AGEIS BPO

 INTERNSHIP REPORT ON ORGANIZATIONAL STUDY AT

AEGIS BPO
BY
DODDA BHAVANI
Reg No: SA17017
III SEMISTER MBA

GUIDE
PROF. RADHA. R
Internship report submitted to the Swiss Business School
in partial fulfillment of the requirements of III semester

MBA Degree Examination-2018

Ramaiah Institute of Management Studies

#15, New BEL Road, MSRIT Post, M S Ramaiah Nagar

Bangalore-560054

1
AEGIS BPO

GUIDE CERTIFICATION

This is to certify that this Internship Report on Organizational Study at AEGIS BPO is a
bonafide study of DODDA BHAVANI, carried out under my guidance and supervision.

Place: Bangalore

Date: Dr. SWAPNA

2
AEGIS BPO

DECLARATION

I hereby declare that this Internship Report on Organizational Study at AEGIS BPO PVT
LTD submitted in partial fulfillment of the requirement for III Semester MBA Degree
examinations 2018 of Swiss Business School through Ramaiah Institute of Management
Studies is my original work and not submitted to any other university. This work has been
done under the supervision of PROF. RADHA. R in Ramaiah Institute of Management
Studies, Bangalore.

Place: Bangalore DODDA BHAVANI

Date: SA17017

3
AEIGS BPO

ACKNOWLEDGEMENT

I would like to express my sincere thanks to the management of Ramaiah Institute of

Management Studies, our director Dr.M.R. Pattabiram, and our dean Dr. Radha. R for
providing an opportunity to do my MBA in the Institute. I am thankful to the Program Head
(SBS) Dr. Swapna, for his motivation, help and continuous support which made this
Internship happen.

I deem it a great privilege to prepare the training report

under the supervision of my guide Dr. Radha. R Ramaiah Institute of Management Studies
for his timely help and constant encouragement for bringing out the present report in time and
for his support and valuable guidance throughout the preparation of this report.

I am grateful to K. SWAROOP (Asst. Hr. Manager) of AEIGS BPO for providing us all
the information throughout the internship period for the success completion our organizational
study.

4
AEIGS BPO

INDEX
CHAPTER 1

1. Introduction to industry
2. Introduction of Company
3. Organizational Hierarchy
4. Organizational chart
Company vision & mission
Awards & Rewards of the Company

CHAPTER 5

 Finance department

 Hr department

 Marketing department

 It department

CHAPTER -6

 Findings
 Suggestions
 Conclusion
 Bibliography

5
 AEGIS BPO

1. INDUSTRY PROFILE
Business process outsourcing (BPO) is a subset of outsourcing that involves the contracting of the

operations and responsibilities of a specific business process to a third-party service provider.

Originally, this was associated with manufacturing firms, such as Coca Cola that outsourced large

segments of its supply chain.

BPO is typically categorized into back office outsourcing, which includes internal business functions

such as human resources or finance and accounting, and front office outsourcing, which includes

customer-related services such as contact center services.

BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is

contracted to a company's neighboring (or nearby) country is called nearshore outsourcing.

Often the business processes are information technology-based, and are referred to as ITES-BPO,

where ITES stands for Information Technology Enabled Service. Knowledge process outsourcing

(KPO) and legal process outsourcing (LPO) are some of the sub-segments of business process

outsourcing industry.

In 2017, the Philippines surpassed India as the largest business process outsourcing industry in the

world.

6
AEIGS BPO
After growing 20 percent in 2012, the BPO industry of the Philippines is estimated to gross revenue of

upwards to $25 billion by 2016. By these estimates, the Philippines' BPO industry will account for

approximately 10 percent of the nation's GDP.

Benefits and limitations

City panorama showing gardens, clean roads and modern office buildings

HITEC city Hyderabad, India, the hub of information technology companies

The main advantage of any BPO is the way in which it helps increase a company's flexibility.

However, several sources[which?] have different ways in which they perceive organizational

flexibility. In early 2000s BPO was all about cost efficiency, which allowed a certain level of

flexibility at the time. Due to technological advances and changes in the industry (specifically the

move to more service-based rather than product-based contracts), companies who choose to outsource

their back-office increasingly look for time flexibility and direct quality control. Business process

outsourcing enhances the flexibility of an organization in different ways:

Most services provided by BPO vendors are offered on a fee-for-service basis, using business models

such as Remote In-Sourcing or similar software development and outsourcing models. This can help a

company to become more flexible by transforming fixed into variable costs. A variable cost structure

helps a company responding to changes in required capacity and does not require a company to invest

in assets, thereby making the company more flexible.

Another way in which BPO contributes to a company’s flexibility is that a company is able to focus on

its core competencies, without being burdened by the demands of bureaucratic restraints. Key

7
AEIGS BPO
employees are herewith released from performing non-core or administrative processes and can invest

more time and energy in building the firm’s core businesses. The key lies in knowing which of the

main value drivers to focus on – customer intimacy, product leadership, or operational excellence.

Focusing more on one of these drivers may help a company create a competitive edge.

A third way in which BPO increases organizational flexibility is by increasing the speed of business

processes. Supply chain management with the effective use of supply chain partners and business

process outsourcing increases the speed of several business processes, such as the throughput in the

case of a manufacturing company.

Finally, flexibility is seen as a stage in the organizational life cycle: A company can maintain growth

goals while avoiding standard business bottlenecks. BPO therefore allows firms to retain their

entrepreneurial speed and agility, which they would otherwise sacrifice in order to become efficient as

they expanded. It avoids a premature internal transition from its informal entrepreneurial phase to a

more bureaucratic mode of operation.

A company may be able to grow at a faster pace as it will be less constrained by large capital

expenditures for people or equipment that may take years to amortize, may become outdated or turn

out to be a poor match for the company over time.

Although the above-mentioned arguments favor the view that BPO increases the flexibility of

organizations, management needs to be careful with the implementation of it as there are issues, which

work against these advantages. Among problems, which arise in practice are: A failure to meet service

levels, unclear contractual issues, changing requirements and unforeseen charges, and a dependence on

8
AEIGS BPO
the BPO which reduces flexibility. Consequently, these challenges need to be considered before a

company decides to engage in business process outsourcing.

A further issue is that in many cases there is little that differentiates the BPO providers other than size.

They often provide similar services, have similar geographic footprints, leverage similar technology

stacks, and have similar Quality Improvement approaches.

Threats:

Risk is the major drawback with Business Process Outsourcing. Outsourcing of an Information

System, for example, can cause security risks both from a communication and from a privacy

perspective. For example, security of North American or European company data is more difficult to

maintain when accessed or controlled in the Indian Sub-Continent. From a knowledge perspective, a

changing attitude in employees, underestimation of running costs and the major risk of losing

independence, outsourcing leads to a different relationship between an organization and its contractor.

Risks and threats of outsourcing must therefore be managed, to achieve any benefits. In order to

manage outsourcing in a structured way, maximizing positive outcome, minimizing risks and avoiding

any threats, a Business continuity management (BCM) model is set up. BCM consists of a set of steps,

to successfully identify, manage and control the business processes that are, or can be outsourced.

Another framework, more focused on the identification process of potential outsourceable Information

Systems, identified as AHP, is explained. L. Willcocks, M. Lacity and G. Fitzgerald identify several

contracting problems companies face, ranging from unclear contract formatting, to a lack of

9
AEIGS BPO
understanding of technical IT- processes. BPO is a sector which is processed business from

outsources.

10
AEGIS BPO

INDUSTRY PROFILE

A BPO hub in DLF Cyber City in Gurgaon, India

India has revenues of US$10.9 billion from offshore BPO and $30 billion from IT and total

BPO (expected in FY 2008). India thus has some 5-6% share of the total BPO Industry, but a

commanding 63% share of the offshore component. This 63% is a drop from the 70%

offshore share that India enjoyed last year: despite the industry growing 38% in India last

year, other locations like Philippines, and South Africa have emerged to take a share of the

market. [citation needed] The South African call center industry has grown by approximately

8% per year since 2003 and it directly employs about 54,000 people, contributing 0.92% to

South Africa's gross domestic product (GDP). China is also trying to grow from a very small

base in this industry. However, while the BPO industry is expected to continue to grow in

India, its market share of the offshore piece is expected to decline. Important centers in India

are Bangalore, Gurgaon, Chennai, Kolkata, Mumbai, Pune, and New Delhi. In fact, the

Philippines has overtaken India as the largest call center industry in the world in 2017.

The Association of Southeast Asian Nations (ASEAN) countries, along with the People's

Republic of China and India—known collectively as ACI countries—are likely to see services

like BPO figure strongly in their economies over the medium term. Services trade among ACI

countries has been growing at a very rapid rate over recent years, despite starting from a

11
AEIGS BPO
relatively low baseline. Although data are scarce and must be interpreted with caution, an

analysis of applied services sector policies in the region suggests there is much policymakers

can do to intensify this process, and increase the pace at which the transformation to a service

economy is taking place.

Eastern Europe is also an emerging BPO destination. McKinsey & Company reported that in

2017, 33,000 jobs were moved to Eastern European countries. [citation needed] While the

overall size of the industry and the number of developers in Eastern Europe is lower than

India, the knowledge of European languages like French, Spanish, German, and Italian by

many Eastern Europeans, as well as the overall high quality of education in these locations,

allows the BPO industry in this region to continue to grow. For example, the region has an

estimated 17.2 million people with a tertiary education, compared to 13.6 million in India,

making it an attractive choice for BPO, especially if more specialized projects are to be

outsourced.

