PROJECT REPORT On Employer Branding- Brand matters to Talent

SUBMITTED By

PROJECT SUPERVISOR

Ms.Nazia Sultana

EMPLOYER BRANDING
Your Brand Matters to Talent

Introduction
Nowa-days Employer Branding has become a prominent strategy that has to be adopted by the companies in the battle for getting talented employees and profitable customers. Employer Branding is good at attracting and retaining employees as well as customers, it helps companies to create competitive advantage by building internally the brand image that you want employees to project externally. Enhanced Attraction, Retention and Engagement are the major benefits companies see by strengthening the employer Brand and be projected as Employer of choice. Although the benefits will not represent business benefits in

and of themselves, but it contribute significantly for all over business performance. For instance, Mahindra Satyams repositioned Employer Branding is attracting many candidates making them ignore the de fame of the company due to its former CEOs activities, and trying once again to be in one of the Top IT institutes. The paper presents conceptual insight on Employer Branding and how companies with strong Employer Brand Reputation are able to attract candidates away from their competitive employers with less competition and with significantly lesser increase in compensation. It also focuses on the importance, applicability and outcome of applying Employer branding Strategy.

Need and Importance of the Study: No company can win if its products and services resemble every other product and service. To be on winning side, it must have a compelling distinctive idea in the mind of the people. Can our product be different? , but is it possible to make a completely different product from other competitors of the same target market with the same need? The answer is an absolute NO, in such a situation what should be done? Here comes the concept BRAND, which is used to identify the source or maker of a product and allow consumers - either individuals or organizations - to identify and differentiate the product and its performance from other competitors, where in the differences may be logical, rational, symbolic, tangible or intangible. For Instance, LG Electronics brand identity is comprised of four elements Values, promise, benefits and personality, which strive to enhance the customers life and lifestyle with intelligent features, intuitive functionality and exceptional performance.

Branding is all about endowing products and services with the power of brand. It is all about creating differences between products. Branding creates mental structures that helps consumer organize their knowledge about products and services in a way that clarifies their decision making and in the process provide value to the firm. Infact Branding creates RESONANCE; it refers to the psychological bond customers share with the product, which plays an important role in customer loyalty, engagement and retention. An unsatisfied customer tell ten people about his experience where as an unsatisified employee tells hundred . Employer Branding is a collection of ideas and beliefs that influence the way current and potential employees view an organisation and the employment experience that the organisation is offering. It communicates the companys culture and values and helps to ensure employees are passionate about, and fit in with, the organisational culture to help move the company forward. All organisations are facing similar business challenges difficulty of attracting talent and retaining quality employees, lack of employee loyalty, increased overseas competition, generational change and skills shortages. With competition in local, state, national and global markets, it is important for companies to understand how to position themselves and make them desirable for potential employees.

Some recent statistics: 74% of companies in Asia-Pacific believe that developing an employer brand leads to higher staff retention.

 54% of companies in Asia-Pacific believe that developing an employer brand reduces recruitment costs. Asia-Pacific companies are more aware of employer branding than the rest of the world due to increased competition for talent in the region. 48% of companies were aware of employer branding in Asia-Pacific compared to 42% in USA, 38% in Europe.

Origin of Employer Branding: The term employer brand was first publicly introduced to a management audience in 1990and defined by Simon Barrow, chairman of People in Business, and Tim Ambler, Senior Fellow of London Business School, in the Journal of Brand Management in December,1996This academic paper was the first published attempt to test the application of brand management techniques to human resource management. Objective of the Study:1. To know how strong employer branding companies are able to attract the candidates from their competitors 2. To know the reasons for emergence of this concept. 3. To explain the importance and outcome of practicing employer branding 4. To know how company makes a fit between employee goals and employer goals. Scope of the Study:-

As the concept is in the developing stage and does not have well defined and clear cut strategies to be implemented in the company, and strategies differs from one company to another company in the same industry. The study is intended to focus on the branding practices of an organization in the human resource perspective. It studies the various branding strategies companies adopt to attract, engage and retain talent. It looks in to how companies are able to maintain customer and employee loyalty, engagement and retention. It views the opinion of potential employee values, preferences and their perception on their organizational brands.

Limitations of the Study:

1. As there is No primary data, there is no empirical evidence to support the conclusion. 2. The data is conceptual in nature, so the findings are only suggestive not conclusive. Research Methodology: The research is conceptual and descriptive in nature and is based on secondary data with examples from the corporate world. Literature Review:There are numerous theories regarding Branding products, Brand Image and Brand reputation and Corporate Brand Image and Marketing communication methods but there few theories on employer branding 1. A Journal on Employer branding: -Written by Mitchell, C. (2002), titled as Selling the brand inside, Harvard Business Review, Vol.80, No.1, pp99-105.

It is the research article prepared by Colin Mitchell. He talked about the strategies and principles that have to be applied for branding their employees, mainly in linking up the branding strategies applied for products and with the strategies that have to be applied for branding employees. He linked both internal and external marketing features to be implemented such as preaching the beliefs not the intentions of employer to employee by providing images to the vision of employer rather than speaking about them, so that it roots deeply in the minds of employees that they just dont promote the brand, indeed live up the Brand. 2. Suman kumar Dawn, Suparna Biswas, has made a research and published paper titled as Employer Branding: A New Strategic Dimensions Of Indian Corporations where they analyzed in depth the origin of employer branding specially the linkage between employer brand and marketing communication methods, they developed a strategic model on Employer Branding, where in they bifurcated the branding of a company in to External Branding and Internal Branding. External Branding refers to branding using external sources like organizing events, use of websites, banners, newspapers, email, CSR etc. as where Internal Branding is the employment experience of current and potential employees, their experience will be good when they have their say in decision making , policy formulation, regularly conducting Stay interviews with employees etc. In their Research they conducted a Case Study on Infosys, TCS, Tata Steel and CEAT tyres.

3. Vishal Nagda, a HR executive done research on Employer Branding, and dealt with the core principles, applicability and outcome of practicing

employer branding and presented a case study on Microsoft , where in he explains that the Microsoft Vision is An environment where great people can do their best work and be on a path to realize their potential, the vision clearly explains the benefits employees receive by working for Microsoft, but the company employs a model that links up the people management practices/policies for their business performance. To indicate their successful approach to peoples management they conducted a employee opinion survey in Microsoft UKs (93% response rate) revealed the following facts:

o 93 % Feel proud to work for Microsoft and say it makes a positive difference to the world we live in o 92% are excited about where Microsoft is going and would miss it if they left. o 90% praised Microsofts positive and faith inspiring leadership together with high regard for its customers. o 89% said they love working for Microsoft.

