THE COMPANY

Dell Inc. is a trusted and diversified information-technology supplier and partner, and sells a comprehensive portfolio of products and services directly to customers worldwide. Dell's climb to market leadership is the result of a persistent focus on delivering the best possible customer experience by directly selling standards-based computing products and services. Revenue for the last four quarters totaled $52.8 billion and the company employs approximately 61,400 team members around the globe. Dell was founded in 1984 by Michael Dell, the computer industry's longest-tenured chief executive officer, on a simple concept: that by selling computer systems directly to customers, Dell could best understand their needs and efficiently provide the most effective computing solutions to meet those needs. This direct business model eliminates retailers that add unnecessary time and cost, or can diminish Dell's understanding of customer expectations. The direct model allows the company to build every system to order and offer customers powerful, richly-configured systems at competitive prices. Dell also introduces the latest relevant technology much more quickly than companies with slow-moving, indirect distribution channels, turning over inventory every four days on average.

The Dell Effect

For more than 20 years, Dell has revolutionized the industry to make computing accessible to customers around the globe, including businesses, institutional organizations and individual consumers. Because of Dell's direct modeland the industry's response to it information technology is more powerful, easier to use and more affordable, giving customers the opportunity to take advantage of powerful new tools to improve their businesses and personal lives. Dell has demonstrated this effect time and again as it enters new, standardized product categories, such as network servers, workstations, mobility products, printers and other electronic accessories. Nearly one out of every five standards-based computer system sold in the world today is a Dell. This global reach indicates our direct approach is relevant across product lines, regions and customer segments.

Balancing Liquidity, Profitability and Growth

Dell's high return to shareholders has been the result of a focused effort over time to balance growth with profitability and liquidity. Dell has consistently led its largest competitors in each of those categories.

The Dell Mission

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To be the most successful technology company in the world at delivering the best customer experience in the markets we serve.

The DIS India Mission

To Make DIS India a leader in the customer services arena by providing world- class customer experience profitably.

ONE CUSTOMER AT A TIME, EVERY TIME

Dells Business Vision

Grow revenue to $80B by FY07

COMPANY PROFILE
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PROMOTERS Mr. Michael Dell: Chairman of the Board Michael Dell, born in February 1965, is the Chairman of the Board of Directors of Dell, the company he founded in 1984 with $1,000 and an unprecedented idea - to build relationships directly with customers. Dell is a trusted and diversified informationtechnology supplier and partner that sell a comprehensive portfolio of products and services directly to customers worldwide, including many of the companies on the Fortune 500. In 1992, Mr. Dell became the youngest CEO ever to earn a ranking on the Fortune 500 and Dell is now recognized by Fortune magazine as America's most admired company and No. 3 globally. He serves on the Foundation Board of the World Economic Forum, the executive committee of the International Business Council and is a member of the U.S. Business Council. Mr. Dell also serves on the U.S. President's Council of Advisors on Science and Technology and the governing board of the Indian School of Business in Hyderabad, India.

Mr. Kevin Robbins: President and Chief Executive Officer Mr. Kevin B. Rollins is the President and CEO of Dell. Prior to becoming CEO in July 2004, Mr. Rollins served as president and COO, vice chairman, and president of Dell Americas. The company employs approximately 61,400 team members worldwide and reported revenues of $52.8 billion for the past four quarters. Before joining Dell in April 1996, Mr. Rollins was vice president and partner of Bain & Co. management consultants. While with Bain, he developed strategies around the direct selling of computer systems and services that helped propel Dell into its current global leadership position.

INDUSRTY PROFILE List of Competitors

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PC: Apple

SOFTWARE & PERIPHERALS: Consumer Electronics: hp, SONY, Apple PC Accessories: CDW Printing and Imaging: hp, EPSON, Canon

ENTERPRISE: Networking: 3Com, Nortel, Juniper, ENTERASYS, Cisco Systems Storage: Hitachi, EMC2, X10tech Server: hp, Sun

SERVICES: Accenture, EDS

OTHER MAJOR COMPETITORS: Hp, IBM, Acer, Fujitsu, Siemens, NEC, Lenovo

PRODUCTS AND SERVICES OFFERED

PRODUCTS BABASAB PATIL 4

Servers Dell's standards-based Power Edge line of servers is designed to provide customers affordable performance, reliability, and scalability. Options include high performance rack and tower servers for enterprise customers and aggressively priced tower servers for small organizations and workgroups/remote locations.

Storage Dell/EMC and Dell's Power Vault lines of storage products offer customers a comprehensive portfolio of cost-effective hardware and software products to store, serve and protect customer data. The portfolio includes external storage, tape backup products, network attached storage, fiber channel arrays, storage area networks, and rack solutions.

Printing and Imaging Systems Dell features a wide array of Dell-branded printers, from photo printers for consumers to large multifunction lasers for corporate workgroups. The Dell printer product line is focused on making printing easier to buy, own, and use. All Dell printers feature the Dell Ink Management System or Dell Toner Management System, which simplify the supplies purchasing process by displaying ink or toner levels on the status window during every print job and proactively prompting users to order replacement cartridges directly from Dell.

Workstations Dell Precision desktop and mobile workstations are intended for professional users who demand exceptional performance to run sophisticated applications, such as threedimensional computer-aided design, digital content creation, geographic information systems, computer animation, software development and financial analysis.