In business, outsourcing involves the contracting out of a business process to another party

(compare business process outsourcing). The term "outsourcing" dates back to at least

1981.Outsourcing sometimes involves transferring employees and assets from one firm to

another, but not always. Outsourcing is also the practice of handing over control of public

services to for-profit corporations.

12
AEIGS BPO
Outsourcing can also be viewed as any assistance from an intermediary that is more capable

of or familiar with certain practices than us. It is just a way of seeking for help.

Outsourcing includes both foreign and domestic contracting, and sometimes includes

offshoring (relocating a business function to another country). Financial savings from lower

international labor rates can provide a major motivation for outsourcing/offshoring.

The opposite of outsourcing, insourcing, entails bringing processes handled by third-party

firms in-house, and is sometimes accomplished via vertical integration. However, a business

can provide a contract service to another business without necessarily insourcing that business

process.

OVERVIEW
Two organizations may enter into a contractual agreement involving an exchange of services

and payments. Outsourcing is said to help firms to perform well in their core competencies

and mitigate shortage of skill or expertise in the areas where they want to outsource.

In the early 21st century, businesses increasingly outsourced to suppliers outside their own

country, sometimes referred to as offshoring or offshore outsourcing. Several related terms

have emerged to refer to various aspects of the complex relationship between economic

organizations or networks, such as near shoring, crowdsourcing, multi sourcing and strategic

outsourcing.

AEIGS BPO
13
Outsourcing can offer greater budget flexibility and control. Outsourcing lets organizations

pay for only the services they need, when they need them. It also reduces the need to hire and

train specialized staff, brings in fresh engineering expertise, and reduces capital and operating

expenses.

One of the biggest changes in the early 21st century came from the growth of groups of

people using online technologies to use outsourcing as a way to build a viable service delivery

business that can be run from virtually anywhere in the world. The preferential contract rates

that can be obtained by temporarily employing experts in specific areas to deliver elements of

a project purely online means that there is a growing number of small businesses that operate

entirely online using offshore contractors to deliver the work before repackaging it to deliver

to the end user. One common area where this business model thrives is in providing website

creation, analysis and marketing services. All elements can be done remotely and delivered digitally,

and service providers can leverage the scale and economy of outsourcing to deliver high-value services

at reduced end-customer prices.

“Do what you do best and outsource the rest” has become an internationally recognized business

tagline first “coined and developed” in the 1990’s by the “legendary management consultant” Peter

Drucker. The slogan was primarily used to advocate outsourcing as a viable business strategy. It has

been said that Mr. Drucker began explaining the concept of “Outsourcing” as early as 1989 in his Wall

Street Journal (WSJ) article entitled “Sell the Mailroom.”

AEIGS BPO

14
From Drucker’s perspective, a company should only seek to subcontract in those areas in which it

demonstrated no special ability. The business strategy outlined by his slogan recommended that

companies should take advantage of a specialist provider’s knowledge and economies of scale to

improve performance and achieve the service needed.

In 2016 by way of recognition, Peter Drucker posthumously received a significant honor, when he was

inducted into the Outsourcing Hall of Fame for his outstanding work in the field.

Reasons for outsourcing:

Companies primarily outsource to reduce certain costs — such as peripheral or "non-core" business

expenses, high taxes, high energy costs, excessive government regulation/mandates, production and/or

labor costs. The incentive to outsource may be greater for U.S. companies due to unusually high

corporate taxes and mandated benefits, like social security, Medicare, and safety protection (OSHA

regulations). At the same time, it appears U.S. companies do not outsource to reduce executive or

managerial costs. For instance, executive pay in the United States in 2007 was more than 400 times

more than average workers—a gap 20 times bigger than it was in 1965. In 2011, twenty-six of the

largest US corporations paid more to CEO's than they paid in federal taxes. Such statistics imply that

the reason companies outsource is not to avoid costs in general but to avoid specific types of costs.

Digital outsourcing

One major reason for outsourcing is the lack of available resources locally. This is particularly true for

IT outsourcing, where the US has a lack of available resources. This knowledge gap can be felt more

outside major cities.

AEIGS BPO

15
The digital workforce of countries like India and China are only paid a fraction of what would be

minimum wage in the US. On average, software engineers are getting paid between 250,000 to

1,500,000 rupees ($4,000 to $23,000) in India as opposed to the $40,000-$100,000 in countries like

US and Canada. However, unlike typical sweatshops and manufacturing plants, most of the digital

workforce in developing countries have the flexibility to choose their working hours and which

companies to work for. With many individuals telecommuting from home, the companies that require

this type of work do not need to allocate additional funds for setting up of office space, management

salary, and employee benefits as these individuals are contracted workers.

Greater physical distance between higher management and the production-floor employees often

requires a change in management methodologies, as inspection and feedback may not be as direct and

frequent as in internal processes. This often requires the assimilation of new communication methods

such as voice over IP, instant messaging, and Issue tracking systems, new time management methods

such as time tracking software, and new cost- and schedule-assessment tools such as cost estimation

software.

16
AEIGS BPO
Communications and customer service

In the area of call centers end-user-experience is deemed to be of lower quality when a service is

outsourced. This is exacerbated when outsourcing is combined with offshoring to regions where the

first language and culture are different.

Foreign call center agents may speak with different linguistic features such as accents, word use and

phraseology, which may impede comprehension. The visual cues that are missing in a telephone call

may lead to misunderstandings and difficulties.

Security

Before outsourcing, an organization is responsible for the actions of their entire staff, sometimes a

substantial liability. When these same people are transferred to an outsourcer, they may not even

change desks. But their legal status changes. They are no longer directly employed by (and responsible

to) the organization. This creates legal, security and compliance issues that are often addressed through

the contract between the client and the suppliers. This is one of the most complex areas of outsourcing

and sometimes involves a specialist third-party adviser.

Fraud is a specific security issue as well as criminal activity, whether it is by employees or the supplier

staff. However, it can be disputed that fraud is more likely when outsourcers are involved, for example

credit-card theft when there is the opportunity for fraud by credit-card cloning. In April 2005, a high-

profile case involving the theft of $350,000 from four Citibank customers occurred when call-center

workers acquired the passwords to customer accounts and transferred the money to their own accounts

17
AEIGS BPO
opened under fictitious names. Citibank did not find out about the problem until the American

customers noticed discrepancies with their accounts and notified the bank.

18
AEIGS BPO
Insourcing

Outsourcing has gone through many iterations and reinventions. Some outsourcing contracts

have been partially or fully reversed, citing an inability to execute strategy, lost transparency

& control, onerous contractual models, a lack of competition, recurring costs, hidden costs,

and so on. Many companies are now moving to more tailored models where along with

outsource vendor diversification, key parts of what was previously outsourced has been

insourced. In sourcing has been identified as a means to ensure control, compliance and to

gain competitive differentiation through vertical integration or the development of shared

services [commonly called a 'center of excellence']. Insourcing at some level also tends to be

leveraged to enable organizations to undergo significant transformational change.

Further, the label outsourcing has been found to be used for too many different kinds of

exchange in confusing ways. For example, global software development, which often involves

people working in different countries, cannot simply be called outsourcing. The outsourcing-

based market model fails to explain why these development projects are jointly developed,

and not simply bought and sold in the marketplace. Recently, a study has identified an

additional system of governance, termed algocracy, that appears to govern global software

projects alongside bureaucratic and market-based mechanisms. The study distinguishes code-

based governance system from bureaucracy and the market, and underscores the prominent

features of each organizational form in terms of its ruling mechanism: bureaucracy (legal-

rational), the market (price), and algocracy (programming or algorithm). So, global software

19
AEIGS BPO
development projects, though not in sourced, are not outsourced either. They are in-between,

in a process that is sometimes termed Remote In-Sourcing. Projects are developed together

where a common software platform allows different teams around the world to work on the

same project together.

Standpoint of labor

From the standpoint of labor, outsourcing may represent a new threat, contributing to worker

insecurity, and is reflective of the general process of globalization and economic polarization.

On June 26, 2016, Jeff Immelt, the CEO of General Electric, called for the United States to

increase its manufacturing base employment to 20% of the workforce, commenting that the

U.S. has outsourced too much and can no longer rely on consumer spending to drive demand.

Standpoint of government

Western governments may attempt to compensate workers affected by outsourcing through

various forms of legislation. In Europe, the Acquired Rights Directive attempts to address the

issue. The Directive is implemented differently in different nations. In the United States, the

Trade Adjustment Assistance Act is meant to provide compensation for workers directly

affected by international trade agreements. Whether or not these policies provide the security

and fair compensation they promise is debatable.

20
AEIGS BPO
Policy-making strategy

A main feature of outsourcing influencing policy-making is the unpredictability it generates

regarding the future of any particular sector or skill-group. The uncertainty of future

conditions influences governance approaches to different aspects of long-term policies.