Meaning:Employer brand is the distinctive position of the company in the mind and heart of the employee as lived through his day to day work and life An employer brand is a set of attributes and qualities often intangible that makes an organization distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform to their best in its culture.

Definition:Minchington (2005) defines your employer brand as the image of your organization as a great place to work in the mind of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders). Employer Branding is defined as and emotional bond among employer, present and prospective employees and various organs of the labour market that creates and builds an organizations reputation as the most preferred employer Origin:Employer Branding is not about recruitment and advertising of a business. It is about having clarity on what people need and what an organization can offer. It has emerged from applying marketing principles and branding activities to the field of peoples management. It represents organization efforts to communicate to internal and external audiences what makes it both desirable and different as an employer. If a companys product does not fulfill the promise, the customer leaves the company. In the same way, an employee will also leave the organization if the organization fails to live up its employer brand promises. The main reasons for the origin of employer branding concept is 1. Brand Power: - Now-a-days Branding for products has been the central strategy of the organizations. Branding gives a growing, influential and profitable reputation to the company in the Industry, but at present the focus is shifted on humanity which is evident with unprecedented growth in the P. Subba Rao.

importance given for Corporate Social Responsibility (CSR) in companies to create a strong corporate Brand Image. 2. HRs search for credibility: - HR is constantly looking to have credibility and strategic influence on their employees. For this purpose accepting the conceptual tools of brand power seems to be an obvious choice, this is like a continuity with earlier repetition of HR .For Example organizational change like restructuring of organization structure, change in organizational goals, introduction of new product or service etc leads to organizational development. 3. Prevailing labour market conditions :-In regard with the tough conditions prevailing in labour market and trading environment, shortage of skills in employees made the employers to fight with one another to recruit and retain the talent, constrained by higher salaries, job satisfaction. A strong employer brand is to be promoted for winning this War of Talent for establishing strong organizations. 4. Employee engagement: - Company should make attempts to recruit, socialize and retain a committed workforce, like providing Health classes,anniversary functions etc. to get workplace satisfaction but companies should design programs in such a way that helps the employee to Live the Brand which is more particular in the service or retail sector, as employee interface with the customer, because satisfied employees makes organizations grow where as engaged employees takes organizations to the next orbit. For every successful brand, there is a great product or service backed by careful planning, a great deal of long-term commitment, and a creatively designed and

executed marketing strategy. In the same way to be compelling Employer Branding has to emphasize on what makes them different and better in fulfilling the needs of their target group. It must be started from the very beginning of the recruitment practice, it is very hard to differentiate totally from other competitors but a company can publicize one or two features it can excel in, so that it stands out from a crowded employers in the HR market. Claiming to be innovative, imaginative is generic in nature, but being specific on what is your innovation is very important. For Example: - GE Imaginative at work is the logo of GE Innovation at GE, it isn't enough to think big. Imagination must be practiced within boundaries of ethics, compliance and integrity. Far from limiting creativity GE Company ethics. For Instance- 1.Infosys has a very open-minded work culture -- it is a place where there is minimal hierarchy and people are unafraid to voice new ideas. Info scions enjoy trust at the workplace and have a friendly environment within which to perform their duties. 2. Satyam -: Every Satyamite is a leader 3. LG: - Best Employee Bonus 4. Maruti: - Collective Vacation Scheme companies use this tag line for their employer branding.

Indian companies that practice employer branding are:-

1.Infosys 2.TCS 3.IBM India 4.Wipro 5.Mahindra Satyam 6.Dr. Reddys Labs 7.Johnson and Johnson 8.HSBC 9.Sun Micro systems 10.HCL infosystems 11.HCL technologies 12.ComputerScience Corporations 13.Mind Tree Consulting 14.Sasken communication 15.Philips software center 16.Mahindra- British Telecom 17.Accel ICIM frontline 18.Keane India 19.Indus logic 20.NIIT technologies

Leading employers understand the key motivators for staff that drive performance and engagement. They conduct employee research at least once per year and act on the responses. They collect information at all stages of the employment lifecycle (attraction, recruitment, engagement and retention) and make changes accordingly. The best employers develop an employer brand community which includes stakeholders from inside and outside the company. When an employer value proposition is clearly understood across all stakeholder groups and if it is relevant and compelling, it ensures a consistent delivery of the key messages in and around- what the company is like to work for. Key Elements Of Employer Branding: The Companys Mission, Culture and values and Corporate Brand Image are the key factors employees consider in the organization, as many employees use their employer brand for their career development LG Lifes Good Mission /Vision Statement LG Electronics continues to pursue its 21stcentury vision of becoming a worldwide leader in digitalensuring customer satisfaction through innovative products and superior service while aiming to rank among the worlds top three electronics, information, and telecommunications firms. On our way, we hold tight to a philosophy of "Great Company, Great People," underscoring our belief that only great people can create a great company. Source:-From LG-India Website LG is striving for greatness with its three core capabilities: Product Leadership, Market Leadership, and People Leadership utilizing each of its strengths as a key ingredient for realizing growth". LG Electronics is pursuing the vision of becoming a true global digital leader by attracting customers worldwide through its innovative products and design. The their growth strategies for "fast innovation" and "fast

companys goal is to rank among the top 3 consumer electronics and telecommunications companies in the world. To achieve this, they are working on the idea of Great Company, Great People, recognizing that only great people can create a great company. Employer Branding In NOKIA: Nokia is a good example of a company that sells its employment promise very well to the target audience it is trying to engage and recruit. Nokia use competitions to engage their target audience. The Mobile Rules competition invited business plans from applicants that will shake up the mobile world. The initiative was an excellent way to discover new talent that Nokia wishes to recruit. Nokia promotes its employment experience as a flat, networked organization, with speed and flexibility in decision-making. Equal opportunities and openness towards people and new ideas are also key elements they nourish. Nokia is straightforward when dealing with customers and suppliers and always looks for innovative ways of creating and introducing products and solutions to the market. It provides individuals with a platform for personal growth in a challenging environment with a clear vision, goals and shared management principles. Nokia brings together talented individuals who share these principles, and therefore share success. It is a compelling brand statement that will raise the expectations of the candidate but also communicates that a company has a clear vision about how and what itoffers in the employment experience. Nokia also use employee testimonials and employee blogs to provide an insight into what it is like to work for the company

 Recruitment advertising and communication materials are identified as the key resourcing activities that shape up the employer brand.