Notebook Computers Dell offers two lines of notebook computer systems. The Latitude line is designed to address a wide range of business and organizational needs, including powerful performance, portability, and flexibility. Latitude offerings range from wireless-ready, highly expandable full-featured models to thin, light ultra-portable models. The Inspiron

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line is targeted to customers who require high-performance computer systems at aggressive prices. Typical customers are individuals or small-to-medium sized businesses that require optimum performance for their investment. Desktop Computers Dell customers can select from two lines of desktop computer systems. The OptiPlex line is designed for corporate, institutional and small business customers who demand highly-reliable, stable, manageable and easily serviced systems within networked environments. The Dimension line is designed for small businesses and home users requiring fast technology turns and high-performance computing. The Dimension product line typically features the latest high-performance components. Networking Products Dell's Power Connect switches connect computers and servers in small- to medium-sized networks. Power Connect products offer customers enterprise-class features and reliability at a low cost. Software and Peripheral Products Dell offers a multitude of competitively priced software and peripheral products, including software, monitors, printers, handhelds, notebook accessories, networking and wireless products, memory, digital cameras, projectors and scanners. The company also offers several new Dell peripheral products, including plasma TVs, the Dell Digital Jukebox MP3 player and Axim handheld.

SERVICES
Managed Services

Dell's wide range of IT management services allow customers to lower annual service costs and enhance performance without sacrificing control of their systems. Dell Manage BABASAB PATIL 6

Services assists customers in planning, deployment, maintenance, asset management, onsite field services and other related services. Professional Services Dell Professional Services help businesses utilize emerging technology, enhance efficiencies, reduce business risk and maximize return on technology investment. Using its expertise and best practices in technology consulting, application development, solutions integration, and infrastructure design, Dell designs, develops and implements end-to-end technology solutions.

Deployment Services Dell's deployment services are designed to rapidly configure and deploy Dell systems and products into IT environments. Dell's custom factory integration services allow customers to configure systems to meet their specific hardware and software needs. Additional deployment services include asset management and recovery services, custom delivery services, installation services, managed deployment services and image management services.

Support Services Dell offers a variety of customized services and support programs tailored to meet specific customer requirements. Customers can select from four tiers of service levels through Enterprise Support for server and storage systems. Additionally, the company provides a limited warranty for all computer systems and offers 24 hour telephone and online technical support. Warranty upgrades and services such as Complete Care accidental damage protection, At Home Service for technical support and Express Tech Support, give customers priority access to Dell's technical support team.

Training and Certification Services Dell's training and certification programs appeal to businesses and consumers worldwide. The company's online training programs feature more than 1,200 courses for consumer, business and IT professionals. The courses are designed for all skill levels and range from personal finance to business productivity to IT certification. On-site service is provided by BABASAB PATIL 7

independent third-party service providers. Dell, the Dell logo, Dell Ink Management System, Dell Toner Management System, Power Edge, Power Vault, Power Connect, Dell Precision, Inspiron, Latitude, OptiPlex, Dimension, Axim and Premier Dell.com are trademarks of Dell Inc. Microsoft and Windows are trademarks of Microsoft Corp., Intel is a trademark of Intel Corp. and EMC is a trademark of EMC Corp.

VAROIUS SEGMENTS OF DIS, INDIA DELL INTERNATIONAL SERVICES, INDIA

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Customer Sales Dell Financial DGFS Care Since Services Since Nov 2002 Since Oct Nov. 2002 Oct 2002 2002

GDC April 2002

Product Group

1.

Customer Care: The India Center has been in operations since 11-Nov-2002 Pre- Sales Issues: (Mrkt and Adver issues): Coupons, Dell gift cards, Rebate promo, and price protection

Order Assembly issues: Missing, wrong or damaged Items in Order. Production delays inquiries, compensations, cancellations. Order delivery and Receive: Delivery status, freight issues, Invoice and packing slips, tracking packages. Returns. Sales Order Processing: Cancellation, change or add or delete item on order, order verification, ship to address. Post Delivery Support: Returns, Exchange, Mail In rebate, Concessions etc. One point contact for every dept queries like (DFS,DPA, Sales, Tech support, DSP's. Carriers) Issuing Credit concession, products or Coupons.

2. Sales: The India Center has been in operations since Oct-2002 Sales has 3 lines of business: 1.
2.

Imaging : The imaging team provides sales support for Cartridges & Toners E-Order: The DIS E-Order team provides sales supports to the US Online Small & Medium Business segment. 3. ANZ- BSD: The ANZ-BSD team provides sales support for all Dell Products.

3. Dell Financial Services: The India Center has been in operations since Nov-2002 Dell Financial Services (Bangalore) supports 2 lines of business: BABASAB PATIL 9

Dell Preferred Account End Of Lease Transaction Dell Preferred Account: Support inbound customer services for a specific B to C (Business to portfolio. Consumers)

This business unit is a private labeled credit card, which the Dell Preferred Customers could use, to procure Dell equipment, worth the credit limit on the a/c. In other words, it is a "Dell Credit Card End Of Lease Transaction: Return the leased systems. Buy the leased systems. Renew the lease contract.

4. Dell Global Financial Services:

The India Center has been in operation since 28th October 2002. Financial Transactional Processing Accounts Receivables Revenue Adjustment Fraud Prevention Collections Asset Recovery Business Dell Financial Services (Commercial) Credit Analysis and Order Processing activities for the US, Canada, ANZ regions.