21
AEIGS BPO
Competitiveness strategy

Economic growth requires change, therefore a governance disposed to helping social and

economic structures adapt to the changing environment will facilitate growth and a stable

transition to new economic structures., until the economic structures become detrimental to

the social, political and cultural structures. In less economically developed countries, policies

which embrace the global phenomenon of outsourcing are a logical response to the ongoing

movement towards "open markets" and "trade liberalization." Outsourcing, when interpreted

as a trade phenomenon, complements trade liberalization strategies not only by promoting

technological spillovers and capital inflows but also by offsetting the increasing levels of

unemployment which result from opening up domestic markets. As prices adjust to those in

the global market they no longer reflect domestic productivity, driving lower-productivity

firms in the previously protected sectors out of business. Economic theorists argue that the

resulting unemployment is only temporary as workers readjust and are eventually

incorporated into the country’s most productive sectors, namely those which enjoy a

competitive edge over other players in the international market. Nonetheless, rapid

liberalization of markets in developing nations has not maximized the productivity potential

of the region. In the Global South, where technological development is drastically lower than

in the North, the redeployment of human and capital resources into new export markets has

not come at the cost of necessarily low-productivity sectors but rather underdeveloped ones.

In other words, many of the previously protected sectors were not competitive yet on a global

22
AEIGS BPO
scale, not because they naturally lacked the comparative advantage, but because industry

efficiency had not yet been reached. In such cases where liberalization stunts the growth of

potential industries, unemployment is a reflection of many underemployed resources.

Outsourcing fills in the gap of receding protected national industries, improving employment

and living standards. Among other economic externalities, outsourcing promotes capital

inflows and infrastructure. In Mexico, wage convergence was faster in cities where

outsourcing first took hold through maquiladoras, along the US-Mexican border. Studies

suggest that for every 10% increase in US wages, northern cities in Mexico which are most

influenced by outsourcing would experience wage rises of 2.5%, about 0.69% higher than in

inner cities. Corruption and reduced tax revenues after signing the NAFTA Treaty have

limited the economic resources available to the Mexican government, thus explaining the

difference in investment policies between Mexico and China. Conversely, one of the

successes of Asian countries in the twentieth century has been their promotion of higher rates

of saving and investment. Studies suggest that the increase in capital input fueled the ‘Asian

miracle’ rather than improvements in productivity and industrial efficiency. Though the

previous conclusion suggests production conditions in the region remained static, the situation

in East Asia experienced rapid transformations. Not only were national educational rates

raised drastically, but there was also an increase in patenting and research and development

expenditures. Rising levels of education, urbanization and even of patenting illustrate the

23
AEIGS BPO
active role of the government in advancing education as well as encouraging research and

development.

Education strategy
Jobs become outsourced not based on the skill-level group it represents, but rather based on a

variety of other factors including transportation cost of ideas, wage and labour productivity

edge. Because of the overall uncertainty regarding the future dynamics of outsourcing it is not

possible to predict the nature of labour demand in different regions. To better prepare the

domestic workforce to future industry demands, therefore, national education programs ought

to focus on flexibility and diversity of skills rather than on any specific task-oriented skills.

Emphasis should go on preparing students both to succeed in non-habitual tasks and to adapt

to changes in labour demands in the market. A specific goal that ought to be adopted is

teaching students how to learn rather than teach them particular skills. This strategy would

help students adapt to changing skill requirements in the future thus reducing friction from

structural unemployment.

Welfare state strategy

The uncertainty regarding the domestic productivity edge renders caution a key element of

governance to ensure a sustainable regional development re-enter the work force and

smoothly transition into high-demand labour opportunities – potentially through re-training

programs –, the government should also address the socioeconomic struggle and other welfare

concerns of displaced employees. Negative welfare effects of outsourcing have gathered

24
AEIGS BPO
substantial public attention. The possibility of outsourcing has internationalized labour

markets which used to be local, opening up jobs which were traditionally non-traded to

international competition. The resulting combination of lower wages and unemployment for

certain jobs has driven the perceived ‘losers’ to engage in heated political debate. Labour

unions in the European Union have succeeded in pushing through protectionist policies in

favour or lower-skilled groups throughout the 1970s and 1980s, including the Common

Agricultural Policy on farming. Interest groups opposing outsourcing have been more active

to voice their disapproval because the negative outcomes of the phenomenon are more

concentrated on specific groups of people, namely those losing jobs to external competition,

whereas the benefits from it become dissipated among the population at large. Overall lower

prices and greater quality and variety of goods in domestic markets are some of the benefits of

exploiting a country’s comparative advantage through outsourcing. Unlike the alleged ‘losers’

from outsourcing, those affected positively by it lack the motivation to organize to voice their

support. There has been a wave of protectionism concerned with deep changes in the social

structure allegedly imposed on the global system through globalization and outsourcing. The

activists see a readjustment of class systems and highlight an increased fracture in societies

between the ‘haves’ and the ‘have-nots’ as different groups adjust to increasingly or

decreasingly advantageous positions in the system of outsourcing. Opponents of outsourcing

have also denounced it as a threat to local cultural integrity. The argument on cultural

disintegration points to the standardization of practices and norms as multinational

25
AEIGS BPO
corporations become involved with industries in regions culturally different from those in the

country of origin. The alleged diffusion of culture has raised concern over the endurance of

cultural norms and values, sociopolitical institutions and frameworks, or even cultural

preferences and traditions in a context of increasing foreign presence. Increased uncertainty

regarding future socioeconomic security ought to be met with policies promoting equality and

a fair redistribution of economic gains for a government to maintain its voters’ favor. Because

of overall unpredictability, governments will likely need to reassure civilians that the burden

of employment jobs resulting from outsourcing will be shared among taxpayers. The

fluctuations in employment levels are determined by the types of jobs which can be profitably

outsourced or offshore. Domestic jobs become offshore or outsourced when lower

productivity in other regions is compensated by lower wages, making outsourcing profitable

even despite the added costs of transportation. The overall cost-effectiveness of the spatial

unbundling of the industrial process thus depends on the cost of transporting specific services

or ideas given the available technology. Because of this reason technological advancements

such as the telecommunications revolution, air shipping or the Internet have deeply

accelerated outsourcing and may continue to boost this process. The future results of

technological ingenuity and innovation are unknown, as are its potential impacts employment

levels on any given task or job across regions. In the Global South, policies attracting

multinational corporations can help increase employment levels and promote growth.

Governments which pursue such strategies facilitate welfare protection given the context of

26
AEIGS BPO
increased unemployment in industries which cannot compete with the international market

due to trade liberalization policies.

Industrial policy

Outsourcing results from an internationalization of labor markets as more tasks become

tradable. According to leading economist Greg Mankiw, the labour market functions under

the same forces as the market of goods, with the underlying implication that the greater the

number of tasks available to being moved, the better for efficiency under the gains from trade.

With technological progress, more tasks can be off shored at different stages of the overall

corporate process.

27
AEIGS BPO
Environmental policy

There are widespread claims that outsourcing has pushed environmental standards down in

developing regions as countries compete to attract foreign projects and investment. Similar to

lower wages, lower health and environmental regulations contribute to giving a country a

comparative advantage over another due to lower production costs. The controversy this

raises, however, is that unlike wages, lower health or environmental standards does benefit the

new employees joining the workforce. Import competition has caused a de facto ‘race-to-the-

bottom’ where countries lower environmental regulations to secure a competitive edge for

their industries relative to other countries. As Mexico competes with China over Canadian and

American markets, its national Commission for Environmental Cooperation has not been

active in enacting or enforcing regulations to prevent environmental damage from

increasingly industrialized Export Processing Zones. Similarly, since the signing of NAFTA

heavy industries have increasingly moved to the US which has a comparative advantage due

to its abundant presence capital and well-developed technology. A further example of

environmental de-regulation with the objective of protecting trade incentives have been the

numerous exemptions to carbon taxes in European countries during the 1990s. The evidence

suggests that even if outsourcing has promoted lower environmental protection, there are no

intrinsic geographic implications that the Global South has been more negatively affected than

the North. o Although outsourcing can influence environmental de-regulatory trends, the

added cost of preventing pollution does not majorly determine trade flows or industrialization.

28
AEIGS BPO
Globalization and socio-economic implications

Main article: Globalization

Global inequality and development

Industrialization

Outsourcing has contributed to further leveling of global inequalities as it has led to general

trends of industrialization in the Global South and deindustrialization in the Global North.

Even though outsourcing has promoted a movement of industrial sites from the Global North

to Global South regions, it has not been the only reason for the concurrent deindustrialization

and industrialization of the North and South respectively. Deindustrialization in more

economically and technologically developed regions has also been affected by increased

industrial productivity.

The rise in industrial efficiency which characterized development in developed countries has

occurred as a result of labour-saving technological improvements. Although these

improvements do not directly reduce employment levels but rather increase output per unit of

work, they can indirectly diminish the amount of labour required for fixed levels of output.

Likewise, a trending shift in demand towards non-tradable services such as those in the

health-care or government sectors has further accelerated deindustrialization in the Global

North. Since these tasks cannot be outsourced, the demand for them needs to be met

AEIGS BPO
29
domestically abiding by the local market price. Consequently, a shift in the labour force

towards fulfilling these profitable services has mostly taken place at the expense of industry

since the agricultural sector in the early industrializing Global North had already been

maximizing its labour capacity.

Despite the variety of domestic and international factors affecting deindustrialization in the

Global North, those concerning the external influence of the global market have been the most

influential ones since 1994.

The recent industrialization process outsourcing has encouraged in the Global South has taken

place at a much faster pace than it did during its beginnings in the North, given that the well-

developed technology was already developed, and merely spread to further regions.

Growth and income

The almost simultaneous industrialization of the developing Global South and

deindustrialization of the more developed Global North resulted in an international

convergence of incomes.

Outsourcing has been characterized by rapid rates of growth and industrialization in the

Global South. Conversely, the Global North has experienced a moderate slowdown in growth.