Strategies to be adopted for employer branding:Employer Branding is a concept defining strategies of attracting new, usually young professionals to companies that register numerous junior job openings. Attraction Strategy:From an internal perspective, corporate strategy of a company may look good, but it must have an effective acquisition strategy, in terms of branding, advertising and reputation of the company that will attract the right type of talent, because job seekers form beliefs about the nature of the organization before having direct interview experience. For this the organization should project their brand image that is similar to personality trait descriptions, it is necessary to do like that because employees before applying try to make a fit between their traits and organistion traits, and the perception drawn by them influence the degree to which the person feels attracted towards the organization. To be effective in attracting top talent, employer brand should be compelling and credible and should connect with applicants in their own voice. Such as Image Advertising, use of job sites, E-Mail, Banners in Websites, Sponsor ship given by companies at the times of havoc, floods etc helps the employers to get employees that align with their Corporate Brand Image. An organization ability to attract the talent depends on its culture, the quality and reputation of its products and services here are the Seven ways or means to attract the talent, for these companies must have a A great story (they want to be part of something special, compelling strategy) Brands/products/services that are admired/profitable/have staying power (they want a platform for long-term growth) An environment that speaks to personal growth (get better at what they do)

 Work that has meaning (thats makes a difference) Chance to join an inspirational leader (reputation for doing the right thing) Wealth creation (financial security) Effective board governance (leadership that takes governance seriously)

Recruitment Strategy:Developing a committed and talented workforce needs to be started from the very beginning of the recruitment process. Here the company should play a dual role in designing the job i.e. Fitting the job to man (FJM) and Fitting the man to Job (FMJ) , where in FJM relates to working conditions, job design, equipment provided etc. which had been given lot of attention in the past decades, but now the emphasis should be given to FMJ, it means selecting the right people ,it starts from the adversiting process only, where in advertisement of a vacany must be designed with clarity so that the right person applies for the job, which would not be a time consuming and costly for employees ,if not the company gets numerous applications by unqualified people and it takes a lot of time from personnel and cost to segregate the qualified applicants. Avoid focusing on job titles. Look instead for people with the talent to do what your company needs done. You may be surprised at where your next hire comes from. Always recruitment drives retention so care must be taken while recruiting the candidates. Now a-days candidates are not relying solely on job advertisement to know the about the organization, due to technological advancements candidates can know much information about the company quicker than the previous generations. Before appearing for the interview applicants are tracking down people who work for the company to understand the what the company is like to work for. There is nothing more powerful than the endorsement given by the current employee. The way the candidates had the recruiting experience has a long lasting impact on recruitment

success and ability to attract top talent. So care must be taken at the time of recruitment so as to recruit those candidates that closely align with job description. For these the Company must : Extract Understand what is unique about ones organization and relevant and compelling to the target audience. Express Develop a plan to make ones organization's brand visible to the target audience. Exude Manage the environment so that every aspect of business operations sends the same brand message.

Retention Strategy:If some one resigns or about to resign, then in a spilt-second knowledge and routine and personal relations in a company gets damaged, then the organization with a missing element quickly loses it effectiveness and its charm, although it is a temporary situation, but to recruit people, rebuild relations, improve knowledge is very costly and time consuming. Companies should do activites that will ensure employee retention. As most of the employees in recent times are nicknamed as Generation Y. because they spend a lot of time on internet to know about the organization they intend to work or speaking of customer when they want to buy a product or service, they do lot of internet searching and get opinions of other people to know about the organization, then comes websites in to the picture where Social networking sites (LinkedIn, MySpace, Face book, Twitter) will make the brand exposure faster and more cost effective. No matter which social media/network sites you participate in, interacting and involving with users can be great way to position your employer brand as an attractive one, which helps you to retain the employees, along with these conducting of exit interviews and giving a formal opportunity for the employee to complain about ones

work situation have a positive effect on currently working and retrenched employees. Because of Peer to Peer content publishing, blogs, online journals, industry forums, and online rating services, companies can manage their own employment brand. When a personal statement is made by someone about the employer, it is more reliable than any generic corporate mission statement, thus Internet playing an important role in attracting, engaging and retaining talent. Recruitment and Retention Strategies 1. Compensation and benefit systems effective programs tied to the market 2. Work schedules programs designed around the work and the needs of the workers 3. Training and development the opportunity to enhance current skills 4. Longer-term career development the opportunity to develop business and leadership skills 5. Opportunities for advancement both technical and management career paths offered 6. Opportunities for recognition variety of incentives plans for both teams and individuals 7. Quality of leadership training for managers and empowerment of employees 8. Sense of community sense of belonging and being connected 9. Lifestyle accommodation flextime, telecommuting, child care 10. Organizational stability and employment security

Along with these companies should focus on their Brand Image (what the company want to be? given by company) and Brand Reputation ( what the company is, perception of employees and customers, should be known through feed back and surveys) ,keeping harmonious relations among co-workers and their relation with

superiors and sub ordinates, by empowering and allowing employees participation in decision making helps to have a best fit between employer and employee, Clear cut goals and responsibilities, autonomy at a work, Flexi- working environment, transparency at work, opportunities for innovation etc should be taken care by organization in order to reap the benefits of employer branding.

Chapter -2

Employer branding is the key to keep competitive advantage on both labor market and product market. For that we must Know Employees expectation: The foundation for Employer Branding When properly planned and executed, an employer branding initiative can generate lively dialogue between an employer and its employees, builds a rationale for a 'mutual working arrangement', and establish compelling reasons to commit to the arrangement. Whoever may be the employer an employee expects the following from employer:1) Fair treatment 2) Trustful and open channeled communication 3) Ability to provide security and benefits in present and future 4) Planned and systematic career and succession planning 5) Motivating and morale building team and management 6) Smooth Disciplinary procedure and I.R 7) Employee benefit oriented culture and practices 8) Adequate talent acquisition , management, retention and utilization 9) Proper advancement and up gradation of employees 10) Participatory management 11) Industrial democracy 12) Clarity in roles and goals 13) Clearly defined authority responsibility charting 14) Timely decision making 15) Impartial , fair and growth promoting organization structure

Creating the Right Mix: Defining the Employment package

The employment package includes often Close the deal for the Prospective employee, such as financial compensation, work/life balance, the Employee's role in organization and professional development. Every organization as per its need , workforce , level of competition and forecasted demand or business plan should match its expectation Requirement matrix in such a way so that it becomes easier for both employer and employee to create a perfect brand name resulting in satisfaction. It includes the following

1) Focus on Culture and Environment: - It includes items such as the physical working environment, the size of the organization, and the organization's approach to work.