EMEA and

5. Global Development Center

GDC Operates 2 centers in India and Brazil. The India Center has been in operation since April 2002. BABASAB PATIL 10

Achieved CMM Level 2 in July 2003 Tracking to 95%+ on time project delivery Providing IT development and testing services to every segment Sales & Marketing Worldwide Operations (Manufacturing, Logistics & Distribution) Corporate Functions (Finance etc.) Data Warehouse Providing IT development and testing services to every region Americas EMEA APJ

6. Product Group Enabling Product Leadership

Dell drives standards in the industry. Using standardized components and products from strategic partners allows Dell to deliver superior functionality, performance and value to our customers

Standards Based Technology

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This strategy is consistent with a recurring trend in the IT industry over time, technology standardizes. As technology develops it moves along a continuum from purely proprietary to full commodity. Standardization increases volume and lowers costs because: Proprietary technology requires heavy investment, typically by a single vendor, which increases its cost Commodity technologies have greater volume to subsidize the R&D, which lowers cost. Proprietary technology has advantages, but its disadvantages typically include high prices, single source support, and narrow development all of which add up to vendor lock-in and lack of choice for customers. Dell is a driving force in pushing technology along this curve and making it more affordable to the masses. The Dell approach is unique others seek to resist this standardization while Dell embraces it and seeks to compete on the operational efficiencies of the direct model not the extent to which we can lock our customers into our proprietary solution.

Dells research focus Other companies research focus

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ORGANIZATIONAL STRUCTURE OFFICE OF CEO

Michael Dell
Corporate Marketing Mike George Corp Strategy Colin Buechler Investor Relations Lynn A. Tyson Finance Jim Schneider I/T Randy Mott Legal Tom Green

Kevin Rollins

CORPORATE/ SUPPORT FUNCTIONS

Chief Ethics Officer Thurmond Woodard Human Resources and security Paul McKinnon Corp Comm. Elizabeth Allen WW procurement Martin Garvin & Glenn Neland

US CONSUMER
John Hamlin Consumer Solution Center Sean Erickson

DIS
Chip Saunders Global Solution Center Bert Quintana Karen Quintos Frank Muehleman Customer Experience SMB

AMERICAS
Software & Peripherals Americas Interntnl Public Corporate Business

Scott Hare

Lawrence Pertland

Brian Wood

Steve Felice

Americas Manufacturing
Mr. Dick Hunter Operations Fulfillment Mr. Gary Cotshott Product Eng.& Quality Demand Supply Planning

Americas Services

PRODUCT GROUP
Mr. John Medica Inspiron (Notebook) Dimension (Desktop) Latitude (Notebook) OptiPlex (Desktop) Precision (Work Station) Imaging& Printer Mr. Jeff Clark Power Edge (Servers) Power Vault (Storage) Power Connect

EMEA Paul Bell

International Region Asia Pacific Bill Emilio

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DIS INDIA- ORGANIZATION CHART

Jaydeep Pradhan, Dir.

ROMI MALHOTRA - VP, DIS India Ganesh George Vivek Sandeep Lakshminarayanan John Mathur, Suri Mgr, BPI Dir. Strategy Dir. Mohali Contact Center

Sairam jayaraman Dir. GDC

Rai Venkaty Dir. Finance

Dir, Hydbad Bangalore Contact Center Contact Center

K.S Narahari Dir. Comm Harish Bhosle Dir GFS

Nanda -Kumar S Legal Vijay Bhardwaj Dir. HR

Vinay Chawla Dir. IT Vinay Verma Dir. Facilities

Vivek Maansingh Dir. PG Sanjay Shah Dir. CCOD

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DELL FINANCIALS Dell is on a Path to Double Revenue in 5 Years

FY02 FY04 FY05 FY07

YEAR
$49.2B

$62B

REVENUE
$41.4B $31.5B

Highlights of Dells Stock History

Date BABASAB PATIL Event Per Share Price 15 Pre Split Stock Price

June 22, 1988 April 9, 1992 October 27, 1995 December 6, 1996 July 25, 1997 March 6, 1998 September 4, 1998 March 5, 1999 July 29, 2005

Initial Public Offering Three-for-Two Split Two-for-One Split Two-for-One Split Two-for-One Split Two-for-One Split Two-for-One Split Two-for-One Split Close of Last Quarter

$8.50 25.81 45.00 56.75 81.50 69.25 54.75 43.03 40.47

-38.72 135.00 340.50 978.00 1,662.00 2,628.00 4,131.00 3,885.12

Dells Market Share for Various Products Product

PC Server Storage Services Software& Peripherals Networking

Segment Spending
$160 billion $40 billion $25 billion $335 billion $413 billion $29 billion

Segment Growth
Low Medium Medium Low High Medium

Dell Market Share

18% 14% 6% 1% 3% <1%

A COMPARISON OF THE BIG Bs

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DELL
EPS comparison ROIC comparison Operating Income Comparison Operating expenses Comparison Cash Comparison : $0.29 Infinite 9% 10% 3rd 1st 2nd 1st

IBM
$1.55 58% 16% 23% 1st 2nd 1st 3rd $0.30 41% 7% 18%

HPQ
2nd 3rd 3rd 2nd

Days sales outstanding +Days sales Inventory -Days Payable Outstanding

32 +3 -70 1st

43 +21 -48 2nd

38 +40 -43 3rd

Net Cash Conversion Cycle

-35

16

35

Gross margin comparison

18%

3rd

38%

1st

25%

2nd

Revenue growth comparison

18%

1st

9%

2nd

9%

3rd

DELLS DIRECT MODEL

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Suppliers

DELL

Customers

Direct Relationship Most Efficient Path to Customer Single Point of Accountability Build to Order Low Cost Leader Standard Based Technology DELL DIRECT MODEL

