they founded the Third Eye Charitable Trust, which makes non-curriculum reading material accessible in Braille for the visually challenged. In India, only an estimated five percent of printed matter is available in Braille.

On January 4, 2011, in conjunction with World Braille Day, ‘Third Eye’ released its first set of 25 Braille titles for children, spanning the genres of fiction, biography, environmental awareness, morality and short stories.

Helping the Blind Envision New Worlds


IMPACT OF TRANSPORTING MEMBERS OF THE WORKFORCE (METRIC TONS CO2E)

2008 % Reduction Business Travel Related Emissions 2010 2009 (baseline) from baseline

Scope 3 Intensity MT per associate 0.44 0.36 0.58 24%

ENERGY CONSUMPTION (MWh)

Type of Energy Usage

Direct energy consumption – 100% from use of non–renewable diesel fuel 26,961 MWh

Indirect energy consumption – 100% from purchase of non–renewable electricity 193,161 MWh

TOTAL DIRECT AND INDIRECT GREENHOUSE GAS EMISSIONS BY WEIGHT (METRIC TONS CO2E)

2010–2009 2009–2008 2010–2008 GHG Emissions 2010 2009 2008 Change Change Change

Scope 1 28,647 21,567 22,981 33% –6% 25%

Scope 2 147,288 129,354 123,593 14% 5% 19%

Scope 3 46,270 27,738 35,964 67% –23% 25%

Total 222,205 178,659 182,538 24% –2% 22%

Scope 1 Intensity 0.28 0.28 0.37 0% –26% –26%

Scope 2 Intensity 1.42 1.66 2.00 –15% –17% –29%

Scope 3 Intensity 0.44 0.36 0.58 25% –39% –24%

GHG Intensity 2.14 2.29 2.96 –7% –23% –28%

EMISSIONS OF OZONE DEPLETING SUBSTANCES BY WEIGHT (METRIC TONS)

HFC Weight HCFC Weight

134a 1 .6 1 MT R–22 4.54 MT

407C 0.60 MT

125 0.07 MT

CO2E Emissions computed using The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard

(Revised Edition) published by the World Resources Institute.

Energy saved due to conservation and

efficiency improvements – 202,673 MWh


Anyone for cricket — and charity? Cognizant associates certainly were in the mood for that combination on a warm Saturday in September 2010. They participated in or watched the second annual Cricket for Charity 2010 in Hartford, Conn., a fundraiser hosted by Cognizant Senior Vice President Ben Bengtson, head of the Insurance practice, and by five major insurance companies in the New England area.

Eight teams competed against each other in a knock–out format to decide the champions, and the teams included the CognizanTrav Huskies, who won the championship match against a team from Massachusetts Mutual Life Insurance Company.

More than 500 people attended the event, enjoying many family- and child-based activities. A disc jockey played live dhol, a traditional Indian percussion instrument, and upbeat music cheered the teams. Throughout the day, raffles were conducted with generous donations. The fundraiser collected more than $10,000 for United Way.

Cricket for Charity 2010


Responsibility at Work


At Cognizant, our primary asset is human capital;

our 100,000-plus associates essentially determine

our economic performance. So we commit much

attention to attracting and retaining high-quality

associates and nurturing a culture of service, caring,

and passion.

While our headquarters are in the U.S., the majority of our

operations are in India where we enjoy high standing as a

“local” player. Most of our senior managers have exten-

sive international business experience and educational

backgrounds. As an example, Francisco, our CEO, was born

in Kenya, educated in Asia and the United States and has

lived throughout the world. As for our global reach, we

maintain more than 35 regional sales and client-relation-

ship offices in 19 countries and more than 50 development

centers in 24 cities and eleven countries.

Training and Professional Development

We consider our training and development capacities the

best in the IT industry, emphasizing process and method-

ology as well as client satisfaction. Our staff turnover has

typically been favorable when compared with the industry.

For 2010 our turnover rate was at 18.3 percent. We con-

sistently receive the highest employee-satisfaction marks

among software companies with operations in India, where

we are among the largest technology employers.

We are committed to continuous learning, giving our asso-

ciates opportunities to stay current with leading-edge

technologies and to develop communication skills so they

can perform their roles effectively and efficiently. Our

learning programs are conducted through Cognizant

Academy, our in-house training center. It offers many

conventional and leading-edge educational programs for

employees at all levels.