2) Brand Image and Reputation: - It helps in establishing integrity. The consequence of a lack of integrity in the employee does not stay with the organization for long, contributing to the organization's well being. To attract people to something you cannot deliver is a waste of your time and money. 3) Management Performance:- It is a vital part in the Employer Branding process. Senior management must be committed and involved in recruitment or the Employer Branding process or else it will be a failure. 5. A combination of Functional, psychological, and Economic benefits which a new entrant expects. Thus by creating a need based employment package an organization is benefited in two-way. 6. It also helps in Attracting and recruiting "the right" candidates Attending to shortages within the organization Advancing retention rates and reduce turnover Amplifying employee engagement, commitment, and performance

Employer branding process

The employment brand architecture as suggested by Ryan Estis the chief talent strategist for NAS Recruitment Communications, an agency of the McCann World Group for becoming an employer of choice includes the following steps 1) Understand your business objectives 2) Identify your talent needs. 3) Determine the employment brand attributes. 4) Look for synergy with the corporate brand. 5) Develop a communications plan. 6) Develop the messaging and creative content.

7) Establish metrics. 8) Execute and evaluate. Taking these as the basic objectives and criterion the process of Employer branding can be summarized as following

Step 1 Concept Phase

360 degree employer brand audit to determine the strength of your current employer brand and to determine its level of synergy with your corporate brand and business objectives. Step 2 DESIGN PHASE The Design Phase is the process to formulate your employer brand strategy. It includes (i) Defining your Employer Value Propositions (EVP's) It means an Unique Employer offer, every company has to have a unique offer or benefit or package. A well-define EVP is the ability of the company to emphasize the most attractive factors in it. A company with strong EVP gives current and future employees a reason to work for an employer and provides a competitive advantage to the company.

(ii) Defining your EBI(Employer Brand Image) The EBI is made up of two components the Employer Brand Employee Platform which includes * Recruitment & induction * Compensation and benefits * Career development * Employee research * Reward and recognition * Communication systems * Work environment Employer Brand Strategic Platform * Your firm's mission, vision & values * Corporate Social Responsibility (CSR) * Leadership * Corporate reputation and culture * People management policies and practices * Performance management * Innovation iii) The Corporate brand- the employer branding process and procedures should be aimed towards corporate branding so that betterment could be created not only among internal customers but also among external customers and all stakeholders. iv) Market forces - Employer branding process and techniques should be aimed towards building a positive image of the organization in external and internal

environment equally. STEP 3 - INTEGRATION PHASE These may include:

* Career website * Company intranet * Careers fair brochures * Company newsletters * Policy and procedures templates * Recruitment advertising * Sponsorship STEP 4 - EVALUATION PHASE

The Evaluation Phase involves measuring the impact of the Employer Brand program Above all the success of any employer brand program depends on the efficiency with which the need, situation for designing, implementing and monitoring an employer brand program has been made. Not only a good understanding between the need, process, and inputs are required but the full utility comes when full workforce is benefited by it. Implementing employer branding concept in organization Following steps help in successful implementation of employer branding process they are * Set measurable and attainable target for employer branding which should be

development oriented. * Hire professional services if needed for better and result oriented activities * Identify the needs of employees and design program as per the requirements. * Undergo survey either attitudinal for gathering information of employees satisfaction and needs. * Design a full proof need based support oriented and growth focused strategy which will help both employee and employer for development and promotion. * Validate the strategy with key constituencies. Supportive factors in employer branding 1) Active employee involvement 2) Clear understanding of what your employees of choice want in an employer. 3) A clear, honest, ongoing feedback with employees, enable you to continuously gather information about organizational strengths and weaknesses 4) A clear understanding of what needs you address well, and what ones you don't 5) A list of organizational practices and policies that weaken your employer brand and those that strengthen it 6) A list of moment of truth experiences that help shape employees' overall work experience, and a clear picture of how well you do in each area. SIGNIFICANCE AND BENEFITS OF BRANDING THE EMPLOYEES /OUTCOME OF EMPLOYER BRANDING In spite of pursuing all the characteristics of employee branding, many companies have generally considered it as a shortcut for getting the best talent available in the environment. But it is fact that if one takes good care of her/his guests, definitely the guest will become hers/his and will continue to be loyal with her/him. Every organization must understand this fact very clearly that the organization's core values are defined by the extent of being productive and responsive towards the customers. In

other words it is a common belief that if a company takes cares of the people it affects; these people would certainly take care of the company. The benefits of branding are: improved recruiting, retention, employee satisfaction and pride, management practices, increased media exposure due to being on "best-place-towork lists", and increased word of mouth exposure. In addition to the above, branding:

Showcases ones organization and highlights organization as a great place to work. Gives the organization a distinctive competitive edge in the labor market. Improves recruitment and retention. Builds a positive image of your organization and motivates potential "best" applicants to apply for jobs there. Increases employee satisfaction and pride in being an employee of your organization. Develops a deeper understanding of the leadership perception of the current and desired employment experience. Creates improved/increased/effective relationships between managers and employees. Promotes management practices that are respected by employees (values/goals of organization are promoted, modeled and reinforced). Helps sustain growth, accommodates attrition and adds new skills and talents to your organization.

Helps maintain and/or improve diversity in the workforce.

Thus, Employer branding gives an organization a competitive advantage. Employer branding is a tool to attract, hire, and retain the right fit, it also has a huge impact on shareholder value, thereby creating positive human capital practices, contributing to bottom-line of the company. Strong employer brands have employer value propositions (EVP's) which are communicated in company actions and behaviors and evoke both emotive (e.g. I feel good about working here) and tangible benefits (this organization cares about my career development) for current and prospective employees. These organizations segment and communicate EVP's which reflect the image that the organizations want to portray to its target audience. A company's employer brand is reflected in the actions and behaviors of leaders and is affected by company policies, procedures, and practices and the same when well planned and implemented results in profitability of organizations.

How to Brand Your Company?