Patterns of global industrialization and deindustrialization are explained by a combination of

models in economic geography and economic growth. Models in economic geography

AEIGS BPO
illustrate that decreasing communication costs reduce the spatial clustering of industrial

development. The lower cost to the spread of ideas improved coordination and
30
communication within corporations across greater geographic distances. This process

originated roughly after the international chaos of the World Wars, as a consequence of

advancements in information technology during the 1960s. Further adaptations to

technological progress, particularly the spread of the internet and liberalization of the

telecommunications industry, permitted an acceleration of the movement of ideas and

consequently of outsourcing since about the 1980s.

Urbanization

The pace of urbanization in the Global North decreased considerably relative to its high levels

following the Industrial Revolution. Rates of urban growth have been higher in the Global

South.

31
AEIGS BPO
Migration

The level of migration has remained relatively low, particularly compared to the mass

migratory trends which characterized the Industrial Revolution roughly between 1850 and

1914. probably because labor markets are not free now. Countries now have discrimination

labor laws, only allow people with citizenship cards live and work free in their territories,

even getting a citizenship card is difficult for someone not born in their territory. Free labor

markets, discrimination based with a person skill would help reduce outsourcing problems,

letting people freely follow their jobs in other countries.

Domestic inequality

Outsourcing in the Global North led to a rising divergence in domestic employment levels in

different tasks within a given industry, making tackling unemployment more difficult for

governments as job losses ceased to be primarily sectoral.

By country
United States
"Outsourcing" became a popular political issue in the United States, having been conflated

with offshoring, during the 2004 U.S. presidential election. The political debate centered on

outsourcing's consequences for the domestic U.S. workforce. Democratic U.S. presidential

candidate John Kerry criticized U.S. firms that outsource jobs abroad or that incorporate

AEIGS BPO
32
overseas in tax havens to avoid paying their "fair share" of U.S. taxes during his 2004

campaign, calling such firms "Benedict Arnold corporations".

Criticism of outsourcing, from the perspective of U.S. citizens, generally revolves around the

costs associated with transferring control of the labor process to an external entity in another

country. A Zogby International poll conducted in August 2004 found that 71% of American

voters believed that “outsourcing jobs overseas” hurt the economy while another 62%

believed that the U.S. government should impose some legislative action against companies

that transfer domestic jobs overseas, possibly in the form of increased taxes on companies that

outsource. One prediction (from 2017) claims that, by 2014, more than 1.3 million positions

will disappear because of "the accelerated movement of work to India ..." and some other

countries willing to accept outsourced jobs. [President Obama promoted an act titled 'Bring

Jobs Home Act' that would help restore jobs by giving incentives such as a tax cut or a 20

percent tax credit for moving operations back to the USA The same bill was reintroduced in

the 113th United States Congress as the Bring Jobs Home Act (S. 2569; 113th Congress).

Union busting is one possible cause of outsourcing. As unions are disadvantaged by union

busting legislation, workers lose bargaining power and it becomes easier for corporations to

fire them and ship their job overseas.

Another given [by whom?] rationale is the high corporate income tax rate in the U.S. relative

to other OECD nations and the practice of taxing revenues earned outside of U.S. jurisdiction,

AEIGS BPO
a very uncommon practice. However, outsourcing is not solely a U.S. phenomenon as

corporations in various nations with low tax rates outsource as well, which means that high
33
taxation can only partially, if at all, explain US outsourcing. For example, the amount of

corporate outsourcing in 1950 would be considerably lower than today, yet the tax rate was

actually higher in 1950.

It is argued [by whom?] that lowering the corporate income tax and ending the double-

taxation of foreign-derived revenue (taxed once in the nation where the revenue was raised,

and once from the U.S.) will alleviate corporate outsourcing and make the U.S. more

attractive to foreign companies. However, while the US has a high official tax rate, the actual

taxes paid by US corporations may be considerably lower due to the use of tax loopholes, tax

havens, and "gaming the system”. Rather than avoiding taxes, outsourcing may be mostly

driven by the desire to lower labor costs (see standpoint of labor above). Sarbanes-Oxley has

also been cited as a factor for corporate flight from U.S. jurisdiction.

European Union

Where outsourcing involves the transfer of an undertaking, it is subject to Council Directive

77/187 of 14 February 1977, on the approximation of the laws of the Member States relating

to the safeguarding of employees’ rights in the event of transfers of undertakings, businesses

or parts of businesses (as amended by Directive 98/50/EC of 29 June 1998; consolidated in

Directive 2001/23 of 12 March 2001). Under that directive, rights acquired by employees with

AEIGS BPO
the former employer is to be safeguarded when they, together with the undertaking in which

they are employed, are transferred to another employer, i.e. the contractor. An example of a

case involving such contracting-out was the decision of the European Court of Justice in

Christel Schmidt v. Spar- und Leihkasse der früheren Ämter Bordesholm, Kiel und
34
Cronshagen, Case C-392/92 [1994]. Although subsequent decisions have disputed whether a

particular contracting-out exercise constituted a transfer of an undertaking (see, for example,

Ayse Süzen v. Zehnacker Gebäudereinigung GmbH Krankenhausservice, Case C-13/95

[1997]), in principle, employees of an enterprise outsourcing part of its activities in which

they are employed may benefit from the protection offered by the directive.

Seeking to implement the cost-cutting solutions, many Western European firms have been

transferring tech projects eastward. For example, Deutsche Bank has some of its software

developed in Ukraine, Siemens possess R&D center in Romania. Europe Outsourcing has

produced outstanding results and henceforward they are increasing them in numbers. [citation

needed]

Despite unfavorable economic conditions from 2007 to 2016, the outsourcing services market

continued to flourish in Central and Eastern European. In 2008 when the inflow of investment

in Western Europe was down by 48%, it fell by only 9% in Central and Eastern Europe. In

AEIGS BPO
Poland alone, during 2016, the year following the global economic downturn, approximately

10,000 jobs were created in business process outsourcing (BPO).

Co-sourcing

Co-sourcing is a business practice where a service is performed by staff from inside an

organization and also by an external service provide It can be a service performed in concert
35
with a client's existing internal audit department. The scope of work may focus on one or

more aspects of the internal audit function. Co-sourcing can serve to minimize sourcing risks,

increase transparency, clarity and lend toward better control over the processes outsourced.

Examples of co-sourcing services are supplementing the in-house internal audit staff with

specialized skills such as information risk management or integrity services, providing routine

assistance to in-house auditing for operations and control evaluations in peak period activity

and conducting special projects such as fraud investigation or plant investment appraisals.

Another example of co-sourcing is outsourcing part of software development or software

maintenance activities to an external organization, while keeping part of the development in-

house. Other internal business activities such as HR and administrative tasks can also be co-

sourced by employee leasing companies.

Identity management co-sourcing

AEIGS BPO
It is an approach to enterprise identity management in which the identity service interacts

directly or through some technical footprint with an organization’s Information Technology

(IT) identity backend infrastructure (directories, databases, and other identity repositories).

The organization and the external service provider typically have a shared responsibility for

building, hosting and operating the identity service. The balance of this responsibility can vary

depending on the service levels required, and span from an all on-premise deployment, where

the identity service is built, hosted and operated within the organization’s IT infrastructure

and managed on-premise by the external service provider. This contrasts with an "all in-the-
36
cloud" service scenario, where the identity service is built, hosted and operated by the service

provider in an externally hosted, cloud computing infrastructure.

Counter wave outsourcing

There has been a recent overturn of the tendency to outsource. The most recent trends in

outsourcing and off shoring have been precisely the opposite force as companies are drifting

back to perform tasks themselves and develop facilities back in their home Western locations.

Many firms are undoing their steps in outsourcing because the consequences were not entirely

as expected. The circumstances which allow firms to unbundle the different tasks or stages of

its manufacturing process into different locations have not been fully determined. Though the

nature of the tasks plays a role determining their interconnectedness, other factors such as

innovation in the manufacturing process or advances in transport and communication

AEIGS BPO
technology also affect the need for direct contact among employees. As the process which ties

tasks together within firms remains unclear, there is a degree of uncertainty about which tasks

need to remain geographically clustered together. In many cases firms took risks

experimenting with outsourcing while lacking a firm understanding of the relationship among

internal tasks and its spatial implications.

Despite saving money, companies have often faced unexpected drawbacks from outsourcing,

such as miscommunication or lower quality of intermediate products, which end up delaying

the overall production process. According to a Deloitte Consulting survey carried out in 2005,

37
a quarter of the companies which had outsourced tasks had to reverse their strategy. Many big

companies like Lenovo are increasingly considering turning around strategies of outsourcing.

38
AEIGS BPO

2. INTRODUCTION OF COMPANY
AEGIS BPO
With over 15 years of industry insight, we help you gain a sustainable competitive advantage,
achieve better cost-efficiencies and realize improved customer lifetime value. Our award-
winning BPO services are designed to span the entire customer life cycle: inbound sales, lead
generation, customer care, complaints handling, help desk, technical, fraud management,
collections, loan origination and servicing.
We have worked with leading retail and corporate banks, investment firms, insurance
companies and lending (loans/cards/mortgages), asset and wealth management, treasury and
security services companies worldwide to maximize their business outcomes.
Our focus is to foster shared prosperity with our in-depth domain expertise, multi-language
skills (English, Spanish, Arabic, Hindi, and other Asian Languages), strong global presence
and a growing team of 5000 plus people
We are a leading global business services provider of customer experience
management. We offer a comprehensive suite of solutions that helps your business plan
deeper, transparent and better optimized customer connections and experiences- from strategy
development through execution. The company is wholly owned by Essar, a USD 35 billion
conglomerate. For 30 years, we have been the go-to experience creators for global giants
across outsourcing and technology. Present in 43 locations across 9 countries and with over
40,000 employees, we manage almost half a billion customer interactions every year for over
150 clients across diverse sectors. We believe that makes us your ideal transformation partner.
Our willingness to invest in forward oriented innovation and embrace a new economic era led
to the successful sale of AUI to Teleperformance in the recent past. Established on a note of
promise and with the right mind-set, this strategic turn redesigns our ability to tap into a world
of new opportunities and results.