In addition to the formal learning in classrooms, Cognizant

Academy brings learning to our employees’ desktops. We

use multi-modal methods, such as content-management

systems, blogging, Wikipedia, video-based training and dis-

tance education/higher education, as well as Technology-

Based Training. In 2010, over 7.1 million hours of training

were provided, with the average employee receiving 84

hours of training. Associate-level employees received an

average of 103 hours of internal training and Management

received an average of 37 hours of internal training. These

numbers do not include hours of training at external

events such as workshops, conferences and seminars.

Our primary focus in 2011 includes ensuring a robust

learning enablement at crucial career junctures such as

transitioning from college to corporate, becoming a first-

time lead, changing to a different geography, and working

directly with the customer for the first time. We also in-

tend to identify opportunities with account teams where

learning can make a strong impact by penetrating and

strengthening many more key accounts in 2011 and 2012.


When a company grows rapidly, its infrastructure often is slow to catch up. That’s what happened at Cognizant, which in 2010 made Fortune’s fastest-growing companies list for the eighth year in a row. Now its leadership is moving swiftly to mesh its infrastructure with its workforce by focusing on matters such as engaging female employees. In November 2010, Colleen Doherty, a recent recruit from Wall Street to Cognizant’s Talent Management staff, established the company’s global Women’s Initiative to help attract, engage and retain more female talent. Women comprise about one-third of the company’s employees, and Colleen is establishing, among other initiatives, an interactive forum for women to connect, share ideas and best practices. Thanks to the company’s global collaboration platform, dubbed C2.0, women will be able to blog, tweet and post relevant articles, data and events on the internal communications site. She also is partnering with outside organizations to identify successful initiatives and practices around women in the workplace and overall diversity efforts. “Over the next few years, we expect this initiative to increase the number of women we have in leadership roles around the globe,” says Colleen.

A survey of Cognizant women (who average 28 years of age) by the Women’s Initiative found they want more job flexibility and an improved work-life balance. Colleen, a mother of two preschoolers herself, is now working to identify specific programs or assistance to help deliver on those two issues. She is expecting that by 2012, the Women’s Initiative will have gotten well off the ground and will have begun making a significant positive impact for women at Cognizant.

global reach:

Cognizant Women's Initiative

COLLEEN DOHERTYDirector, Talent Management


In India, new associates begin a 14-week Campus Associate

Training Program (CATP) to help them make a smooth

transition from the campus to the office; the program is

four weeks long in the U.S. The program uses courseware-

driven classroom sessions, live project experience and

discussions with experienced professionals. It goes beyond

job-related skills training and provides them with tips on

the life skills essential in a professional work environment.

To lighten up the serious training, the program includes a

host of cultural events, in-house-journals and other fun

activities that help ease their transition from campus to

client deployment.

After the initial training program, all new associates enter

a job-training program called Dovetail that seeks to enhance

their technical excellence in their first year. Launched in

2007, Dovetail spans more than a year and takes trainees

on a completely guided learning plan, alongside their

regular project work. As with the CATP program, Dovetail

uses a comprehensive set of learning-support systems,

including third-party assessment tools and access to con-

tinuing education.

Training at Cognizant does not stop there. What sets us

apart is our world-class, role-based training delivery model

that has earned a citation from the American Society for

Training & Development. This model, known as Career

Compass, manages the learning inputs for each associate

by creating an integrated development plan. This plan

could connect employees’ long-term career goals, value

and competency-based developmental goals, and corpo-

rate operational goals.

Career Development

Depending on their background, associates can choose a

career track from project management; technical; client

development; management consulting, including business

analysis, business development and competency building;

and corporate functions. In each track, Offshore and On-

shore Practice Heads collaborate to set business unit

strategy, reporting directly to our Executive Leadership.

Along specific tracks, our lean, streamlined organization

means there are only three-to-four reporting levels before

any issue reaches top management’s attention.


With our career-development emphasis, our goal is for

individuals to reach their full potential and for the com-

pany and our clients to gain the benefits of enthusiastic,

motivated employees. Employees are encouraged to suc-

ceed, not in a single project, but in a variety of challenging

roles over time. We build periodic job rotation into our

employment guidelines. Fast-track growth opportunities

are offered to high performers, and opportunities to shift

tracks also are encouraged to avoid an associate being

pigeon-holed in one discipline.

Our internal job-posting programs ‘Wings’ and ‘Aspire’

keep associates informed about opportunities available

globally across Cognizant. These programs ensure that

we leverage our vast resource base across business units

and geographies, and provide associates with a transpar-

ent avenue to explore and plan their career moves.