Employees need to hear the same message that you sent to the market place, often the companies mismatch strategies between internal and external communications, which leads to confusion among employees, they are told one at the management and observe that different message is sent among public. So the company must practice Two way branding to live up the brand. Branding is a way to package information about functional attributes, economic value and psychological benefits so that it will be easily understood by the target group. Every organization must have an Internal Brand and External Brand. The External Brand is the image that an organization projects to customers, suppliers, investor and

public. The Internal Brand is the image about the organization by its employees and what type of employer the organization is. Branding is a two way approach:1. Internal Branding: - It can be done by training employees and by informing policy and allowing employee participation and by conducting stay interviews and exit interviews, there by satisfying your employee you can create good and better publicity in the outside market. Measures to be taken for building the brand are to conduct

o Staff Conferences o Mystery Shop o Supervisor Shadow program o Associate satisfaction survey o Associate Engagement Survey 2. External Branding: - It must be done by outside people and require investment in monetary terms. It is through road shows and CSR by sponsoring public shows and events, by using tagline (Think, Innovate and work with technology leaders -Intel), aligning with celebrity, use of job sites, online banners, street banners, newspapers.

External Brand provides answers to the questions like 1.Functional benefits: What are the goods or services do for me? What needs it will fulfill?

Internal Brand answers to the following:1.Functional benefits: What is this job like? What will I be doing in this job? Will I enjoy the experience? How will I develop professionally and personally?

2.Economic Value: How much can I expect to pay? How good a deal is it?

2.Economic Value: How will I be rewarded? What can I expect in return for my efforts?

3.Psychological benefit: How will it make me feel? What image of myself will it help me to Convey to the world?

3.Psychological benefit: What will I be part of? What will I belong to? How will my efforts help me drive a greater mission?

BRANDING APPROACHES OF TCS:TCS Employer Brand stands for Global Opportunities, Worlds best Training Ground, and Employee friendly. The main area of focus in employer branding is providing tremendous opportunities to professionals, which include World class training from the initial years, offering to work in five different platforms, spread across different technologies platforms, domains and geographical diversions and the reward and recognition program is a unique mix of both monetary and non monetary benefits and always try to engage with employees beyond the workspace through programs called MAITREE. At TCS the branding exercise is well connected with two approaches, externally They ensure that TCS employer brand is externally communicated to the audience through campus presentations, recruitment advertisements, client presentations. They are the first organization to conduct an IT quiz concept to students across the nation of 8 to 12 standard, as a medium to provide IT awareness among students, schools and parents. Internally they had an Ultimatix, which is the central nervous system of TCS. This portal combines several different applications based on different platforms such as ERP, Knowledge portal, Management Information systems, CRM, Employee Self Services etc rolled in to one making ULTIMATIX as one of the in house communication tool, delivering daily news and acts as an important tool to carry on the branding internally. It carries the news and updates on the happenings in the organization globally. In addition to these TCS provides work life balance, work place harmony, Competency building and flexibility. It includes sustained employee retention, rewards and

recognition with schemes like Best White paper awards, Star of the month, Creative workspace awards, Best project awards, Best Auditor awards, and Best Faculty awards.etc. TCS also offers employee flexibility of choice on career streams, thereby encouraging a diverse experience through rotations across streams. Lets See the best Global product brands and worlds most attractive employers -

Best Global Brands Coca Cola Microsoft IBM GE Intel Nokia Toyota Disney McDonalds Mercedes

Worlds most respected Cos

GE Microsoft Toyota IBM Coca Cola Dell Wall-Mart Citigroup Procter &Gamble Hewlett-Packard

There is a lot of difference between the best brands and most respected companys because the companies placed themselves high, by valuing their human resources. Good employer branding has a huge positive impact on an organisation's profile, attractiveness and strength. It's not just about about logos and clever adverts, it's

about engaging with job applicants and promoting your organisation as an employer of choice. It happens only through employees because once an employer understands and buys the brand and objectives of the company, they act as a brand ambassadors for the brand.

CHAPTER 3

INFOSYS Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of over US$ 4.8 billion. Infosys defines designs and delivers technologyenabled business solutions that help Global 2000 companies win in a flat world. Infosys also provides a complete range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Our offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, reengineering, independent testing and validation services, IT infrastructure services and business process outsourcing. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on

the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with over 50 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 113,796 employees as on March 31, 2010. Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers. As of early 2008, it had not only established itself as a technology powerhouse in the global IT arena but had also earned a lot of kudos for its innovative human resources management (HR) practices. In fact, the company contended that its business success was largely due to the human capital that the company had nurtured over the years. Hema Ravichandar, former Senior Vice President (VP) of HR, Infosys said, "It was our emphasis on transparency, communication, and connecting with employees that set us apart from other organizations." In addition to launching various innovative programs to attract and retain talent and create a strong employer brand, the company also launched innovative initiatives for leadership development. According to Girish Vaidya, Senior Vice President (VP) and head of Infosys Leadership Institute2, the company had three leadership tiers. "Tier 1 includes leaders of business enabling functions. Tier 2 has people who can take on the Tier 1 responsibility in 3-5 years, and in Tier 3, the employees are expected to take the Tier 2 category [responsibility] in 3-5 years,"3 he said. One of the programs that the company launched to develop leaders and foster innovation in the company was the 'Voice of Youth' (VOY) program. Infosys was not only a young company; its workforce too was young. The average age of an employee at Infosys was 26 years. The Company sought to set an environment marked by openness, meritocracy, innovation, self-motivation, ownership, and excellence in execution.

Subramanyam G.V., VP - Microsoft Technology Center and Software Engineering & Technology Labs, Infosys, said, "Infosys has always encouraged a culture that upheld respect and dignity for the individual, emphasizing meritocracy over hierarchy." The company viewed youth as a source of innovative ideas and as such encouraged the young employees in the company to come out with innovative ideas and also strengthen the leadership bench strength at the company. This emphasis on youth came from the top. N.R. Narayana Murthy (Narayana Murthy), Founder, Non-executive Chairman and Chief Mentor, Infosys, said, "It Os important that you give challenging engagements to deserving people, whether they are young or new in the organization. Youth and empowerment are the keys to scalability and longevity." While the management at Infosys encouraged new ideas and feedback from its young employees, they realized that a majority of these employees were not coming out with their opinions. To harness the energy of the young employees, the VOY program was started in 1994 by Narayana Murthy. As part of the program, each year the company selected a few high potential and top-performing young employees under the age of 30 years to the company's senior management council meetings. Initially, some five to six employees were selected per year but by 2007, the number had reached a dozen. In these high-profile meetings, the members were expected to "debate, discuss, and critique key elements of the corporate strategy. As such, they had an opportunity to influence key decisions pertaining to corporate strategy and HR policies. "We believe these young ideas need the senior-most attention for them to be identified and fostered," said Sanjay Purohit, Associate VP and Head of Corporate Planning, Infosys. The company felt that if the organization became too hierarchical, it would not be able to benefit from innovative ideas from younger employees. Analysts have credited Infosys for starting such an innovative program that not only fostered innovation in the company but also helped develop leaders. The young employees in the council were

