“The fun of being different”Vineet NayarA proud HCLite

20102005

Alternative to Big-4 due to dissatisfaction with integrated dealsInsatiable desire to optimize and reduce costPay for performanceNeed for transformational gains

Trust through Transparency

Value Centricity

Employees First

Innovation in “what and how” of Service Offerings

Client CIO needs

HCL response

Wake up call in 2005

2

Customer Satisfaction Index up by per cent

Bn new Transformational Deals Won

Revenues grown by per cent YoY during CY09

per cent incremental Market Share Gain

HCL Performance during the last 2 years

3

• Engineering DNA• Skin in the game

• Most balanced portfolio

• Globally competitive • Leadership

commitment• Employees First

• Aligned with customer’s strategy

• TransparencyEntrepreneurial Culture

Broad based Services

Highly Engaged People

Customer Aligned

“It’s good to do business with HCL”

HCL Strengths (As defined by our Customers*)

* Source: HCL Brand Workshop conducted with HCL CAC members Oct/ Nov 20104

70 CIOs/ CTOs form the HCL Customer Advisory Council

Top 22 Investors interacted with key Clients, Independent Directors and Employees

“HCL opens a new dimension in Transparency”

HCL Strengths (As discovered by our Investors*)

* Source: IIFL Report on HCL Technologies, 3rd Nov 2010

Preferred vendor for many mission-critical and transformation projects

Superior client mining against incumbents

No difference in pricing

Better than others in client satisfaction

5

What got us here, won’t take us there...

// LOOKING AHEAD

1

2

3

4

5

Clients looking at output not Input

Transformation is in the interface of multiple technologies

Complexity is increasing

From global delivery to global business

User experience of IT

From procurement-led to business benefit-led buyFrom best efforts to Integrated solution buyFrom relationships to value

Technology will lead strategy to increase business competitiveness. (Digital presence, Pro-activity, High volume consumer etc.)

Application skill landscape will change (Cloud ,BI, SOA, Lean, Virtualization, Enterprise solutions)Pyramid models will become obsolete

5 Mega Trends

Social responsivenessEmerging markets Protectionism

Mobile Phones vs. PCsSocial networking technologies dominating

7

What got us here, won’t take us there...

// INVESTING AHEAD

6 Areas of Departure

9

Value Aligned Sales

Business Aligned Services

From Satisfaction to Happiness

From Global to Local

Creating the Talent advantage

Backing the Reincarnate CIO

Value Aligned Sales1

HEA

LTH

CA

RE EAS

INFRA

ETS

Merck – $500 Mn

M&

E

ERS

Viacom – $50 Mn

EAS

INFRA

EFH/ Oncor – $110 Mn

10

EAS

ETSPUB

LISH

ING

RDA – $350 Mn

RET

AIL

INFRA

10%-30%Total IT Savings

Business Aligned Services2

2005

2008

2010

Total IT Outsourcing

Business-aligned IT

Business Transaction

• Started with AMD in 2005• Ended with $3.6bn in deals in the last 2

years• 68% of total wins against Global MNCs

• Top 20 accounts growth at 37% YoY (FY10), Company growth 24.1%

• Won 35+ transformational deals in FY10

• $100mn deal (logistics major)• $50mn deal (FS major)

11

Business Cost

Savings

Utility-based

Business Advantage

3 From Satisfaction to Happiness

12

Value-aligned Interface

Transformation Board

Business Benefit-aligned

Services

Intimacy (CAC, GCM, Value portal)

HAPPINESS

Delivery assurance

Risk Management

CANADA

Sunnyvale

Irvine

Mexico City

Dallas

Utah

Los Angeles

Houston

Chicago

Columbia

StamfordChicago

CARY, NORTH CAROLINA

Toronto

FairfaxNew Jersey

SAO LEOPOLDO, BRAZIL

Sao PaoloSOUTH AFRICA

KRAKOW,POLAND

FINLANDSWEDEN

ITALY

SWITZERLANDFRANCE

NETHERLANDS

GERMANY

U.K.

LondonBelfast

INDIA

JAPAN

SHANGHAI, CHINAHONGKONG

Perth 

Melbourne

Sydney

Brisbane

Wellington 

Auckland

SINGAPORE

MALAYSIA

Dubai 

Israel

INDIA

PUERTO RICO

CZECH REPUBLICBelgium

SAUDI ARABIA

Beijing, China

4 From Global to Local

13

Locals Population• 36% US• 51% Continental Europe• 74% Europe (including UK and

Ireland)• 90% Brazil, China

Locals Population• 36% US• 51% Continental Europe• 74% Europe (including UK and

Ireland)• 90% Brazil, China

• 10 GDCs (outside India) + Helsinki

• 12,000 Employees

• 10 GDCs (outside India) + Helsinki

• 12,000 Employees

• 8600 Employees Rebadged• >$50Mn deal in SA, China,

LATAM, Continental Europe

• 8600 Employees Rebadged• >$50Mn deal in SA, China,

LATAM, Continental Europe

Table Stakes

Interesting

Different

During the last two quarters (AMJ’10 and JAS’10)

Creating the Talent Advantage5

HCL revenue market share Lateral talent share

Total gross hires Total net hires

14% 28%23K+ 12K+

ObjectiveCUSTOMER HAPPINESS

VALUE ZONE

14

Employees First cultureEmployees First culture

Innovation and Value rewardedInnovation and Value rewarded

Employees First councilsEmployees First councils

Focus on lateralsFocus on laterals

Backing the Reincarnate CIO6

Applications

Data

InfrastructureApps

Data

Infra

UserHigh transaction user-experience through

Engineering-out-of-the-Box

15

EBI (Ecosystem and Business Incubation)

vision for Utility IT

Domain-led through Micro-verticalization

Technology-led through ETSBusiness

In Summary

16

Customer Satisfaction

Employee Satisfaction

Growth

Innovation Delivered

Business Aligned Services

Value Aligned Sales

From Global to Local

From Satisfaction to Happiness

Backing the Reincarnate CIO

Creating the Talent Advantage

Work in Progress

Innovation, Innovation and Innovation

Gen-Y and Gender-Equality in Talent Pool

Social Consciousness in Buying-New Influencers

Emergence of Emerging

Dominance of Technology in Business Transformation

17

HCL will try very hard to move from “Good to do business with” to“Great to do business with”

18