39
AEIGS BPO
What makes us different?

• A customer-centered approach to business

Customer Experience Management is the bedrock of our philosophy and business strategy.
Our solutions portfolio is designed to make your company and its brands relevant to your
customer’s life. We focus on knowing what you want to achieve and then align the right tools
and methodologies to help fulfil them. In essence, we are genuine not generic custodians of
our client’s brand.

• Agility & flexibility levers

Given the rate of change, we help you identify business and market opportunity beyond the
risk of volatility and develop inherent capabilities with our agile decision-making and solution
delivery approach. Further, our flexibility factor helps create apt engagement models like
JV’s, carve-outs for better outcome orientation and customer lock-ins. Our focus is to enable
your business to continually create a distinctive corporate course, challenging changing
circumstances to consistently ‘deliver the goods’.

• New age services

Our accelerated adoption and implementation of trending solutions and services (social media
& analytics) helps your business capture upside opportunities and deepen customer networks
in a world of high-velocity changes. Our services have one thing in common: the ability to
keep your business highly responsive and adaptive to change- sense incipient shifts in global
dynamics, customer-competitor behaviours and accordingly power future profitability. Our
services span across all channels (customer facing and back-office operations) and is globally
acclaimed for its unique ‘best shore delivery’.

40
AEIGS BPO
• Proprietary QPO approach

In today’s competitive world the customer’s measure between you and an alternative is
quality. Provide seamless support, rapid response and add-on innovations with our Proprietary
Quality approach developed in conjunction with COPC, which has 15 years of expertise and
1,300 assessments across contact centers in 60 countries. Our proven approach is an ideal path
for your invigorative drive.

We also apply the Net Promoter score (NPS) model to help peak your efficiency in customer
loyalty and fuel your profit engines. We use the proven NPS metric to help you compare,
clarify and cost the subtleties and dimensions of your industry competitiveness and potential.
It serves as a valuable yardstick to raise your performance bar, build on relevant customer
choices and generate great growth.

• Distinctive domain knowledge

Today it is not just about staying in the game, rather playing ahead of it. Outpace the
performance game by revisiting our reliable ‘industry’ resources regularly. Given our
extensive experiences, stable of blue-chip clients and credible global service delivery, our
intent is to help decision-makers perceive current and future business conditions for
progressive portfolios.

• A collaborative culture

Our company’s culture is as diverse as its people; but the unifier is our shared passion in
creating experiences that match expectations and set in the entrepreneurial spirit, be it for
ourselves or our clients. The right experiences paradigm makes working fun as it celebrates
the different views and values people bring to table, and combines them to deliver real-world
results. A fact that reflects in the global audience we cater to, the empowerment our
employees experience and the dynamic results we deliver.

41
AEIGS BPO
• Imagineered infrastructure

‘Aegis elite’ or ‘experience center in a box’ is our pioneering concept to meet the want for
world-class infrastructure within a short time-span; with quick-to-build-and-occupy structural
buildings. It parallels as an upliftment initiative by providing developing regions with self-
reliant, advanced ecosystems and location-based jobs. It’s a thought built into around 2
million square feet of space that house our numerous offices and employees. Our
ergonomically designed, industry-standards complaint, state-of-the-art structures reflect our
standing as one of the major leagues in the business services industry.

42
AEIGS BPO
Experience the spectacular set-up first-hand. Contact us at info@aegisglobal.com to schedule
a visit.

Accolades

Aegis positioned as a Leader in the IAOP’s Global Outsourcing 100 List 2014

Aegis positioned in 2013 Magic Quadrant for CM Contact Center BPO by Leading Industry
Analyst Firm Gartner

Aegis received Frost & Sullivan’s Product Differentiation Award for Unique Social Media
Engagement Solution - AegisLISAn

Aegis Named a Top 10 Outsourcing Service Provider by ISG

Aegis Positioned as a Major Player in the IDC Markets cape: Worldwide Business Analytics
BPO Services

We continue to be ranked amongst the top 10 providers of business services in various

rankings across the globe.
It’s a vision further articulated through VIEW - our trademark thought, plan and action guide
from the get go. It forms the foundation for our success in efficiency and customer focus.

43
AEIGS BPO
Our Mission: Happy employees, happy customers, and happy shareholders. The universality

in our ideals is - Happiness. Our vision, VIEW, provides a framework for our operations.

Our Values

Our value-system defines our approach, attitude, and orientation with each other as Aegis-
sites and in our work for our clients.

Passionate | Responsive | Inspiring | Innovative | Honest | Focused | Energetic | Committed

Leadership

Mariana Fernández Senior Vice President and Country Head Mariana Fernandez is our
Senior Vice President and Country Head for Argentina & Peru. With a stellar career track of
nearly 20 years in the industry, Mariana is considered a highly-experienced, multi-faceted
leader delivering prominent performances in several local as well as regional positions. She
also handles company integral responsibilities and functions that have added to our
accelerated advancement

Sandip Sen Global Chief Executive Officer Sandip Sen, a visionary CEO, is a serial
entrepreneur and a veteran in the IT / ITeS domain with over 25 years of experience. Sandip is
a dynamic, thoughtful and hands-on leader with articulate perspectives and game-changing
strategies. Sandip started his career with the UB Group, an India based business
conglomerate, followed by a pioneering stint as Head of Marketing & Network Head at
Hutchison Telecom, India. Prior to Aegis, in 2001, Sandip founded Customer First Services,
one of India’s leading CRM companies, and supported several blue chip companies in India in
the Telecom, Banking, Retail, Hospitality and Technology segments. In 2006, Customer First
Services was acquired by Aegis

44
AEIGS BPO
C M Sharma Global Chief Financial Officer C M Sharma oversees the company’s worldwide
M&A strategy, corporate finance, business planning, investor relations, accounts, treasury,
taxation and legal functions. He brings with him more than 23 years of experience in the area
of corporate finance in various industries, including BPO, chemicals, textiles, steel and
electronics. He is a key member of the Core Team that engineered a spectacular growth story
interwoven with organic and inorganic wins. He was also instrumental in Aegis completing
16+ successful acquisitions in a short span of 5 years, resulting in larger than expected returns.

S M Gupta Global Chief People Officer S M Gupta steers the Human Resource function at
Aegis, bringing with him over 24 years of HR experience across IT, ITES, Telecom, Retail,
Oil and FMCG sectors. In this role, he has directed diverse and dynamic functions of people
management, human resource re-engineering, talent development and training. Through his
strategic vision, astute decision making and execution, he has enabled and inspired innovative
people strategies, policies and programs for Aegisites across 9 countries. Under his leadership,
Aegis was successful in integrating more than 8 companies across 6 geographies. Today, he is
building an institution by bringing 37,000 plus happy people together.

Sudhir Agarwal CEO - Far East and President - Global Strategy Sudhir Agarwal, CEO-Far
East and President-Global Strategy joined Aegis Limited as part of the founding team in 2005.
He joined Aegis from Genpact (GECIS), where he held various leadership positions and was
responsible for Strategic Initiatives for global business. He has more than a decade and a half
of BPO experience in Operations, Migrations, Training, Client Management, Business
Development and Acquisitions. He has been an instrumental force in growing Aegis from a
mere 5-member team to more than 37,000+ today.

Rajiv Ahuja Chief Operating Officer (Asia) and President - Global Shared Services In the 7
years before he became a part of the Aegis family, Rajiv headed AOL’s captive center in
Bangalore and also managed the performance of AOL’s partner sites in India. His previous
assignments include heading Dell's US Consumer Care Division in India as well as serving as

45
AEIGS BPO
the India COO of customer, a large third party BPO. Rajiv also spent eight years in the Indian
Army, where he was part of the Special Forces training team in the Commando Wing. -

Anthony Sea egg

Anthony Sea egg, Chief Executive Officer- Australia

As Chief Executive Officer Anthony Sea egg is responsible for heading and growing the
Australia business for Aegis. Anthony has over three decades of work experience in Financial
Services, IT and the BPO sector. Before joining Aegis, Anthony was the Managing Director -
Client Management and Sales, South Asia and ANZ for Sykes for 10 years and was
instrumental in developing and growing this business in the Asia Pacific region. Prior to
which, he built and handled Datacom (Australia and Asia) for 10 years and was responsible
for it being the most awarded company of its type in Australia. He has also worked with
leading banking, insurance and IT companies such as Chase AMP Bank, Zurich Personal
Insurance, and FAI Insurance Group.