Best Value Customized Systems Superior, tailored service & support High Quality & Most relevant technology Product & services those are easy To buy and use Customer Experience

With its singular focus on the customer, the model takes five basic tenets and creates a unique way of buying and selling technology. That not only sets Dell apart, it means that the customer experience is revolutionary

The five tenets of the model are: BABASAB PATIL 18

1. Most Efficient Path to the Customer Dell believes that the most efficient path to the customer is through a direct Relationship, with no intermediaries to add confusion and cost. They are organized around groups of customers with similar needs. This allows their teams to understand the specific needs of specific customers - without customer needs being "translated" by inefficient resellers and middlemen. 2. Single Point of Accountability Dell recognizes that technology can be complex, so it works to keep things easy for its customers. They make Dell the single point of accountability so that resources necessary to meet customer needs can be easily marshaled in support of complex challenges. Their customers tell them they want streamlined and fast access to the right resources; direct provides just that. 3. Build-to-Order Dell provides customers exactly what they want in their computer systems through easy custom configuration and ordering. Build-to-order means that it doesnt maintain months of aging and expensive inventory. As a result, it typically provides its customers with the best pricing and latest technology for features they really want. 4. Low-Cost Leader Dell focuses resources on what matters to its customers. With a highly efficient supply chain and manufacturing organization, a concentration on standards-based technology developed collaboratively with its industry partners, and a dedication to reducing costs through business process improvements, it consistently provide its customers with superior value. 5. Standards-Based Technology Dell believes that standard technology is the key to providing its customers with relevant, high-value products and services. Focusing on standards gives customers the benefit of extensive research and development from Dell and an entire industry - not from just a single company. Unlike proprietary technologies, standards give customers flexibility and choice

POLICIES & PROCEDURES

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Employment Conditions: Training and Probation: Trainees hired by DIS will be considered in training for a period of six months. Upon successful completion of training, the management, at its discretion, may offer employment to the trainee in the Company by issuing a fresh letter of appointment. Work Rules: All employees in Bangalore are required to work on an 8-hour shift (which includes a one hour break) five days a week. The scheduling of the various shifts is subject to change depending on the service delivery requirements. Any change in the shift timings shall be intimated to the concerned employees in advance. Business Conduct: Improper business conduct violates integrity, can lead to misuse of resources and can result in sever penalties/damage for employees and the company. All employees must be aware of Dells Code of Conduct. Employees must not engage in situations where they: Are in violation of laws of any country; Are in violation of the Code of Conduct or any other corporate policies; Engage in dishonest or fraudulent behavior; Have or appear to have acted in an unethical manner; Have or appear to have a conflict of interest; or Engage in any trade or business which is in conflict with the business of the organization. All employees are responsible for reporting any instances of non-compliance and are encouraged to direct business conduct issues and concerns to the Ethics Office representative for India or to their immediate manager. Attendance: Dell expects that all employees will maintain consistent and reliable attendance. An Employee's attendance is one of the factors considered in performance reviews, transfers, and promotions. Leave, Late Arrival, Early Departure, Unexcused Absence/ No Call are strictly prohibited

Time

Away

from

Work:

Types of Leave: The leave eligibility is calculated on the basis that the leave year is April to March. BABASAB PATIL 20

Annual leave with pay- A total annual leave of 13 days in a leave year are permissible. If an Employee does not in any one leave year take all of the annual leave to which the employee is entitled to, then, any unused leave will be rolled over and can be used during the following leave year. However the total accumulated number of days carried over shall not exceed 30 days. An employee is entitled to en cash up to 10 days of unused annual leave in each leave year, in lieu of roll over. Encashment will be paid to the employee in the month of April of the following leave year and will be computed only on the base salary of the employee Sick leave and casual leave Employees (other than trainees) shall be entitled to leave with pay for a period not exceeding 12 days in a calendar year on the grounds of any sickness or accident sustained by the employee or for any other reasonable cause. In addition to the above, all Employees are entitled to 5 days ex-gratia leave in each leave year, which may be withdrawn or revised at the discretion of the Management dependant on business needs and subject to prior notice to all Employees. The holidays falling in between any leave period will not be treated as leave. For the purpose of calculation of leave, working days will not include the weekly offs. Employees desiring to avail leave of absence for three or more days, excluding sick leave, shall submit a leave application to the immediate superior or manager at least two weeks in advance of the date on which the leave is requested. Leave applications need to be submitted at least two days in advance for request of less than three days of leave. The immediate manager or appropriate delegate will review the application and provide a written decision, either refusing or approving the leave of absence within twenty-four hours of receipt of request. If an employee requires an extension of the leave, he shall make an application in writing for that purpose sufficiently in advance to enable Management to communicate its decision in time. No Employee may take leave unless it has been specifically approved in writing. If an employee is unable to attend duty due to illness or an accident, he shall, as soon as possible (at least two hours prior to start of work schedule), notify his immediate manager. Prior to returning to work, the employee must submit a medical certificate to the immediate manager. If the medical certificate is not acceptable to Management, the employee will need to provide additional documentation to Management and/or appear before a medical officer/ physician approved by the Company for medical examination. The observation and certification of such physician/medical officer is final and binding on the employee. If the employee fails to provide adequate documentation and/or is not approved by the medical officer, the occurrence shall be treated as an unauthorized absence and the employee will be liable for disciplinary action as provided in the Service Rules. Maternity leave - Female employees are entitled to maternity leave for a total of 12 week. Six weeks will have to be taken immediately before the anticipated delivery date and six weeks immediately after delivery.

