New Game. New Rules S. Gopalakrishnan Chief Operating Officer and Deputy Managing Director S. Gopalakrishnan Chief Operating Officer and Deputy Managing Director

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Safe Harbor Certain statements made in this Analyst Meet concerning our future growth prospects are forward- looking statements, which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in earnings, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, industry segment concentration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks or system failures, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside India, and unauthorized use of our intellectual property and general economic conditions affecting our industry. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2004 and quarterly report on Form 6-K for the quarter ended June 30, These filings are available at Infosys may, from time to time, make additional written and oral forward- looking statements, including statements contained in the company's filings with the Securities and Exchange Commission and our reports to shareholders. The company does not undertake to update any forward-looking statements that may be made from time to time by or on behalf of the company. Slide 2

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Role Of IT In Enhancing Business Competitiveness Transform the Business Grow the Business Global Leadership through Rapid Differentiation and Rapid Growth »Technology Based Solution »Reducing Total Cost (TCO) »Modular Global Sourcing »Effectiveness focus »Enhance competitiveness »Increase revenue for client »Increase profitability for clients »Business results focus Run the Business »Technology services »Reducing unit cost »Offshore strategy »Efficiency focus GDMGDM+ Business Solutions Using GDM Slide 3

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Infosys New Revenues Operational Efficiencies »R&D aligned to new services »Intelligent Production Support Platform delivering 30-50% higher productivity in applicable projects »InFlux reduces development effort of analysis tools by 70%. Saves $350,000 in development costs »Integration of CMM with Baldridge and Six Sigma CFPM for IT services excellence »Resulting in over 85% repeat business and many zero defect projects »Extensive world-class campuses with state-of-the-art technology infrastructure »Vertical Solutions - Real Time Engine, Anti Money Laundering (AML) Compliance, Enhanced Process Automation (RFID) »Over 35% revenues from new services & solutions »Growing number of $ 50 mn + clients »Software Engineering & Technology Labs »Education & Research unit »SEI CMMi / PCMM Level 5 »Pride: Business Platform »Baldridge / Six Sigma »Ubiquitous IT environment »World-class infrastructure »Infosys Consulting »Grooming consulting mindset »Domain Competency Group »Global alliances »Knowledge management Technology Leadership Delivery Excellence Domain / Solution Excellence Client’s need Areas of Innovation Key Strategic Investments Examples / Results of Innovation Sourcing Efficiency »Strategic Global Sourcing »Progeon »Global delivery centers Sourcing Excellence »Pioneered Global Delivery Model in the 80s and 90s »Announced new “Modular Global Sourcing Model” »Integrated consulting with GDM »Integrating BPO, IT Services and Infrastructure Management »Over 9,000 employees added in FY04, the trend continues »Facility to train 4,000 employees simultaneously at Mysore »Talent acquisition engine »Infosys Leadership Institute Talent Leadership Slide 4

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited “Enhanced Maintenance” initiative to create a differentiated product in an increasingly commoditized market, while reducing costs & risks for clients CIO Agenda Lower Total Cost of Ownership »Lower non-discretionary spend »Lower per-unit cost of non-discretionary spend »Better predictability of maintenance »Mature offshore users – continued economics Consolidate & Standardize »Eliminate and automate overhead activities »Improve flexibility / reusability of technologies »Facilitate Multi-vendor management Reduce Risks »Knowledge vested in geographically distributed and outsourced resources »Multi-vendor / multi-location – ownership issues Infosys Agenda Need for Differentiation »Service offerings similar from ALL vendors »Few tools and little thought leadership in marketplace but increasing commoditization Reduce Business Costs and Risks »Predictable revenue stream that could be threatened with a competitive offering »Greater system and client ownership – changing measures of performance »Increased costs of shift work »Increased productivity necessary for long-term projects to maintain margins while prices drop Manage People Risks »Increased shift-work by same skill-set – increasing dissatisfaction »Reduce knowledge dependence to control risks due to attrition Innovative Tools… Intelligent Production Support Platform (IPSP) and 6 Sigma Reduce MCO = fn (Effort, Incidents, Price/Hr) + Overheads + Opportunity cost Slide 5

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Reactive Fear of change Proactive Embracing change Resources Static roles Deliverables Just-in-time skills Black box Lock-in Transparency Flexibility Narrow focus Static Roadmap Enterprise-wide view Dynamic Compass THINK Enterprise ACT Global From To ACCELERATE Results STRUCTURE Modular Modular Global Sourcing: Conceptual Shifts, Changing Paradigms Shift in focus from “Taking over people / assets” to “Making clients competitive” Slide 6

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited End-to-End Solutions: Consulting + Enterprise Solutions + Business Process Management Enterprise Solutions Progeon Infosys Consulting Package Implementation & IT support driven by Functional Expertise & Delivery Excellence Reducing the cost of Operations by effective use of Outsourcing Providing High-End Consulting to enable clients gain Competitive Advantage ES IC BPO Slide 7

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited “1:1:3” Model of consulting will allow more focus on each client’s business and set a new standard for return on consulting fees Slide 8

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Growing Larger Relationships and Managing Complex Projects *Last Twelve Months »Building Infosys Consulting and Strategic Global Sourcing (SGS) teams with professionals having extensive experience in managing large engagements »Consolidating a Point-of-view on Strategic Outsourcing based on the rich experience over years. Validated with analysts and key clients FY 2005 Q1 FY 2004 Q4 FY 2004 Q1 Million dollar + clients* Five million dollar + clients* Ten million dollar + clients* Twenty million dollar + clients* Thirty million dollar + clients*864 Forty million dollar + clients*543 Fifty million dollar + clients*33- Slide 9

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Enabling Scalability Through Rapid Talent Acquisition »Winning the Talent War »Record growth in Infoscion community »Multicultural workforce, integrated through performance ethic »33 Nationalities »Greater velocity of hiring, aligned with growth plans »Highly selective recruitment process, focused on “Learnability” »Robust processes and systems »Capacity to test 10,000 people in 7 cities on the same day »Strong evaluation processes to ensure the quality of recruitment Applicants 100% Interviewed & Tested 10.5% Offers 1.0% Slide 10

Analyst Meet 2004 | New Game. New Rules.© Infosys Technologies Limited Scaling up Education and Training »World-class training infrastructure in Mysore, capacity to concurrently train 4,000 employees with residential facilities »Highly scalable education and training infrastructure »Q1FY05 Foundation Training> 55,000 days »Q1FY05 Middle Level > 16,000 days »Q1FY05 Managerial Training> 10,500 days »Average Knowledge Assets used > 2,800 per day »100 Students from University of Mauritius »Innovative Campus Reach Program »41 campuses »61% expressed intent to partner »30 faculty from Engineering Colleges undergo Faculty Enablement Program »ES University in Hyderabad consultants trained over last 6 months. Courses certified by Foundation For International Services Slide 11

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