46
AEIGS BPO

AWARDS AND REWARDS:

Aegis Ahmadabad has been awarded by Government of Gujarat, Labor and

Employment Department in 2014 for "Hiring Highest Number of Persons with Disabilities
within Private Sector at State Level”

Aon Hewitt, the global human resources consulting firm has accredited Aegis with the
prestigious ‘Best Employer’ status for 2013 in India. - See more at:

Aegis has been conferred with the esteemed ‘Golden Peacock HR Excellence Award’ in the
BPO category. The achievement is in recognition of the overall effectiveness of HR and
people management practices at Aegis, contributing to the needs of the business, employees,
and clients Aegis has been conferred with the esteemed ‘Golden Peacock HR Excellence
Award’ in the BPO category. The achievement is in recognition of the overall effectiveness of
HR and people management practices at Aegis, contributing to the needs of the business,
employees, and clients. - See more at: Twice in a row, Aegis has been recognized by
Confederation of Indian Industry (CII) for Strong Commitment to HR Excellence.

CII – a non-government, not-for-profit, industry led and managed organization established

this award to promote the awareness of HR Excellence as an increasingly important element
of organizational performance management.

Frost & Sullivan recognizes Aegis for its significant investment in a unique digital and social
media engagement tool – Aegis LIS An and honored with the 2013 North America Product

AEIGS BPO
47
Differentiation Excellence Award. Aegis LIS An enables companies to include social media
interactions as a strategic channel in the customer experience eco-system. Aegis has been
acknowledged with the award for Best Off shore Outsourcing Team at the National
Outsourcing Association’s (NOA) Outsourcing Professional Awards 2013. Aegis has been
recognized for its transformational service excellence initiatives in delivering a robust,
scalable, and cost-effective Customer Lifecycle Management Solution for British Gas – Great
Britain’s largest providers of energy, gas, and electricity services. - Aegis has been the
recipient of the (Silver) MVP Quality Award from Technology Marketing Corporation's
(TMC) CUSTOMER magazine. CUSTOMER’s MVP Quality Awards acknowledge
organizations with a true commitment to high ethical Quality standards, Methodology and
Business Compliance.

Aegis has been recognized as a leader in the IDC Marketscape: Worldwide Customer Care
BPO Services 2013 Vendor Analysis. IDC Marketscape measures key strategy of service
provider success across two primary categories - capabilities and strategies. IDC highlights
Aegis diversified vertical portfolio and customer experience led approach as the key strengths
that position Aegis as a Leader in the IDC Marketscape

Aegis Ranked Amongst the Top 12 on IAOP’s 2013 Global Outsourcing 100 List

Aegis moved up the charts of the Global Outsourcing 100 rankings from 26th in 2016 to 12th
in 2013. Aegis was acknowledged in various sub-categories in the 2013 listings

AEIGS BPO
Leaders in Number of Employees Globally

Best CSR in Outsourcing

48
Best 20 Leaders in Healthcare

Best 20 Leaders in Telecommunications

Best 20 Leaders in Customer Relationship Management Services

Best 20 Companies in Financial Management Services

Best 10 Companies in Australia/New Zealand

Best 20 Leaders in USA

Best 20 Companies in India

Contact the Board

Reach out to our Board of Directors to provide comments, report concerns, or ask questions.

Registered Office

Aegis Limited Essar House, 11 KeshavraoKhadyeMarg, Mahalaxmi, Mumbai 400 034,

Maharashtra, India.

AEIGS BPO
You may submit your concern anonymously or confidentially by postal mail. You may also
indicate whether you are a shareholder, customer, supplier, or other interested party.

Communications are distributed to the Board, or to any individual directors as appropriate,

depending on the facts and circumstances outlined in the communication. In that regard, our

49
Board of Directors has requested that certain items which are unrelated to the duties and
responsibilities of the board should be excluded, such as:

Product complaints

Product inquiries

New product suggestions

Resumes and other forms of job inquiries

Surveys

Business solicitations or advertisements

In addition, material that is unduly hostile, threatening, illegal or similarly unsuitable will be
excluded, with the provision that any communication that is filtered out must be made
available to any non-management director upon request

AEIGS BPO
Web solutions have become the key to collaborating beyond the enterprise. As web solutions
form the core of B2B and B2C collaboration as well as inter-organizational orchestration, they
continually create opportunities in providing seamless processes and visibility.

Our Web Solutions portfolio comprises Microsoft .NET and J2EE technologies. We design
and build Web Solutions that can be integrated with diverse business applications. We have
worked with our customers with across various solutions domains such as e-Tendering;

50
vendor managed inventory; governance and regulatory compliance, financial solutions,
customer loyalty; health, safety and environment. We work across mobile platforms and a
variety of visual representation platforms.

Our vertical expertise includes manufacturing, financial services, insurance, energy, utilities
and retail. Our specific technology expertise spans Windows Azure Cloud, SharePoint and
MS Dynamics solutions.

Enterprises now orchestrate most of their processes by using EB solutions. However, most are
yet to realize better ROI because critical gaps in the standard implementation remain to be
covered and many do not offer decision support. We bring in new ways of orchestrating
organizational processes by leveraging our industry expertise through packaged EB
applications. Our solutions help you pursue growth opportunities with agility, and adapt faster
to changing market and regulatory environments with ease. Our vertical focused Centers of

AEIGS BPO
Excellence [CoE] build the right industry templates, develops business specific scenarios and
helps assess the ROI of the proposed solutions.

Key Solutions

Supply Chain Solutions: Supply chain sharpens your competitive edge beyond your
boundaries. A robust Supply Chain strengthens the promise of the delivery while taking
cognizance of capacity constraints, and maintaining revenue and business objectives.

51
Customer Relationship Management: Superior customer experience across the lifecycle is a
strategic differentiator for enterprises products and services. A well deployed CRM solution
helps develop customer focused strategies, derive customer insights and improve customer
loyalty.

Treasury & Risk Management: Treasury plays a major role in identification of risk, mitigation
strategies and making enterprises more competitive in their exposure. Our solutions offer
better in-house cash management to control liquidity, risk visibility, and optimize interfaces
with financial and regulatory institutions.

Human Capital Management: Employees demands a simple, transparent and personal goal-
oriented engagement with organizations. To address these aspects and to manage employee
lifecycle from hire to retire transparently, HR needs the right processes and technology.

52
AEIGS BPO
Key Solutions

Trace and Track Solutions: Real time tracking of batches, with hand held terminals, efficient
and accurate execution of operations, supported by Bar-coded systems.

Production Automation Systems: Direct integration of production reports with the ERP
systems. Systemic rules to handle complex production formulae while optimizing production
and minimizing waste.

Workforce Authorization Systems: Entry and authorization management systems to track the
workforce and integrate the expenses with the payroll. Equipment and Work Station Systems:
Optimization of equipment utilization and work stations for efficient production lines. Rule
based integration of equipment and automated movement of data. Transport and Dispatch
Systems: Automated management of facilities and logistics to achieve operational
efficiencies. Production Scheduling: Automate complex scheduling rules to execute detailed
Production Scheduling. Optimize and balance material flow through the plant; subject to
capacity and process constraints. Order Promising and Fulfillment Systems: Advanced “To -
Promise" capabilities that include evaluating the impact of new orders prior to making
commitments.

With the pressure of the global financial crisis gradually lifting, the world economy is at a
turning point. Lingering risks continue to pose peril to economic recovery, but the changing
landscape offers great potential for opportunities. To capitalize on them, your business has to
adapt quickly, with a renewed focus to control operational costs, manage regulatory
compliance and enhance customer experiences.

AEIGS BPO

53
 CHAPTER 3

ORGANIZATIONAL HIERARCHY
Human resource departments are frequently asked to create organizational charts for their
company to make it easy for executives and managers of the company. Employees need to
understand company strategy and structure, and their roles in achieving organizational
objectives.
With Edraw Organizational Chart, you can create clear and comprehensive human
resource organizational charts with no prior experience. As you can see by studying the
sample organizational chart below, these types of charts are the ideal way to help HR
professionals visualize their current structure, create scenarios to plan for change, and to
communicate organizational information across the enterprise.
Nothing is left unclear when structural relationships are illustrated with an organizational
chart created with Edraw - the ultimate organizational chart software. Use it to create
organizational charts, visualize human resource organizational chart, HR staff
organizational chart, company organizational chart, department organizational chart etc.

54
AEIGS BPO
Aegis Acquires Argentina's Actionline
October 20 2017
Aegis, a global outsourcing services company, has entered into an agreement with Y&R
Inversiones Publicitárias, S.A. to fully acquire their jointly held business process outsourcing
(BPO) company Actionline in Argentina. Actionline is one of the largest BPOs in Argentina,
with about 5,000 associates, spread across seven centers in five cities. It is focused on the
domestic market, serving leading telecom, banking, insurance, and energy clients in the
region. Founded in 1994, Actionline has been registering a compounded annual growth rate of
65% from 2003–2016. Actionline, one of the largest BPOs in Argentina, marks the 16th
acquisition for Aegis over the last five years.

Hinduja Global Acquires UK-based BPO Firm

June 21 2017
Outsourcing service provider Hinduja Global Solutions Limited (HGSL) has, through its
European subsidiary, acquired 100% stake in UK-based customer relationship management
company, Careline Services. Careline Services is a leading contact center provider servicing
more than 20 marquee customers across verticals such as government, FMCG, financial
services, automobiles, Telecom & retail. Established in 1997, it has over 1,000 employees
across three sites in the UK, one in London and two in Scotland. It handles in excess of
50,000 customer interactions every day across multiple channels and in 14 languages. The
CEO of Careline Services, the senior management team and key employees of Careline
Services will continue in their roles after the acquisition. This acquisition will act as a launch
pad for HGSL to enter the large UK and European markets and will also be a platform to
cross sell its global delivery model to Careline’s European client base. This is HGSL’s first
acquisition in UK and it expects to grow the business rapidly in the next few years.