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Payroll will maintain an up to date record of each employees annual leave and will be made available to employees upon request Holidays - The National and festival holiday schedule will be published by Management on the Notice Board two months prior to the start of the respective calendar year. The total number of such holidays shall not exceed 10. Management may declare additional holidays in its sole discretion Notice PeriodA employee confirmed in service may terminate employment with the Company by giving one months notice in writing or salary in lieu of notice. Management reserves the right to relieve the employee from service even before the expiry of notice period even though there is no such request from the employee. No employee shall be entitled to utilize leave during the notice period, after submitting his resignation, unless otherwise permitted by Management. Retirement Employees are required to retire from service on attaining the age of 58 years. Age-

Compensation PolicyIt is the policy of Dell that the total compensation programs of its employees worldwide should support Dells business model by targeting competitive market median based compensation, with above market variable compensation tied directly to key business performance measures. Dell's pay for performance or meritocracy reward systems pay people based on what they contribute to Dell's success rather than on the basis of service or tenure. OvertimeEmployees may be required by Management to work overtime because of business exigencies. However, all overtime hours need prior written approval from an employees immediate manager. No employee shall be required to work overtime in excess of 50 hours in a continuous period of three months. Non-managerial employees are eligible to receive overtime at a rate of two times basic and HRA for all hours approved and worked in excess of the standard work schedule. Smoking, Drug and Alcohol Free Workplace While the company respects the personal preference of each individual whether or not to smoke, it is the objective of the company to provide a smoke free, comfortable and healthy work environment for all its employees. To this end, smoking in the establishment is not allowed, except in designated smoking areas. Smoking in company arranged vehicles during travel to and from the establishment is prohibited. Alcohol and illegal drugs have no place in the workplace and are inconsistent with a safe and productive work environment. With the exception of moderate and prudent alcohol consumption during legitimate business entertainment, Dell employees are prohibited from consuming alcohol or using, possessing or distributing illegal drugs while working, BABASAB PATIL 22

operating Dell property (including company vehicles) traveling in company arranged vehicles or engaging in Dell business. Employees also may not perform work for Dell or operate company vehicles or other equipment while under the influence of alcohol or illegal drugs.

Violence, Threats and Weapons The safety of our employees is extremely important to Dell. Dell employees are prohibited from engaging in violence or other deliberate acts intended to harm another person or his/her property. Similarly, Dell employees must not make threatening or menacing comments, or behave in such a way that may Open Door Policy Open communication is a cornerstone of Dell's culture. Dell's direct business model demands straightforward and open communication between Dell, its customers, suppliers, partners, shareholders and other stakeholders. Dell employees deserve no less. Every Dell employee should feel comfortable dealing directly with his or her manager, other members of management, and representatives of the Human Resources department regarding any employment-related issue, or to resolve misunderstandings or conflicts, without fear of harassment or retaliation. The Open Door policy provides employees with a way to resolve a grievance, raise issues of general concern and otherwise have their voices heard. All employees shall be treated with dignity and respect and will not be subject to retaliation, threats or harassment for using the Open Door Policy Harassment Unlawful harassment is harassment of an individual because of that individuals sex, caste, religion, race, descent, place of birth, disability or other legally protected characteristic that is a term or condition of employment. Ordinarily, to constitute unlawful harassment, the conduct must be offensive and unwelcome, and has the purpose or effect of unreasonably interfering with an individuals work performance or creating an intimidating, hostile, or offensive working environment. Dell policy prohibits inappropriate or offensive conduct whether or not it is sufficiently severe to be unlawful harassment. Sexual discussions or conduct, and comments or conduct that are discriminatory or offensive on the basis of race, color, religion, national origin, sex (including pregnancy), age, disability, sexual orientation, martial status or any other status protected by law, are inappropriate in the workplace and violate Dell policy even if they do not meet the legal definition of unlawful sexual or other discrimination or harassment. Dell can and does take action to stop inappropriate behavior before it rises to the level of unlawful harassment. Examples of harassment: BABASAB PATIL 23

posters/pictures of nudes or semi-nudes off color, sex oriented or racists jokes symbols offensive to racial or religious groups e.g swastika persistent staring sexual innuendoes unflattering or mocking names based on race, gender etc graphic or descriptive comments about a persons body or physical appearance deliberate touching or cornering unwelcome advances or flirtation letters , telephone calls or Email messages of a sexual nature accessing pornographic material on the internet at work Types of harassment

Sexual harassment Gender harassment Non-employee harassment Off-site harassment Other discriminatory harassment

