NASSCOM BPO STRATEGY SUMMIT 2009 BPO :: INDIAN DOMESTIC MARKET S. VENKAT KUMAR RELIANCE BPO 10 TH June 2009

confidential 2 Strong parentage and background reinforces potential leadership in BPO space… Reliance BPO (RBPO)  Reliance BPO Pvt. Limited (RBPO) is a Reliance-Anil Dhirubhai Ambani (ADA) Group Company. Reliance ADA Group is a member of the Reliance Group founded by Shri. Dhirubhai H. Ambani ( )  Telecommunications, financial services, energy, infrastructure, entertainment and health are the group’s key business interests  Reliance Communications is the flagship company of the group, which is India’s foremost and truly integrated telecommunications service provider, with a customer base of nearly 80 million subscribers  Reliance Capital, Reliance Energy, Reliance Power,Reliance BIG Entertainment are the other key group companies- all dominant players in their respective industries

confidential 3 Delivering Customer Delight RBPO :: Strengths & Focus  Launched services in 2002 as a BPO player  Installed in-house capacity of 4,000 seats and ~ 10,000 customer service representatives  Additionally supported by 5 service delivery partners with ~ 3,000 seats across 8 centers  Provide multimedia and multilingual support on a 24x7 basis catering to the needs of Reliance ADAG world in Telecom, BFSI, Media & Entertainment and Utility verticals  Support of Customer interactions in 13 Languages across India, guided by single and uniform knowledge portal across each process  We handle 10,00,000+ calls and 1,00,000+ transactions on a daily basis across more than 250 processes  We handle >60 million bulk SMS per day and >2.5 million IVR out calling per day  Multiple Customer touch points  Innovative self care initiatives boosting customer convenience & increasing operational efficiency  Balanced growth covering infrastructure, resources, processes and quality

confidential 4 Domestic BPO :: Indian Market  Market is sizeable and growing  Established service offerings  Emerging opportunities in multiple sectors  Models ::Captive units, 3 rd party service providers, BOT models  65% Captives  24% Organized Industry,11 % Unorganized Industry  Domestic BPO Industry USD 1.8 Bn ( FY 2008)  Expected CAGR ~ 40 % over next 3-4 years  Estimated Industry size USD 6 Bn in FY 2012 * Source :: Nasscom - Everest India BPO study, Value Notes Research, Avendus study Sustainable Growth *

confidential 5 Claims Processing Payroll & HR Call Centre Legal Analytics & Research KPO Data Entry Capability requirement Complexity Finance & Accounts SECTORS LOWHIGH LOW HIGH Domestic BPO :: Evolution and Growth Value to Client CRM Banking Entertainment Government Health care Hospitality Insurance Logistics Manufacturing Retail Telecom Travel Utilities

confidential 6 Domestic BPO Cost Structure Key Elements Managing Costs key to long term sustainability Infrastructure, Connectivity/

confidential 7 Domestic BPO :: Challenges  Varied background of suppliers  Diverse portfolios influencing value proposition  Domain knowledge a concern  Business process knowledge a challenge  Move from “cost driven” relationship to “total value based” approach  Pricing pressures. Managing cost structures  Ability to deliver skill and scale  Handling customer perceptions Non Core to Core

confidential 8 BPO BPO S  Strategic Shift  Deep domain expertise. Multiple process capabilities  Full service BPO transactions  No “One size fits all” approach  Imbibe quality culture for business excellence  Increased Customer Access / Touch points  Handle customer perceptions. Deliver customer expectations  Build quality culture for Business excellence  Strong Client – Vendor relationships  Long term sustainability. Support growth  Glocalization  Begin with the end in mind  Ensure Compliance and Governance 2 Outsource & Optimize with Speed

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