reported to have played a big role in establishing a program for spotting and nurturing innovation at Infosys. As of the mid-2000s, the company was also considered one of the leading innovative companies globally. For instance, in 2006, it was ranked 32nd globally in terms of innovation. It was not only the organization that benefited from a continuous flow of fresh ideas - the young employees at Infosys too felt empowered as their voices were being heard. In 2007, Infosys was ranked 10th in the global list of 'Top Companies for Leaders'. In the Asia-Pacific region it ranked second, behind leading fast moving consumer goods giant Hindustan Unilever Ltd. The survey, conducted by Hewitt Associates in partnership with The RBL Group and Fortune magazine, covered 548 organizations in 41 countries. Fortune singled out the VOY program for special praise. Some analysts felt that Indians were by nature creative and entrepreneurial but that the environment at Indian companies often stifled innovation. According to Vijay Govindarajan (Govindrajan), Earl C. Daum professor of international business at the Tuck School of Business, Dartmouth College in Hanover, New Hampshire, USA, a focus on 'short-term performance-oriented management systems', a 'silo' mentality, and a focus on manufacturing orientation (rather than marketing orientation) in Indian companies were responsible for this. In addition to this, he felt that Indian companies were 'too hierarchy-bound', leaving less scope for innovation. "Younger front-line employees must be empowered to contribute to strategy dialogue. Infosys' voice of youth program (where young employees provide critical inputs for strategy decisions) provides the direction for all Indian companies to follow," said Govindrajan. Analysts also felt that Indian companies, particularly those in sectors such as IT were facing challenges in managing the talent pool as they had to contend with a young population with a low level of maturity, while there was paucity of talent in those above

40 years of age. The problem of these companies was compounded as the young brigade were spoilt for choice with many good job prospects available and were not averse to switching jobs for a better pay packet or career advancement. With the youth population opting for instant gratification, the challenge for the companies was to leverage on their creative energy while trying to rein in their overblown expectations. Analysts felt that in such a situation, it was very important for companies to identify high potential employees and train them for the future.

Infosys Technologies Limited

TYPE BSE NASDAQ FOUNDED HEAD QUARTERS KEY PEOPLE

Public 500209 Infy July 2,1981 Banglore,India N.R.Narayana Murthy (chairman) Kris Gopalakrishna (CEO) & (Director)

INDUSTRY PRODUCTS SERVICES

Software services IT service Information Technology consulting services

& Solutions. REVENUE NET INCOME EMPLOYEES WEBSITE CREDIT RATING Rs .8,852 crore (2012) Rs.2316 crore(2012) 1,45,088(2011) Infosys.com BBB+ (Standard and Poors rating)

REASONS FOR DEVELOPING AN EMPLOYER BRAND Every organization is facing similar business challenges difficulty of attracting talent and retaining quality employees, lack of employee loyalty, increased overseas competition, generational change and skills shortages. Along with this competition in local, state, national and global markets, made important for companies to understand how to position themselves and make them desirable for potential employees. Recruitment should be viewed as an extension of marketing and organisations must have clear strategies to market the brand to employees David Jones, Managing Director, Robert Half, UK. Some recent statistics: 74% of companies in Asia-Pacific believe that developing an employer brand leads to higher staff retention.

 54% of companies in Asia-Pacific believe that developing an employer brand reduces recruitment costs. Asia-Pacific companies are more aware of employer branding than the rest of the world due to increased competition for talent in the region. 48% of companies were aware of employer branding in Asia-Pacific compared to 42% in USA, 38% in Europe.

Reasons for Employer Branding

1. A Magnet for the Best Global Talent - Fortune magazine identified Infosys among the top companies that "inspire, nurture and empower a new generation of global leaders." We are committed to remain among the industry's leading employers.

2. Quality - 'In God we trust, everyone else must come with data' is an oft-heard phrase at Infosys. We constantly benchmark our services and processes against globally recognized quality standards. Our certifications include SEI-CMMI

Level 5, CMM Level 5, PCMM Level 5, TL 9000 and ISO 9001-2000. In February 2007, Infosys BPO was certified for eSCM level 4.0, the eSourcing Capability Model for Service Providers developed by a consortium led by Carnegie Mellon University's Information Technology Services Qualification Centre.

Quality is ensured across all our processes, interfaces and outputs in management, core and support processes. It helps us deliver long-term excellence, and ultimately, predictability of returns, through the Global Delivery Model (GDM), to all stakeholders.

Infosys improve "Execution Excellence" through continuous productivity improvement. Infosys have continuously benchmarked our processes against world-class standards and models such as ISO 9001-TickIT, SEI-CMM / CMMI, ISO 20000, ISO 27000, AS 9100, TL 9000 and ISO 14001.

Regular and rigorous assessments are conducted by reputed external assessors. Our process performance has emerged as better than that of our peers. Infosys has embarked on several strategic improvement initiatives: Baldrige-based assessment of units for business excellence Organization-wide reuse and tools initiatives for productivity improvement Patent application filed for PROSO, our project scheduling model Program management framework to enable execution of large deals Proactive risk assessment model and approach to mitigate execution risks

 eSCM Level 4 certification of Infosys BPO by the IT Services Qualification Center (ITSqc) at Carnegie Mellon University Internal quality certification to equip our team members with required skill sets quickly

3. Innovation, Speed and Excellence in Execution - We were one of the first companies to develop and deploy a global delivery model and attain SEI-CMMI Level 5 certification our offshore and onsite operations. We manage growth by investing in infrastructure and by rapidly recruiting, training and deploying new professionals. We have 44 global development centers, the majority of which are located in India. We also have development centers in Australia, Canada, China, Japan, Mauritius, and at multiple locations in the United States and Europe.

4. Industry Leadership - Our history is marked by a series of firsts. We were the first Indian company to list on a US stock exchange and the first Indian company to do a POWL in Japan. In December 2006, we became the first Indian company to be added to the NASDAQ-100 index and became the only Indian company to be part of any of the major global indices. We were recently listed on The Global Dow. Infosys was also ranked No. 14 among the most respected companies in the world by Reputation Institute's Global Pulse 2008. We were also listed on Forbes' Asian Fabulous 50 for the fourth consecutive year. Infosys is also a five-time Global MAKE Winner and one of only two Indian companies amongst global leaders to have won the award in 2008.