In addition to providing opportunities for role and lateral

career changes, Cognizant aggressively creates promo-

tion and leadership opportunities for associates. For an

organization growing at an accelerated rate compared

with our competition, it becomes crucial to develop and

acquire leadership talent to manage the large growing

business. We have seen a compound average growth rate

of 39% over the past 5 years. Last year, one-third of our

associates moved up the career chain to take on higher

responsibilities. The organization believes in creating


internal talent pools for leadership growth as well as bringing

in talent laterally to ensure balanced growth, which reinforces,

strengthens and advances our core values.

Our Diversity Efforts

We strive to increase the number of women in management

and senior leadership roles globally. Women represent 31 per-

cent of the company’s associates overall and 15 percent of

management. In general, the IT industry, as with many of the

STEM-oriented industries, attracts a lower percentage of

women than men. Last November, we began a global Women’s

Initiative to provide an interactive forum for our women to

connect and share ideas and best practices.

We are using C2.0, our global collaboration platform, as our

primary internal communications tool for the Women’s Initia-

tive. We also are partnering with external organizations to

identify successful initiatives and practices around women in the

workplace and overall diversity efforts. Over the next several

years, we expect this initiative to expand the number of women

in leadership roles around the globe.

Performance Management

We have customized our performance-management processes

to meet the evaluation needs of our different lines of business

and levels of responsibilities. For our associates, evaluation

models include role-based scorecards, goal-based assessments

and competency evaluations that are used either by themselves

or in combination. Our assessment cycle follows the January

to December calendar and is built on periodic feedback.

All employees of Cognizant undergo regular performance

assessments at least once a year. These reviews are designed

to assess their performance against goals and competencies

(that depend upon their choice of career track) to provide

them with developmental feedback through the talent-review

process held during the middle of the year. Assessment includes

a performance score card for senior management employees.

Over 99.9% of our employees were covered under the perfor-

mance management process. Performance is directly linked

to all forms of rewards, monetary and otherwise.

Our organizational goals cascade down to business units and

managers and, eventually, they are broken down to perfor-

mance standards and goals for the associates. These are

formally documented as part of their goal-setting document,

which is filled out at the beginning of the year. During the cycle,

managers and associates have an opportunity to make any

mid-course adjustments in goals or skill enhancements during

a mid-year review cycle. The final year-end appraisals are

completed both at absolute and relative levels. In all geogra-

phies, Cognizant complies with local norms and regulations

that relate to minimum notice periods in relation to opera-

tional changes.

Compensation and Benefits

Cognizant offers an attractive employment package that

includes a highly competitive salary and benefits package

tailored to each geography, as well as additional financial in-

centives and performance rewards. We also reward personal

achievement and contribution, financially and through public

recognition.

Benefit plans vary by geography, depending on local customs

and regulations. For example, U.S. associates are offered:

• A choice of two affordable medical and dental-plan

options, effective their first day on the U.S. payroll.

• Flexible spending accounts that let them set aside

pre-tax earnings to pay for eligible health-care and

dependent day-care expenses.

• Prepaid legal services.

• A 401(k) plan, available after one year of service.

• An employee stock-purchase program.

• Basic life and accidental death insurance, and short-

and long-term disability insurance at no cost.

• Use of a confidential employee-assistance plan, a

wellness resource center and a discount program

offering reduced prices or fees from more than

28,000 merchants.

Along with our regular compensation and incentive system,

we provide a series of innovative programs at an organization

and business unit level that provide associates with reward

opportunities. These rewards are for activities ranging from

excellence in technology and sustained contribution to orga-

nizational initiatives. One such program, “Wah!”, is point-based,

where associates in India earn a certain number of points

when they make a significant contribution at the team, business

unit or organizational level.

Employee Satisfaction and Working Conditions

The search for continuous improvement is what drives our

people strategy at Cognizant. Highly incisive and data-rich

associate surveys like the Business Effectiveness Survey and

the Internal Satisfaction Survey provide us with a constant


FULL TIME EMPLOYEES BY REGION (DEC. 31, 2010)

Region Number of Associates

Asia–Pacific 83,000

Europe 3,700

Americas 17,300

Total 104,000

PERCENTAGE OF WOMEN BY LEVEL AND GEOGRAPHY

(DEC.31, 2010)

Level Percent Women

Management 15%

Associates 37%

Overall 31%

truth check. More than 80 percent of our associates par-

ticipate in our surveys, a testament to their confidence in

our leadership’s ability to take feedback and effect changes.