E-mail Management: Dell's e-mail systems will either be provided and managed by or approved by Dell's Information Technology department. The use of Dell systems and networks to access external web-based or personal e-mail systems or applications is strictly prohibited. Examples of prohibited e-mail systems include hotmail, Yahoo mail, and POP mail. E-mail systems within Dell that are not provided by Dell's Information Technology department will comply with Dell's anti-virus, account management and message retention policies. Do not share your Login ID and Password with your colleague or access using your colleague properties without permission of Dell's IT department, except for Share Mailbox. All inbound and outbound Internet e-mail will pass through Dell's SMTP mail gateways and/or Exchange Internet Mail Connectors. All other Internet mail traffic will be blocked at Dell's network perimeter. Appropriate Use of E-mail Sending (or forwarding) electronic chain letters via Dell e-mail is strictly prohibited. Auto-reply messages will not be distributed to recipients outside of Dell's Knowingly sending a computer virus via Dell e-mail is strictly prohibited. Virus alert notifications to Dell computer users will only originate from a Dell Corporate mailbox such as Corporate Communications, Information Security or Global Messaging. Sending e-mail messages that are against the code of conduct such as sexually, racially, or otherwise offensive language, text or pictures through Dell e-mail is strictly prohibited. Confidential information will not be sent via e-mail (internal or external) unless a Global Information Protection approved encryption mechanism is utilized. Regular checking of your mailbox to ensure Original Company Records are saved in the same location where other Original Company Records are stored, such as a departmental central BABASAB PATIL 24

file, data share, or other archive area and handled via standard Records Management practices and policies. Messages should be deleted that are not Original Company Records and are no longer needed. Avoid using "reply to all" function unless it is absolutely necessary for all addressees to receive the message. The occasional use of Dell e-mail for personal use is permitted provided it is kept to a minimum and does not violate any applicable laws or Dell policies or standards.

Data Confidentiality Policy Purpose: In order to effectively and efficiently achieve its business objectives, Dell must ensure that information used in conducting Dells business is managed such that: any disclosure of company information is authorized (Confidentiality), any modification or deletion of company information is authorized (Integrity), and information is accessible when needed in supporting business operations (Availability). The mission of Dells Information Security program is to protect Dell information from unauthorized modification, disclosure, destruction, or unavailability. To accomplish this, Dell has established policies, standards and guidelines to ensure that company information assets are protected at Dell. Scope: This policy applies to the following: all information generated by Dell regardless of its location or status; all information that Dell has a legal or contractual obligation to control (i.e., information shared with Dell under non-disclosure agreement); all computing resources owned by Dell, used to process or transport Dell information, or present at any Dell facilities; all employees or guests while 1) working for Dell, 2) present at Dell facilities, or 3) when accessing, storing, transporting or processing Dell information. This policy is globally authoritative and applies to ALL Dell business interests worldwide.

Information Confidentiality: At Dell, information confidentiality is expressed in one of four classes or classifications (from most restrictive to least restrictive): HIGHLY RESTRICTED, RESTRICTED, INTERNAL USE, or PUBLIC. The first three classifications are considered Confidential and Non-Public information at Dell. Controls required to ensure confidentiality of information are most stringent for information classified HIGHLY RESTRICTED and least BABASAB PATIL 25

stringent for information classified as PUBLIC. Confidentiality relates to the ability to view or distribute information.

Data Protection and Control: Data custodians must be identified for all systems that process, store or transport Dell information. Contracts must be in place with third-parties that access, store, process or transport Dell information and must require compliance with this and other Dell information security policies and standards as well as compliance with applicable laws and regulations. Additionally, such contracts must ensure Dells right to audit for compliance and right to indemnification for third partys noncompliance. All applications, systems and networks must enforce the required controls identified below based upon the highest Confidentiality, Integrity and Availability classification of information they process, store, or transport

SWOT ANALYSIS
Strengths

Dell is never out of competitive price position (including promotions) for more than 24 hours. Dell never compromise time to market on new in the box technologies and invest in winning product reviews. Dell fully leverages and invests in the website to communicate, create demand, and close sales- it is its most important scaling tool. Consistency in execution and attention to detail every day wins the game for Dell.

Threats They need to communicate to their stake holders that their leveraged R&D model doesnt mean that they are not innovative. Low-cost focus may reduce quality of product, service, and support. The regional players are able to take advantage of lower costs in developing markets (Globalization) BABASAB PATIL 26

Opportunities R&D-Intensive, proprietary products can be disruptive They have a challenge to co-operate the suppliers and R&D investors. The convergence of several IT markets and key players might create opportunities to work with former competitors. Obstacles And Challenges: To transfer the knowledge and Best practices. To modify their business model for a variety of countries and cultures. To maintain and grow their employee commitment to the organization. The convergence of several IT markets and key players might create challenges if they lose partnerships due to shift in competitive strategies. Acquiring customers is more expensive than retaining them. They focus on retaining the installed base of customers while targeting additional profitable segments for acquisition.

When does Dell enter a market? They selectively enter new markets that: Fit their economics-large, profitable, standardizing market Leverages their capabilities

They enter with low R&D investment by: Forming partnerships with existing players Branding third party products

They layer in new capabilities and offerings over time by:

Taking ownership of the value chain Improving Dells margin dollars

Policies:

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They dont drive using the rear-view mirror- the past two months are usually not the best indicator of the next to months.