55
AEIGS BPO
Aegis eyes 5-6 buys in global markets
June 17, 2017
Aegis, the business process outsourcing (BPO) arm of the Essar Group, is working on a mix
of organic and inorganic strategies to reach the $1-billion revenue mark. After the recent
acquisition of AGC Networks, Aegis’s revenue is estimated to have reached around $700
million. The company’s headcount has touched 40,000. MD & CEO Aparup Sengupta said
the company is evaluating 5-6 companies in the US, Latin America, Europe and Africa. “We
are talking of at least four acquisitions a year. We are open to any size of deal. It’s all very
contextual — we have to find out the assets; evaluate them whether it makes sense to acquire
them or not. So, size is not the criterion, it’s about the economics and sustainability and what
it is that we are going to do with the asset.”

Aegis says open to acquisitions in the domestic BPO segment

31 May, 2017
Essar Group's IT and BPO arm, Aegis, is open to acquisitions in the Indian BPO segment
which would help it grow rapidly in its core business, a top company official said. "We are
open to both organic and inorganic growth domestically. We would acquire an Indian BPO
company if it is strategically significant to us," Aegis' Managing Director and Global CEO,
Aparup Sengupta, said here. Besides, Aegis is also looking at strategic investments in Latin
America and Africa, Sengupta said, adding the company currently has 6-7 deals in the
pipeline. "We are also venturing into Enterprise Global Shared Services (E-Gloss) in a big
way. Here too, we are open to both organic and inorganic way in this arena too," he said. The
company plans to acquire four companies every year as a part of its growth strategy, he said.

Essar To Buy 59.13% In Avaya Unit For Rs 206Cr

June 01 2017
In yet another instance of consolidation in the BPO space, diversified Essar Group is
acquiring majority stake in the India unit of global BPO firm Avaya Inc for around Rs 206.3
crore. The target, AGC Networks Ltd, is an enterprise communication solution firm, and is

56
AEIGS BPO
part of listed Avaya Global Connect Ltd. Essar is already a dominant player in the BPO space
with its unit Aegis Ltd, an acquisition-savvy firm which has concluded over a dozen deals.
Avaya’s unit AGC is a provider of intelligent communications (IC) solutions focused on large
and mid-sized enterprises across several industry verticals. With 500 employers in its fold, its
services are used to accelerate revenue growth, increase market penetration, optimize
operating costs and improve employee productivity.

Aegis Buys US Firm Sallie Mae's Customer Service Centre

May 20 2017
Aegis Ltd, the business process outsourcing arm of Essar Group, is acquiring a customer
service center of US-based Sallie Mae, an education finance service provider listed on the
New York Stock Exchange. Aegis has already signed an agreement with the company for the
acquisition, it said in a statement. The financial terms of the transaction were not disclosed.
Sallie Mae is Virginia-based company and is claimed to be the biggest student loan provider
in America. Through its subsidiaries, the company manages $182 billion in education loans
and serves 10 million student and parent customers. For Aegis, the acquisition was part of the
company’s plan to strengthen its presence in the US market. With this, Aegis got 350 new
employees in its fold. The agreement will be effective from June 4.

Aegis puts on hold India listing; plans to buy 3 firms instead

May 08, 2017
Aegis Limited, the business process outsourcing (BPO) arm of the Essar Group, has put on
hold its plans to list on the Indian bourses. Instead, the company is planning to acquire at least
three companies — two overseas and one in India.

Essar BPO arm Aegis plans IPO

21 Jan, 2017
Aegis, part of the Essar group and one of the country's top business process outsourcing
(BPO) companies is planning its initial public offering (IPO) to raise about Rs 700 crore. This

57
AEIGS BPO
would be the first IPO from the group in 15 years. Group company Essar Oil was the last to
hit the market in 1995. According to sources close to the development, the estimated $600
million company, which employs around 40,000 people, has been valued at around $1.6
billion. It is learnt to be talking to at least three merchant bankers for handling the issue. The
IPO will be a fresh issue of shares and the Ruias will not offload any stake. The Rs 65,000-
crore Essar group is not only interested in unlocking value through the Aegis IPO, it also
plans to use this ‘‘as a currency'' for future mergers and acquisitions that it is said to be
looking at.
Essar may merge arm with BPO unit
14 Oct, 2016
The Essar group is considering merger of Essar Information Technology Holdings (EITH),
which provides common services operations across the group, with its BPO firm Aegis. The
diversified Essar group formed EITH three years ago to consolidate common functions such
as finance and accounting (F&A), human resources (HR), and payroll to its business arms in
steel, oil, shipping, power, telecom and retail. The merger will help Aegis diversify into areas
such F&A, HR and payroll, as well as bring industry-specific knowledge within the company.
It will also help Aegis get a higher valuation when it goes public. The Ruias of the Essar
group have, at various forums, hinted that they eventually hope to take their BPO business
public. Aegis CEO and MD Aparup Sengupta confirmed the merger move.

Aegis acquires Sri Lankan BPO firm

6 Oct, 2016
The Essar group-promoted BPO firm, Aegis, has acquired 80% stake in I smart – Timex, a
leading BPO services provider in Sri Lanka, for an undisclosed sum. The acquisition has been
done through Essar Services Holdings, the holding company of Aegis. This is Aegis' 14th
acquisition. “I smart Timex is one of the largest BPO service providers in Sri Lanka and we
expect it to grow exponentially to more than double in voice, back office, especially F&A
(finance & accounting) in the next one year. This acquisition adds a new geography in the

58
AEIGS BPO
aegis spectrum of outsourcing solutions and expands its global footprint to cover Sri Lanka,”
said Aparup Sengupta, MD and CEO, Aegis Limited.

ORGANZATIONAL CHART

59
AEIGS BPO
STRENGTHS

Strong Management (Aegis BPO)

Innovative Culture (Aegis BPO)

Unique Products (Aegis BPO)

Customer Loyalty (Aegis BPO)

Technology (Aegis BPO)

WEAKNESSES

Weak Supply Chain (Aegis BPO)

Online Presence (Aegis BPO)

Lack of Scale (Aegis BPO)

Weak Brand (Aegis Systems)

OPPORTUNITIES

Fragmented Market (Aegis BPO)

Innovation (Aegis BPO)

New Services (Aegis BPO)

New Technology (Aegis BPO)

Threats

Mature Markets (Aegis BPO)

Intense Competition (Aegis BPO)

Volatile Revenue (Aegis BPO)

Substitute Products (Aegis BPO)

60
 ROLES AND RESPONSIBILITIES

Primary Responsibilities of a Human Resource Manager

Day-to-Day HR Duties & Tasks

A human resource manager has two basic functions: overseeing department functions and
managing employees. That's why human resources managers must be well-versed in each of
the human resources disciplines – compensation and benefits, training and development,
employee relations, and recruitment and selection. Core competencies for HR management
include solid communication skills, and decision-making capabilities based on analytical
skills and critical thought processes.

Overall Responsibilities

Human resource managers have strategic and functional responsibilities for all of the HR
disciplines. A human resource manager has the expertise of an HR generalist combined with
general business and management skills. In large organizations, a human resource manager
reports to the human resource director or a C-level human resource executive. In smaller
companies, some HR managers perform all of the department's functions or work with an HR
assistant or generalist that handles administrative matters. Regardless of the size of
department or the company, a human resource manager should have the skills to perform
every HR function, if necessary.

Compensation and Benefits

Human resource managers provide guidance and direction to compensation and benefits
specialists. Within this discipline, human resources managers develop strategic compensation
plans, align performance management systems with compensation structure and monitor
negotiations for group health care benefits. Examples of human resource manager
responsibilities include monitoring Family and Medical Leave Act compliance, and adherence

61
AEIGS BPO
to confidentiality provisions for employee medical files. Human resource managers for small
companies might also conduct open enrollment for employees' annual elections pertaining to
health care coverage.

Training and Development

Employee training and development includes new hire orientation, leadership training and
professional development. Human resource managers conduct periodic needs assessments to
determine when training is necessary, and the type of training necessary to improve
performance and productivity. They examine employee performance records to identify areas
where employees could improve through job skills training or employee development, such as
seminars or workshops on leadership techniques. They also play an integral role in
implementing employee development strategy and succession planning based on training and
professional development. Succession planning draws on the manager's knowledge of
employee development, training and future business needs to devise career tracks for
employees who demonstrate the aptitude and desire for upward mobility.

Employee Relations

Although the employee relations specialist is responsible for investigating and resolving
workplace issues, the human resource manager has ultimate responsibility for preserving the
employer-employee relationship through effective employee relations strategies. An effective
employee relations strategy contains specific steps for ensuring the overall well-being of
employees. It also ensures that employees have a safe working environment, free from
discrimination and harassment. Human resource managers for small businesses conduct
workplace investigations and resolve employee complaints. Human resource managers may
also be the primary contact for legal counsel in risk mitigation activities and litigation
pertaining to employee relations matters. An example of risk mitigation handled by a human
resource manager includes examining current workplace policies and providing training to
employees and managers on those policies to minimize the frequency of employee complaints
due to misinterpretation or misunderstanding of company policies.