5. Diversity - A global company's employee base should reflect the diversity of the world it serves. Infosys thus strives to employ people representing the widest possible variety of nationalities, cultures, genders and gender identities, employment histories, and levels of physical ability. In doing so, the company is able to recruit new employees from all available global talent pools and provide paths to employment to all members of world societies, including talented individuals from groups who may have in the past been underrepresented within the IT industry. Within such a diverse company, people bring to the workplace contrasting opinions and worldviews. As these people interact, they develop new ideas, methods, and perspectives. Infosys recognizes and promotes this power of diversity to drive innovation.

Infosys actively fosters inclusivity across all of its business units and in every one of its company offices. It encourages all employees to focus on the commonalities they share and leverage their differences towards productive teamwork. Inclusivity ultimately makes for a more informed and sensitive employee base that is better able to serve clients.

Infosys was the first Indian IT company to establish a company office to manage and drive all company initiatives dealing with diversity and inclusion. Today we have employees from over 70 countries. Women constitute more than 32% of our workforce.

Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work environment. IWIN recognizes the unique aspirations and needs of women. It

provides avenues for vocational, personal and psychological counsel to enable professional and personal development. Our new Family Matters Network provides support to employees on parenting matters. On International Womens Day 2009, Infosys honored women employees who have been catalysts of social change. Infosys also launched Spark Guru, an initiative to awareness among school teachers in rural areas about social issues.

Infosys actively seeks to hire and train persons with disabilities. In 2006 and 2007, Infosys BPO received the Helen Keller award for the best employer from the National Centre for Promotion of Employment for Disabled People (NCPEDP).

Employer Value Proposition :-

Are great careers born or made? At Infosys, they are both born and made. Because when you're at Infosys, you're already at the next level. And we provide you with every

possible opportunity to inspire you - to make you go beyond what you think might be possible. If you want the world to be your playground, you need the best coaches. That's just what you'll get at Infosys. Whether it's helping you becoming better at what you're already good at, or helping you discover what you're the best at, we have the right people and programs for you. We're with you, every step of the way Fuelled by aspirations, they are always growing, and finding innovative ways to do it. At Infosys, growth is vertical. Growth is lateral. Growth is incremental. Growth is exponential. When you work in an ecosystem that spans so many countries and industries, it's bound to be. They are serious about your growth. And they have a plan for applicants, with Infosys' Career Path Architecture. This unique model details organizational roles and career streams, as well as mechanisms for career growth. It provides guidelines for vertical and horizontal movements - within and across career streams. Your virtual friend, philosopher and guide They always have a answer to applicants question at our Virtual Career Center and help to decide upon a course of action. There's a wide range of information here - from internal job alerts to updates on career programs, from internal internship to career planning tools, from interaction with managers to leaders on careers. Empowerment and enlightenment are just a click away.

Employer Brand Image

Working with Infosys is not a job. It's a journey. An experience. There's so much to explore here - even about you - that every day is a new day. You want a challenging and

enjoyable work environment. We want you to realize your potential. You want to be recognized for your work. We want you to fulfill your aspirations. Today, Infosys is building tomorrow's enterprise. And guess who's making this possible? Infoscions. Our people - yesterday, today and tomorrow. We believe there's a bit of an Infoscion in everyone. Is there one in you? "You know you want to be an Infoscion when you wish to Be on Target, every time Experience Quality Lead Globally Explore your potential Drive Sustainability Innovate Care for Family Have fun in Campus Live with values YES to INFOSYS.

I.

Employer brand Strategic Platform:VISION

"To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people."

MISSION

"To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients, employees, vendors and society at large."

VALUES We believe that the softest pillow is a clear conscience. The values that drive us underscore our commitment to: Customer Delight: To surpass customer expectations consistently Leadership by Example: To set standards in our business and transactions and be an exemplar for the industry and ourselves Integrity and Transparency: To be ethical, sincere and open in all our transactions Fairness: To be objective and transaction-oriented, and thereby earn trust and respect Pursuit of Excellence: To strive relentlessly, constantly improve ourselves, our teams, our services and products to become the best

WORK CULTURE AT INFOSYS

Work life is enriched by three factors 1.Learning opportunity 2. Financial benefit 3. Emotional support (Infosys ensures that a good work life balance exists @ all times)

CHALLENGES Challenges faced by it employees - stress How Infosys helps employees overcome stress? 1.Formation of Clubs 2. Organizing workshops 3. Large projects broken down into smaller ones

PEOPLE MANAGEMENT POLICIES :-

Developing clear job descriptions. Selecting appropriate people with an appropriate selection process. Negotiate requirements and accomplishment-based performance standards, outcomes, and measures. Provide effective orientation, education, and training. Provide on-going coaching and feedback. Conduct quarterly performance development discussions. Design effective compensation and recognition systems that reward people for their contributions. Provide promotional/career development opportunities for staff. Assist with exit interviews to understand WHY valued employees leave the organization.

CORPORATE SOCIAL RESPONSIBILITY

Infosys has always adopted a sustainable approach to business. they are aware that growth is inextricably linked to the well-being of our ecosystem - employees and business partners, local communities and the environment.

sustainability policy guides interactions with stakeholders and influences day-to-day actions. As a responsible corporate citizen, they collaborate with clients and governments to develop sustainable solutions and governance frameworks. Infosys Sustainability Report 2010-11 is based on the guidelines of the Global Reporting Initiative (GRI) framework version 2.0 for sustainability reporting. It upholds the principles of the United Nations Global Compact (UNGC), United Nations Development Fund for Women (UNIFEM), World Economic Forum (WEF), and The Energy and Resources Institute (TERI). The report focuses on both activities - business-as-usual as well as beyond business and shares progress in the pursuit of sustainable growth. It delineates our sustainability agenda across three areas: Social Contract By committing to an equitable society. they take up social causes in education, rural rehabilitation and inclusive growth.

Resource Intensity Being a responsible consumers of natural resources. their long-term vision is to become carbon neutral and water sustainable and reducing the ecological impact. Green Innovation Developing sustainable solutions to reduce the carbon footprint of clients, by combining sustainability with engineering to develop green products and services.

Testimonials of Employees

A company's employees are its biggest assets. We ensure that you have the platform and the provision to excel in what you do.

Arjun nair, who has been working with Infosys from 12 years, says that One of the company values is to lead ,he says who doesnt want to lead, its a privileged place to be in. The work I do here sets a benchmark for the rest of the world, and we do this by redefining standards in our business . Leadership is our second name. I would say. Who wants to follow when you can lead?

