© 2009 Wipro Ltd - Confidential Outsourcing Industry Capitalizing on Human Capital Sanjeev Bhatia Vice President – Intl Ops

© 2009 Wipro Ltd - Confidential 2 Why Third-party BPO? Why Outsource and aggregate?

© 2009 Wipro Ltd - Confidential 3 Why Outsource and aggregate? Benefits of Outsourcing: Multiple career paths for employees within the organization State-of-the-art-Technology delivery center Reduction in OPEX Optimization of CAPEX Maximize operational flexibility Collaborate with large global 3 rd party BPOs

© 2009 Wipro Ltd - Confidential 4 Examples of Captives turned 3 rd party Columbia Bank & Trust (later Synovus) transitions internal credit-card processing business into third-party company (1982) CB&T sells 19% of company in IPO (1983) TSYS grows to become the second largest processor in the world AmEx transitions internal processing unit into third-party company (FDR) and sells off majority ownership stake (1992) FDR merges with largest competitor and grows to become global leader in transaction processing Parent New business Transition *March 1, 2002 Sources: Hoovers; analyst reports; McKinsey analysis Management buyout of Midland Bank processing unit following merger with First Bank System (1984) IPO in 1986 Grown to become leading provider of technology and processing services for financial institutions $5 billion in market cap*, growing at 5% CAGR in the last 5 years $8 billion in market cap*, growing at 31% CAGR in the last 5 years $17 billion in market cap*, growing at 26% CAGR in the last 5 years Value creation U.S. $ billion

© 2009 Wipro Ltd - Confidential 5 Competency build-up : Case Study Establishing a specialized business transformational process queue Subject matter experts in the particular domain unavailable in the geography Problem definition On start up: Seeding a start-up team from India containing a mix of team leaders, trainers, quality analysts, transition experts and subject matter experts (SMEs) from india SMEs understand the process from customer SMEs train pilot batch of local hire End of Y1 Continuous learning and mentoring of local hires at start-up Identification of local hires for roles like team leaders, trainers, domain experts, quality analysts Grooming thru continuous learning thru varied transaction handling thereby enhancing domain knowledge Additional reinforcement through brainstorming sessions, quizzes, classroom training, upskilling, uptraining, vitality training, major call driver identification Solution Independently manage the operations of the queue Leadership development through training on lean /six sigma, BPMS using classroom, outbound & e- learning modules Current status

© 2009 Wipro Ltd - Confidential 6 Competency build-up Methodology

© 2009 Wipro Ltd - Confidential Sanjeev Bhatia Vice President – Intl Operations Thank You