PROJECT REPORT Objective: To determine the Different Employee Benefit Policies Followed by Various BPOs & ITeS RESEARCH METHEDOLOGY:
Type of Research Survey Method

Sampling Technique

Convenience Sampling

Sample Size

Ten

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Sample Description

The H.R Managers & Employees of Various BPOs & ITeS

Instrumentation Technique

Direct Interview

Number of Companies Approached

60

VARIOUS INFRASTRUCTURAL FACILITIES:

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Company

AXA

Customer First

H.P

Health Scribe

HTMT

i-Gate

IBM

Mphasis

Nipuna

Progeon

Facilities Cafeteria Internet Kiosk Pick Up/ Drop Library Meditation, Yoga Room Dormitories T.T Room Basket Ball Gym/ Aerobic Center Film Room Day Center Care

Hydbd

Pune

Further Education Policy

AXA Insurance: No Tie - ups: Axa doesnt have tie up with any educational institute regarding the further education of its employee. Reimbursement after completion: The company reimburses the amount after the employee has finished the course

Customer First: BABASAB PATIL 30

 No Tie Ups: Company didnt seem very interested in further education of employees. ICFAI had approached them & put their kiosk in the premises as well. No Reimbursement: No Reimbursement policy exists for facilitating further education.

H.P: Tie Ups with TAPMI & Symbiosis: The Co. has tie-ups with two major institutes for running MBA course. The Courses are Correspondence Course The company Reimburse either 75% or 50000/-, Which ever is lesser. They also have Provision for subsidized Loans.

Health Scribe: The co. doesnt have any Tie-ups with any Educational Institutes Reimburses only for Executives/Managers, No such provision for all the employees till now. HTMT: They have Tie-Ups with IIMs, XLRI, J.M.Bajaj, and Mahe University. All the programs are Correspondence Program. No Reimbursement: The co. doesnt reimburse any amount for the employees, it however provides subsidized Loans.

i-Gate: The company has tie up with ICFAI for their MBA program. The Courses are run through Correspondence Program. They Reimburse 70% of the Course fee. IBM-Daksh (Gurgaon): No Tie-Ups: Company doesnt have any tie ups No Reimbursement: No Reimbursement policy exists for facilitating further education. Mphasis: The Company has Tie up with TAPMI & Symbiosis, Pune- for their MBA Courses. The Programs are Contact Programs. 100% Reimbursement for the course fee

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Nipuna: They have Tie up with I.C.F.A.I. The Programs are Correspondence Program Reimbursement only for Executives, The company doesnt support all its employees in further education. Progeon: Tie up with TAPMI & Symbiosis, Pune The Programs are Contact Program Employees are Reimbursed 100% if they score a First Class in the above mentioned Courses

..Whats Different?..............................
Every Company Surveyed had Something Unique to talk about them. Following is the list of some such feature: AXA Insurance This company has a provision of Sabbatical Leave. The employee is allowed to go out for further studies and come back to join his job later. They also have Day Care Center which is being handled by a third party. BABASAB PATIL 32

H.P H.P has a qualified Nutritionist who takes care of the food related health problems & helps the employees set a right diet suiting their work lives. H.P also facilitates Day Care Centers for the young working mothers

Health Scribe

Health Scribe had the Policy of Induction with Family. They have discontinued this trend but are thinking of applying it again. According to Mr. Vivek Menon of Health Scribe: It was becoming quite difficult to manage the large crowd so we had to discontinue that trend but it definitely was an effective way of RetentionWhen the whole family comes & visits the Campus where their loved ones are going to work-It develops a personal bond between the company & his Whole Family Health Scribe also has a Work From Home Policy where in 150 out of its 1950 employees have the flexibility to work directly

HTMT HTMT has a Trained Psychiatrist from NIMHANS, Who counsels the employees not only for their professional but for their personal problems as well. The company also has a FUN Committee, which conducts a lot of fun based activities- to keep the environment of office in the right & Jolly Spirit.

i - Gate BABASAB PATIL 33

 i -Gate has a unique feature of Monthly Meeting with the C.E.O of the company, where in Mr. Phanees Murthy comes and meets the employees of the company, hence boosting their morals to a great extent. i - Gate also has the provision of Paternity Leave, comforting its employees in their personal front.

Nipuna Services With the work force of 250 employees, The Company stresses on Strong Personal Bonding, to materialize it a number of fun based activities at work are organized . Nipuna believe that it not only creates a friendly work environment but helps in retention too. Constant Communication flow between the employees and their managers is given a lot of stress at Nipuna Services. The Company provides a 2 day Paternity Leave to the Father employees of the new born babies.

Progeon Progeon stresses on Building True Values in its employees. Special programs are run to develop and make them realize the importance of Moral and Integrity. The company doesnt believe in hiding facts Ms. Kamini Gopinath informed that Infosys declared its attrition rate for last year as 35%. This 35% included those people who cleared the written exam but could not clear the Medical Test - that shows the amount of Transparency in the entire system.

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Summary
BPO is the buzz word today in India. Good work environment, Great benefits, Flexibility of time, Attractive Lifestyle and Additional facilities like Transport are one of the major reasons why People from varied backgrounds are joining this Industry. In spite of the various benefits associated with BPO industry people are still changing their jobs. Experts in the industry feel that its not the money that matters but Lacks of personal life, Higher Education, Physical Strain etc are one of the Major reasons of attrition today. An individual who has compromised his personal development is bound to develop psychosomatic symptoms such as digestive disorders or erratic behavior on account BABASAB PATIL 35