Year after year, despite our steady climb in employment,

the survey results report better-than-average satisfac-

tion scores.

Cognizant provides excellent working conditions to its

associates across the globe, and being a knowledge-

based company, a vast majority of our employees work in

very pleasant office environments. Many of our facilities

have been built within the last 10 years; three of our most

recently built facilities are LEED® (Leadership in Energy

and Environmental Design) certified. Additionally, we be-

gan pursuing OHSAS 18001 certification of our facilities

in 2010. We recently achieved certification of three of our

largest facilities in India, and we plan to pursue certifica-

tion for three more in 2011, covering approximately 40%

of our workforce.

We recently launched an initiative called Touchstone that

focuses on improving occupational health and safety

across all sites in India. As part of this initiative we identify

potential hazards and work to mitigate them. We offer

periodic training to address hazards in the workplace, and

onsite counseling and offsite help-lines to address psycho-

somatic illnesses. Emails, blogs, portals and e-learning

are used effectively to engage and educate our workforce

on all aspects of occupational health and safety.

In addition, we have health and safety committees in our

large facilities that focus on areas like transportation and

cafeteria. They meet every month to discuss opportuni-

ties for improvement and how to make the changes to

ensure a healthier and safer workplace. Because we are

a knowledge-based industry and do not have a physical

manufacturing process, injury rates in our business are

extremely low and generally fall into the category of repeti-

tive strain from keyboard use.

Outside of where it is required by law or as a result of

achieving OHSAS 18001 certification, we have not yet in-

stituted a global tracking process for workplace accidents

and injuries. Tracking injury, occupational diseases, lost

days and absenteeism globally is a priority for Cognizant

in 2011. We plan to standardize a global injury tracking

process to make data collection more consistent, and we

expect to be able to track and report injuries beginning

later this year.

Collective Bargaining

With respect to Collective Bargaining, we have specific

policies in Belgium, Sweden, and France where collective

bargaining is in practice. Across our company and outside

Europe in our industry, collective bargaining is not a com-

mon practice. However we recognize the right of employees

around freedom of association, in line with the Universal

Declaration of Human Rights issued by the United Nations

in 1948. As of December 31, 2010, 114 of our 104,000 employ-

ees (0.11%) are covered by collective agreements.


RATIO OF BASIC SALARY OF MEN TO WOMEN (DEC.31, 2010)

Level Asia–Pacific Europe India The Americas Overall

Senior Management 1.00 1.02 1.10 1.05 1.03

Middle Management 0.87 1.05 1.03 0.93 0.98

Associates 1.10 0.97 1.04 0.96 1.00

Overall 0.98 1.00 1.05 0.95 1.00


This report documents fiscal year 2010 (January 1-Decem-

ber 31), a period in which our company grew 40 percent.

The report covers a global scope, which includes all coun-

tries and operating units of the company; leased and

owned facilities; and all functions and business units under

operational control. There were no limitations on the

boundary of the report.

The priorities of our stakeholders, whom we select based

on interest in and impact on Cognizant’s core activities,

largely determined the content of this report. Primary

stakeholders that we expect will use this report and

methods of engagement include:

• Shareholders, via meetings through our Investor

Relations functions.

• Customers, via our annual customer satisfaction

survey, as well as additional surveys and audits.

• Employees, and candidates for employment, via

employee satisfaction surveys, recruiting events,

discussions and interaction on internal blogs.

• Governments, via interaction with elected officials

and staff members of local, state and national

governments, as well as through public policy

forums and organizations.

• NGOs (including the Carbon Disclosure Project,

Global Reporting Initiative and the former US EPA

Climate Leaders), via participation in surveys,

meetings, forums and seminars; and education-

oriented NGOs (including Change The Equation

and NPower) via sponsorship and meetings.

• Industry Analysts, via Industry Analyst days and

other meetings.

In determining what to report, we formed a Sustainability

Reporting Committee led by our VP of Sustainability,

which included executives from the areas which regularly

interact with our stakeholders: Investor Relations, Public

Policy, Compliance, Finance, Human Resources, Environ-

ment, Facilities & Procurement, Marketing, and Social

Programs. This committee reviewed all 79 GRI indicators

to determine which were most material, based on their

interactions with constituent stakeholder groups. This re-

sulted in tagging each indicator as “High,” “Medium,”

“Low,” or “No” materiality. As we are a knowledge-based

company that provides services rather than products,

our greatest assets are our employees and the trust of

our clients. Given this nature, we deemed the following

areas as highly important to our stakeholders:

• Governance, ethics, and protection of customer

privacy and data.