II.

EMPLOYER BRAND EMPLOYEE PLATFORM:-

Career planning and Development programs:Career planning is an essential process of any organization. It is an important tool to retain and motivate employees. Infosys TalentEdge's Career Planning business process module leverages employee talents to its full potential. The process assesses and ranks workers, records job preferences, creates career paths, develops long-term goals, assigns mentors, identifies competencies, devises training plans, and creates development plans. The career planning solution leverages Oracle PeopleSofts Career Planning module. Employment Engagement Loyalty is important to every organisation. In Infosys they have a three-pronged approach for attracting and ensuring employee commitment. We provide: Learning value-add through continuous learning opportunities, exposure to technology and new assignments as the company partners up with clients to transform their businesses. Financial value-add through competitive salaries and variable pay philosophy.

 Emotional value-add through a fair, rewarding work environment and a culture that has been built through various initiatives.

INCENTIVES

Types of incentives @ Infosys 1) Send a handwritten note 2) Send them the showers 3) Help them connect 4) Flex those hours 5) Reward effort as well as success 6) Give them a free pass 7) Dole out cream and sugar 8) Remember the secret words 9) Give them a place to park it Create your own "Club Med. , Elect them to the Wall of Fame, Walk it as you talk it, Offer a swap, Spread the love are the incentives provided at Infosys

ACHIEVEMENT

2011

Infosys Wins 2011 Global Most Admired Knowledge Enterprises (MAKE) Award - the first and only Indian company to win the award eight times Infosys Ranked 4th in the 2011 Bliss Leap Awards Infosys was ranked No. 1 in all the 4 categories - Best IR website, Best Online Annual Report, Best Financial Disclosure and Best Corporate Governance Practices at the 2011 IR Global Rankings in India. Infosys recognized in Institutional Investor magazine's 2011 All- Asia Executive Team Rankings Infosys wins Platinum Award in The Asset Corporate 2010 Awards Forrester names Infosys a Leader in IT Infrastructure Outsourcing Infosys is India's best company for corporate governance: Asiamoney poll

Infosys is India's most respected company: Businessworld

Infosys, the most preferred company to work for in India: Business Today survey

2010 Infosys ranked among the best in investor relations in APAC region Infosys wins award for the 'Best investor relations by an APAC company in the US market' Infosys BPO wins "BPO Organization of the Year" and "Fun at Work" awards from Stars of the Industry Infosys has been voted in The Asset Triple A Corporate Awards - Gold Award for Investor Relations in Technology in USA Infosys, the most sought-after company in India: Business Today Survey Infosys wins American Society for Training & Development (ASTD) award for excellence in inclusivity

2009 Independent Research Firm Names Infosys as a Leader Among Oracle Service Providers Infosys among Asia's Most Admired Knowledge Enterprises

 Infosys Honored with Oracle Titan Partner Award at Oracle Open World 2009 Infosys Siebel Business Process Testing Solution Named "Partner Solution Offering of the Year" at HP Software Universe 2009 Infosys Named as a Top Supplier for Sears Holdings Corporation Independent Research Firm Names Infosys as a Leader in SAP Implementation Infosys BPO Bags Excellence Award for Diversity Hiring Initiatives Infosys BPO Receives e-SCM-SP Capability Level 5 Certificate from Carnegie Mellon University's ITSqc Infosys Cited as a Leader in North American SOA Systems Integration Services Market by Independent Research Firm Infosys BPO receives "positive" rating in leading analyst firm's Comprehensive Finance and Accounting Business Process Outsourcing Market Scope report Infosys listed on Forbes' Asian Fabulous 50 for the fourth consecutive year Infosys ranked among the greenest brands in India Infosys in 'India's Best Companies to Work For' : Survey by Great Place to Work Institute Infosys in Fortune's 100 fastest-growing companies Infosys, the most admired Indian company: Wall Street Journal survey Infosys, the Best Outsourcing Partner: Waters Rankings 2009 Infosys has received the highest rating on corporate governance by ICRA Infosys was ranked among the top 50 most respected companies in the world by Reputation Institute's Global Reputation Pulse 2009

 Infosys listed among best companies for leaders by Hay Group and Chief Executive Magazine Infosys is the sole Indian IT services company to be featured in the Top 25 of Business Weeks InfoTech 100 Infosys received the distinction of having one of the 'Best Ranked Online Annual Reports in Greater China & Asia/Pacific' at IR Global Rankings 2009

Integration Phase CSR Implementation:SOCIAL CONTRACT Our social contract inspires more than 130,000 employees to contribute to community welfare, environment sustainability and digital literacy. In 2010-11, Infosys organized several programs, enabling employees to give back to the society: 1 Volunteering

A sabbatical policy for community service encourages Infoscions to work for designated Indian Non-Governmental Organizations (NGOs). Employees are paid an allowance by Infosys for up to one year. Infoscions support Akshaya Patra Foundations mid-day meal campaign, the worlds largest NGO school meal program. It blends nutrition with education to reduce the school dropout rate across rural India. The Foundation has set a goal of serving one billion meals to school children. 2 Emergency aids Infoscians donated US$ 259,695 towards rehabilitating victims of the earthquake in Tohoku, Japan. The Infosys USA Foundation donated US$ 50,000 to the Leggett & Platt Benevolence Fund to support victims of the tornado that struck Joplin, Missouri. 3 Digital empowerment Infosys initiates children into Information Technology through the SPARK program. Since 2008, it has touched the lives of more than 350,000 students across India by undertaking IT training and mentoring teachers of government-aided schools in rural areas. 4 Shaping policies Members of the board of directors of Infosys serve on global councils and contribute to policy making in corporate governance, education, healthcare, diversity, and the environment. Infosys was a delegate of the World Business Council for Sustainable Development (WBCSD) at the UN COP-16 climate change conference in 2010. And involved in the People Matter project where CEOs share their experiences of talent and sustainability. Infosys partners with state utilities in India to introduce voluntary green tariff so that consumers can offset the cost of renewable energy. 5 Promoting education and research

The Infosys USA Foundation supports the New York City (NYC) Science Education Initiative to spread literacy among students of underserved communities. The Foundation provided a grant of US$ 380,000 to the New York Academy of Sciences for implementing the program in New York schools and Citizen Schools of New Jersey. Project Genesis bridges the skills gap among undergraduate students across tier 2 and 3 towns in seven states of India. In 2010-11, the project mentored over 2,500 teachers who imparted training to more than 85,000 students.