of lack of rest. Organizations need to monitor such developments as they can usually trigger employee dissent which can be equally infectious. In other words Lack of Personal Development in the job impacts the employee not only professionally and organizationally but on the Individual front as well. The BPO Companies operate on a global delivery model which imposes certain challenges for employees in terms of balancing their work with their social lives. To overcome these Problems various companies are trying out distinct & unique methods, which would not only invigorate the work environment & help the employees maintain their work-life balance but would also enhance and develop them personally. Facilities like Day Care/ Crches are slowly becoming an important part of BPOs today. The companies with younger crowd (Avg. age 23-24) & nearer location to city still dont feel the need of crche facility. Companies are organizing lots of fun events and cultural activities throughout the year to maintain the work-life balance. Social events, parties and family days are conducted for celebrations of achievements. Companies are coming up with gymnasiums, basketball courts, tennis courts, swimming pools and other sports facilities for keeping their bodies fit and healthyWhether people are actually using these facilities or not is a different point to ponder on. Companies have come to understand the negative impact of Work- Life Imbalance- not only on the personal life of the employee but also on their Professional performances- Many firms have hence hired Professional Counselors. Companies are doing anything and every thing possible, to help their employees grow within the organization. Feel at Home Concept is the Mantra today. An Employee spends almost 10 out of 24 hrs of the day, working at odd hours, in the office; the companies are hence making sure that the employee feels at home away from home.

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ANNEXETURE Companies included in the survey

AXA Insurance Customer First H.P Health Scribe HTMT i-Gate

IBM-Daksh BABASAB PATIL

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Mphasis Nipuna Services Progeon

Source of Data Collection

Primary Data :

Mr. Kannan HR Manager, Mphasis Ms Kamini Gopinath- HR Manager, Progeon Ms Laxmi Krishnamurthy- HR Manager, i-Gate Global Solutions Mr. Shashi- Employee, i-Gate Global Solutions Ms Soumya Bhat-HR Manager, AXA Business Services Pvt. Ltd Mr. Vivek Menon- HR Manager, Health Scribe Mr. P Ganguly- HR Manager, Hinduja TMT Mr. Vikram Sathi-HR Manager Nipuna Services BABASAB PATIL 38

Mr. Rana George- HR Manager, Customer First Ms Kavita Satish Nayak- Employee, H.P Mr. Gagan Gill- HR Manager, IBM Daksh, Gurgaon Excel Sheet of Contacts: P1Contact List.xls Secondary Data : Websites of the all the companies

QUESTIONNAIRE
1] What are the different Infrastructural facilities provide by the company? 1. Gym 2. Library 3. Meditation Room 4. Cafeteria 5. Internet Kiosk 6. Any other _____________ 2] Does the co. provide Day Care Facility for the young babies of working mothers? Yes ____ No ____

If No, Why? BABASAB PATIL 39

3] If an employee wants to leave the job temporarily for research work for 1-2 years (SABATICAL LEAVE) is there any provision in the co. for such a leave? What is the duration allowed? 4] What are the various over all personality developmental programs run for the Employees? Program related to Work life balance Program related to Stress Management ____ ____

Program related to handle attitudinal problem ____ Program related to Promoting Team spirit Any Other Special Program ____

_____________________

5] How is co. handling the problem of Monotonous job in BPO Industry? Is there any provision of job rotation? Yes ____ No ____ 6] Is there any provision of Internal Job Posting (IJP)? 7] Does the company follow "Mobility Policy" i.e. if the spouse is transferred, would the co. b ready to send the employee to the same place? 8] How much importance does the co. give to the Continuous learning of the employee? i.e. a) Does it have any sort of affiliation with any Institute? E.g. TAPMI, Symbiosis etc No ____ BABASAB PATIL 40

Yes

____ Kindly mention the course __________ Institute __________

b) c)

Are the programs Contact Program Correspondence Program

____ ____

Does the co. REIMBURSE any amount of money for the further education program taken up by the Employee? No Yes ____ ____

How much?

d)

Is there any provision for subsidized loan for further education?

MY EXPERIENCE & LEARNING Practical learning is true learning When one learns things practically, they are bound to stay forever in his mind & heart
Working in a top notch company like Dell was a Good Learning Experience. Apart from an eight weeks project certificate I am taking along a lot of learnings with me. After an initial reluctance regarding my project, I slowly developed a liking towards it. Visiting Various H.R Managers helped build a sense of confidence within me and gave me a lot of professional exposure too. The experience shared by the HR Managers regarding there companies was as relevant & important as the answers for the questionnaire of the project. These eight weeks have taught me a professional and systematic way of doing things, and have definitely developed a greater sense of maturity in me. BABASAB PATIL 41

I would like to thank DIS for giving me this learning opportunity.

SUGGESTIONS
As far as the Infrastructural Facilities are concerned, DIS already is amongst the best facilitators in the Industry- Dormitories, 24/7 Cafeteria, Gym etc but the facilities like Film Room and Meditation room would certainly be a effective tool for helping the worked out employees relax and entertain. Day Care is an upcoming an interesting facility, The company can either go for its own facility or can give it to some other firm on contact basis. Opening a Grocery outlet like food world inside the company would not only avoid the pains of going to market for every small thing but it would also save the time and energy of the employees, which instead would give them more time to spend at home. Regarding the fitness of the employees, Basket Ball Court as a Sport facility is another good point to be considered. Some companies included in the survey provide Paternity leave to their male employees, so that they can be with their wives in the crucial moments of their married life-hence giving a personal touch to the employee-company relationship. BABASAB PATIL 42

BIBLIOGRAPHY Organization Behavior ERM Websites: www.dell.com by, Robbins by, Nair & Nair

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