• Overall quality of service delivery and mechanism

for gathering customers feedback.

• Labor practices, including investing in employees

through training, measuring employee satisfaction

and ensuring a safe and rewarding workplace.

• Our commitment to communities, particularly

global efforts to improve education.

• Our environmental performance, especially

initiatives to track and reduce greenhouse

gas emissions.

Subsequently we examined each indicator that was deemed

to have high or medium stakeholder materiality to deter-

mine if we had the necessary data to report. This resulted

in the final set of indicators we chose to disclose. For the

high materiality indicators where we did not have the

necessary data, we determined what processes would

need to be implemented in order to gather and report on

the information in future years. Going forward, we plan to

report on an annual cycle.

About This Report


To Cognizant Stakeholders,

NPower is a national nonprofit that concentrates on providing IT services and training to other nonprofits

and young adults. We simply couldn’t do all we do without active partners such as Cognizant, which not only

provides substantial financial support as a National Underwriter for the 2011–2013 period, but also provides

invaluable pro-bono services as well.

What we’re trying to do at NPower is narrow the technology gap — for nonprofits and for young adults com-

ing from disadvantaged backgrounds. We offer three specific programs to help us do that and Cognizant is

involved in all three. The company is part of a select group of corporations who have come in on the ground

floor to provide solutions.

Cognizant’s pro-bono work has made quite a difference in the past year. Its IT specialists helped us devel-

op our Foundation Grant Manager software that helps foundations manage their giving process. They also

helped two nonprofits that were merging determine if the custom-built Web-based database could support

the merged organization.

In addition, Cognizant was one the first companies to participate in the pilot of our newest initiative, The

Community Corps, an online program dedicated to matching skilled IT professionals to nonprofits in need

of IT assistance. In an exclusive volunteer engagement with The National Center of Women in IT (NCWIT),

50 Cognizant employees served as judges reviewing over 150+ essays from high school students across the

country and helping select the winning candidates.

Needless to say, we already have asked Cognizant for additional help, and I’m sure we will have a very close

partnership with it and its employees for a long time to come.

I. External Commentary

Stephanie A. Cuskley CEO of NPower


Profile Disclosure

Description Reported Page

1.1 Statement from the most senior decision–maker of the organization. Fully 3

Profile Disclosure


2.1 Name of the organization. Fully 1

2.2 Primary brands, products, and/or services. Fully 7

2.3Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

Fully 7

2.4 Location of organization's headquarters. Fully 7

2.5Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

Fully 5, 7

2.6 Nature of ownership and legal form. Fully 7

2.7Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).

Fully 7

2.8 Scale of the reporting organization. Fully6, 7,

Annual Report

2.9Significant changes during the reporting period regarding size, structure, or ownership.

Fully 46

2.10 Awards received in the reporting period. Fully 9

Profile Disclosure


3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Fully 46

3.2 Date of most recent previous report (if any). Fully 1

3.3 Reporting cycle (annual, biennial, etc.) Fully 46

3.4 Contact point for questions regarding the report or its contents. Fully 1

1. STRATEGY AND ANALYSIS

2. ORGANIZATIONAL PROFILE

3. REPORT PARAMETERS

GRI IndicatorsSTANDARD DISCLOSURES PART I: Profile Disclosures


3. REPORT PARAMETERS (con't)

Profile Disclosure


4.1Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.

Fully 26

4.2Indicate whether the Chair of the highest governance body is also an executive officer.

Fully 26

4.3For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non–executive members.

Fully 26

4.4Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

Fully 26, 27

4.14 List of stakeholder groups engaged by the organization. Fully 46

4.15 Basis for identification and selection of stakeholders with whom to engage. Fully 46

4. GOVERNANCE, COMMITMENTS, AND ENGAGEMENT

Profile Disclosure


3.5 Process for defining report content. Fully 46

3.6Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.

Fully 46

3.7State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).

Fully 46

3.8Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.