62
AEIGS BPO
RECRUITMENT AND SELECTION

Human resource managers develop strategic solutions to meet workforce demands and labor
force trends. An employment manager actually oversees the recruitment and selection
processes; however, an HR manager is primarily responsible for decisions related to corporate
branding as it relates to recruiting and retaining talented employees. For example, a human
resource manager in a health care firm might use her knowledge about nursing shortages to
develop a strategy for employee retention, or for maintaining the current staffing levels. The
strategy might include developing an incentive program for nurses or providing nurses with
cross-training so they can become certified in different specialties to become more valuable to
the organization. Corporate branding as it relates to recruitment and retention means
promoting the company as an employer of choice. Human resource managers responsible for
this usually look at the recruitment and selection process, as well as compensation and
benefits to find ways to appeal to highly qualified applicants.

About the Author

Ruth Mayhew has been writing since the mid-1980s, and she has been an HR subject matter
expert since 1995. Her work appears in "The Multi-Generational Workforce in the Health
Care Industry," and she has been cited in numerous publications, including journals and
textbooks that focus on human resources management practices. She holds a Master of Arts in
sociology from the University of Missouri-Kansas City. Ruth resides in the nation's capital,
Washington, D.C.

63
AEIGS BPO

CHAPTER 5

 FINANCE DEPARTMENT

 HR DEPARTMENT

 MARKETING DEPARTMENT

 IT DEPARTMENT

64
AEIGS BPO

FINANCE DEPARTMENTS:

We are a team of professionals with deep domain knowledge and industry expertise; people
who can help you manage your F&A services seamlessly. We provide technology backed
BPO solutions that are unique in its depth and breadth with flexible delivery models, thus
moving your F&A department from a cost center to a profit center. We are an extension to
your enterprise’s capabilities, not a substitute.

Our global experience in delivering end-to-end finance and accounting solutions across
multiple business verticals, supported by our industry and functional experience, has us
uniquely positioned to optimize the economies of your enterprise. Our aim is to help drive
efficiency as needed, either within the department or for the company as a whole. We enable
you to drive bottom-line savings with top-line growth by helping you realize your finance
transformation goals.

SERVICE OFFERINGS: -

Our Differentiators

Providing transformational experiences to our clients by leveraging technologies

Bringing in industry specific domain knowledge and market intelligence to the table

65
AEIGS BPO
Committing to upfront productivity and delivering through dedicated Quality and BPM
resources Employing new generation finance and accounting service practices

Lending access to a vast reservoir of subject matter experts and seasoned talent

MARKETING DEPARTMENT:

Business process outsourcing (BPO) is a subset of outsourcing that involves the

contracting of the operations and responsibilities of a specific business process to a third-party
service provider. Originally, this was associated with manufacturing firms, such as Coca-Cola
that outsourced large segments of its supply chain.

BPO is typically categorized into back office outsourcing, which includes internal business
functions such as human resources or finance and accounting, and front office outsourcing,
which includes customer-related services such as contact centre services.

BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is
contracted to a company's neighboring (or nearby) country is called near shore outsourcing.

Often the business processes are information technology-based, and are referred to as ITES-
BPO, where ITES stands for Information Technology Enabled Service. Knowledge process
outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of
business process outsourcing industry.

HR DEPARTMENTs: -
1. Assistant Recruiter
2. Corporate Recruiter
3. Executive Recruiter
4. Human Resources Administrator
5. Human Resources Assistant
6. Human Resources Coordinator

66
AEIGS BPO
IT DEPARTMENT: -
Technology
With the transformative power of technology yet to be fully harnessed, companies continue to
find ways to improve product life cycles. The staggering amounts spent on product research
and development makes it essential to quickly convert know-how into an increased and
profitable product shelf life. Innovative competitors, low consumer thresholds and ever
evolving needs have also created the need to be a true differentiator in gaining customer
attention and retention. Given the complexities, the key for high performance lies in
outsourcing supporting services to a strategic partner with domain expertise.

Our Expertise

As an experienced technology solutions partner, we help deliver your desired value

proposition to your customer base. Our strategic services span across sales, customer care,
technical support & back office services; and includes pre-sales inquiries, inbound sales, order
to cash, cross sell, order management, warranty support, software installation and
troubleshooting.

We also support hardware, software, consumer electronics, personal computing, and

information services sectors of the technology industry.

With a proven track record of introducing process and technology innovations, we now have
several Fortune 500 clients trusting us to manage their customer interaction, back office, and
other routing business processes. Today, we manage large number of transactions annually for
technology clients across Europe, Latin America, Middle East, Africa, and Asia Pacific.
Software Testing Outsourcing is software testing carried out by an independent company or a
group of people not directly involved in the process of software development.

Software testing is an essential phase of software development; however, it is often viewed as

a non-core activity for most organisations. Outsourcing enables an organization to concentrate

67
AEIGS BPO
on its core development activities while external software testing experts handle the
independent validation work. This offers many business benefits which include independent
assessment leading to enhanced delivery confidence, reduced time to market, lower
infrastructure investment, predictable software quality, de-risking of deadlines and increased
time to focus on development.

Software Testing Outsourcing can come in different forms:

68
AEIGS BPO

CHAPTER 5

 FINDINGS
 SUGGESTIONS
 CONCLUSION
 BIBLIOGRAPHY

69
AEIGS BPO

FINDINGS

The ‘global village’ syndrome has the telecommunication industry poised for
transformation. Intensifying competition, converging technologies and networks,
virtualization and the mobility in user demands have mandated business models more in tune
with consumer needs. To acquire new consumers while retaining existing ones, the key is to
deliver intuitive, impactful customer-brand engagements.

Our Expertise

We are India’s largest outsourcing support provider for domestic telecom companies with
over 24,000 FTEs servicing customers world-wide. Our all-inclusive customer lifecycle
management outsourcing solutions comprise: inbound customer service, retention, collection,
welcome calling, complaint management, query resolution and more.

Our global capabilities are designed and deployed in locations across Europe, Latin America,
Middle East, Africa, and Asia Pacific; backed by multi-lingual support in English, German,
French, and Hindi.

Our focus on client relationship management as an integral part of the client management and
retention strategy has resulted in us being recognized as a ‘leader in telecommunications’ by
IAOP Global Outsourcing 100.

70
AEIGS BPO

SUGGESTIONS

The management has to attend the individual complaints seriously and take action with
in time. The management may provide better compensation package in time when employees
met with an accident.

The management may provide follow up orientation classes but it is suggestible to follow the
supervisor induction classes along with the follow up orientation classes.

The management has to improve the reward system in both aspects of monitory and non-
monitory. The monitory form of price amount rather than giving the torch lights, batteries the
non-monitory rewards in the form of impressive job titles and recognition.

The management has to bring some changes in production department which includes the
following aspects like establishment of new machinery infrastructure

The management may provide better medical facilities including provision of medicines and
availability of specialist doctors round the clock and ambulance facilities.

Management can improve safety measures like providing of shoes, cap, Gloves and aprons to
workers.

Management may provide loan facilities to workers which includes education loan, personal
loan and transportation.

Management may take care to provide good quality of food for workers in the canteen equally
with executives.

71
AEIGS BPO
CONCLUSION
The core function of HRD in the banking industry is to facilitate performance
improvement, measured not only in terms of financial indicators of operational efficiency but also
in terms of the quality of financial services provided. Factors like skills, attitude and knowledge
of the human capital play a crucial role in determine the competitiveness of the financial sector.
Capital and technology are replicable but not the human capital that needs to be valued as a highly
valuable resource for achieving that competitive edge. HRM strategies include managing change,
creating commitment, achieving flexibility and improving teamwork. The other processes
representing the over aspects of HRM. i.e. recruitment, placement, performance management are
complementary.

The management has to attend the individual complaints seriously and take action with
in time.
The management may provide better compensation packages in time when employees
met with an accident.
1. The management is providing follow up orientation classes but it is suggestible to
follow the supervisor induction classes along with the follow up orientation classes.
2. The management has to improve the reward system in both aspects of monitory and
non-monitory. The monitory form of price amount rather than giving the torch lights,
batteries. The non-monitory rewards in the form of impressive job titles and
recognition.
3. The management has to bring some changes in production department which includes
the following aspects like establishment of new machinery infrastructure.
4. Management may provide better medical facilities including provision of medicines
and availability of specialist doctors round the clock and ambulance facilities.
5. Management can improve safety measures like providing of shoes, cap, gloves and
Aprons to workers.
6. Management may provide loan facilities to workers which Education Loan, Personal
loan and Transportation.

72
AEIGS BPO

BIBLIOGRAPHY

BIBLIOGRAPHY
1. PERSONNEL/HUMAN RESOURCE MANAGEMENT

-STEPHEN P. ROBBINS

(Prentice-hall of India private ltd…, NEW DELHI)

2. PERSONNEL/HUMAN RESOURCE MANAGEMENT

-P. SUBBA RAO

(Himalaya publishing house, Mumbai)

3. HUMAN RESOURSE AND PERSONNEL MANAGEMENT

-K. ASVATHAPPA

(Tata McGraw-Hill publishing company ltd…, New Delhi)

Websites:

www.aegisbpo.com

www.google.com

73
AEIGS BPO

BIBILOGRAPHY
Bibliography:
www.kotak.com : About company profile.
www.kotaksecurities.com : About company profile.
http://demataccount.com : About Demat account.
www.amfiindia.com : For primary market sub broker’s information.
www.google.com : About Demat Services.
http://en.wikipedia.org/wiki/Demat_account :

References:
C.R. Kothari, Research Methodology, “Sampling Techniques”.

74