Fully 46

3.10

Explanation of the effect of any re–statements of information provided in earlier reports, and the reasons for such re–statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

Fully 1

3.11Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

Fully 1

3.12 Table identifying the location of the Standard Disclosures in the report. Fully 48–53


STANDARD DISCLOSURES PART II: Performance Indicators

Profile Disclosure


ECONOMIC PERFORMANCE

EC1

Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

Partially 7, 21

EC2Financial implications and other risks and opportunities for the organization's activities due to climate change.

Fully 33

MARKET PRESENCE

EC7Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.

Fully 8

INDIRECT ECONOMIC IMPACTS

EC8Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in–kind, or pro bono engagement.

Fully 21-22

EC9Understanding and describing significant indirect economic impacts, including the extent of impacts.

Fully 6-8

Profile Disclosure


ENERGY

EN3 Direct energy consumption by primary energy source. Fully 36

EN4 Indirect energy consumption by primary source. Fully 36

EN5 Energy saved due to conservation and efficiency improvements. Fully 36

EN7 Initiatives to reduce indirect energy consumption and reductions achieved. Fully 33

WATER

EN8 Total water withdrawal by source. Fully 34

EMISSIONS, EFFLUENTS AND WASTE

EN16 Total direct and indirect greenhouse gas emissions by weight. Fully 36

EN17 Other relevant indirect greenhouse gas emissions by weight. Fully 36

ECONOMIC

ENVIRONMENTAL


ENVIRONMENTAL (con't)

Profile Disclosure


EMPLOYMENT

LA1 Total workforce by employment type, employment contract, and region. Partially 44

LA2 Total number and rate of employee turnover by age group, gender, and region. Partially 39

LA3Benefits provided to full–time employees that are not provided to temporary or part–time employees, by major operations.

Fully 43

LABOR/MANAGEMENT RELATIONS

LA4 Percentage of employees covered by collective bargaining agreements. Fully 44

LA5Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.

Fully 43

OCCUPATIONAL HEALTH AND SAFETY

LA6Percentage of total workforce represented in formal joint management–worker health and safety committees that help monitor and advise on occupational health and safety programs.

Partially 44

LA7Rates of injury, occupational diseases, lost days, and absenteeism, and number of work–related fatalities by region.

Partially 44

LA8Education, training, counseling, prevention, and risk–control programs in place to assist workforce members, their families, or community members regarding serious diseases.

Fully 44

SOCIAL: LABOR PRACTICES AND DECENT WORK

Profile Disclosure


EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved. Fully 33-34

EN19 Emissions of ozone–depleting substances by weight. Fully 36

TRANSPORT

EN29Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.

Fully 36


Profile Disclosure


TRAINING AND EDUCATION

LA10 Average hours of training per year per employee by employee category. Fully 39, 41

LA12Percentage of employees receiving regular performance and career development reviews.

Fully 43

DIVERSITY AND EQUAL OPPORTUNITY

LA13Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.

Partially 43

LA14 Ratio of basic salary of men to women by employee category. Fully 45

Profile Disclosure


DIVERSITY AND EQUAL OPPORTUNITY

HR3Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.

Fully 25

CHILD LABOR

HR6Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.

Fully 29

FORCED AND COMPULSORY LABOR

HR7Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.

Fully 29

SOCIAL: HUMAN RIGHTS

SOCIAL: LABOR PRACTICES AND DECENT WORK (con't)


Profile Disclosure


CORRUPTION

SO2Percentage and total number of business units analyzed for risks related to corruption.

Fully 25

SO3Percentage of employees trained in organization's anti–corruption policies and procedures.

Fully 25

SO4 Actions taken in response to incidents of corruption. Fully 27

PUBLIC POLICY

SO5Public policy positions and participation in public policy development and lobbying.

Fully 27-29

ANTI–COMPETITIVE BEHAVIOR

SO7Total number of legal actions for anti–competitive behavior, anti–trust, and monopoly practices and their outcomes.

Fully 26

Profile Disclosure


PRODUCT AND SERVICE LABELLING

PR5Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.

Fully 17

CUSTOMER PRIVACY

PR8Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.

Fully 17

COMPLIANCE

PR9Monetary value of significant fines for non–compliance with laws and regulations concerning the provision and use of products and services.

Fully 26

SOCIAL: SOCIETY

SOCIAL: PRODUCT RESPONSIBILITY


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WORLD HEADQUARTERS

Glenpointe Centre West500 Frank W. Burr Blvd.Teaneck, NJ 07666

PHONE: 201.801.0233TOLL FREE: 888.937.3277www.cognizant.com