This information is confidential for Quatrro BPO Solutions under the confidentiality agreement. It may not be published or disclosed to any third

party without prior written permission of Quatrro BPO Solutions.

Raja SVExecutive Vice President and Chief HR

Officer – Quatrro BPO Pvt LtdMarch, 2010

Human Capital Strategy 2010

Company Confidential

Competition Cautious Economic Outlook Changing Customer Demands

Technology Budget Concerns Disillusioned Workforce

Evolution of the Workforce

Matured Boomers Gen X Gen Y

Upto 1946 1948 - 1966 1967 - 1980 1981 onwards

62+ 61 - 43 42 - 28 27 & Younger

Birth Date

Age

Work Pattern Work hrs 9-5 Dawn - Dusk What do you mean 9 –6pm?

Work smarter & quicker till work done

Work Style Tell me Guide me Participating On my terms

Work Need Build foundation/security

Make it better Give me comfort Give me meaning

Old New· Emphasis on careers· Great supply of labor

· Emphasis on learning & experience· Shortage of “qualified” labor until 2020

· Employers chose employees · Employees “comparison shop” foremployers that provide the desired

employment experience & the best value

· Employer determines how and when work will be performed

· Employees are demanding greaterflexibility (i.e. flex schedules, work athome, telecommuting, and so on)

· Employers defined the rewards · Rewards customized to employees needs

· Employers had bargaining power

·Employees have greater bargaining power

The New Employment

Paradigm:The “Me, Inc.”

Era

• Organizations Need– A sense of urgency

– High productivity

– High Commitment

– Collaboration

– Adaptability/ Flexibility

• People Want– Honesty, openness

– Challenging work

– Support for learning

– Respect & recognition

– Control:

– Hours

– How work gets done

– Freedom from worry

– To make a difference

A New Employment Relationship

Company Confidential6

Need for HR Value – Changing Dynamics

Change in internal

environment

Change in external

environment

Company focus

Nature of work

Employee profile

Employee aspiration

Competition

Technology

Globalization

Local & foreign

regulations

Moving from An Operations administrative role to Strategic, consultative, long term Role

Company Confidential7

Role of HR Professionals

The Past The Future

Operational

Monitor

Short term

Administrative

Reactive

Activity focus

• Strategic

• Partner

• Long term

• Consultative

• Proactive

• Solution focus

Company Confidential8

INTERNAL PROCESSES & SYSTEMS

(Evolving HR Processes)

KEY METRICS REVIEW & PLANNING

(Staffing, Attrition, Performance, EVA)

EMPLOYEE ENGAGEMENT

(Satisfaction, Career Aspirations & Celebrations)

SUPPORTING BUSINESS NEEDS

(Structure, Recruitment, & Allocation)

CUSTOMER SATISFACTION

(Competent Workforce, delivering quality)

NEW HCM MANDATE

DEVELOPMENT OF HR WORKFORCE

(Competency Planning, & Development )

New Human Capital Management Mandate

Company Confidential9

Attract

Engage & Retain

Motivate & Develop

Market aligned compensation

system

Variable Pay plan

Aggressive salary differentiation

based on Performance

ratings

Promotion plan based on

Competencies/Roles

Employer Branding

Training –Leadership, Functional &

Technical

Mentoring, Career Management,

Talent differentiation

Talent Review & Planning

HCM KRAs

Benefits/ Stock/Options

Long Service awards

People Processes

Compensation & Benefits

People Processes & C&B Practices – two critical arms of Human Capital Management

Company Confidential10

Legacy of 16+ years in the BPO industry…

• Q team pioneered off-shoring to India

• The team established India’s first captive unit for Finance/Accounting

• Quatrro endeavors to provide clients with innovative solutions at optimal costs through a combination of tools, platforms and business processes

S P E C T R A M I N D

• Q team pioneered 3rd Party operations

• Multi faceted services • Acquired by Wipro in

July 2002

• Q team pioneered real time processing and voice

• The team established India’s largest multi process captive unit

• Scaled beyond F&A

Com

ple

xit

y –

Ad

ded

V

alu

e

Indian BPO industry was in its nascent stage

(only sign of BPO in India was data entry)

India established as the premier global

offshoring destination for call center and BPO

Started and led Spectramind into

India’s largest third party BPO company

Targeting uncontested service spaces and

pioneering new service lines

Formerly GECIS

(1994-1996) (2000-2005) (2005 and beyond)(1996-2000)

Most experienced BPO team in India

A vision of taking the industry beyond the

existing

Created 35000+Jobs in India other than Pioneering the BPO industry

Company Confidential11

Quatrro’s Service Offerings:Beyond the Existing

Service Lines

New

S

ervic

e

Lin

es

Interactive Entertainment

• Art

• Testing

• Porting

Bu

sin

ess

Mo

dels

• Reconciliations

• Spend Management Solutions

• Analytics

• Procure to Pay

• Order to Cash

• Fixed Assets

• Loan Origination

• Underwriting

• Post Closing and Servicing

Mortgage ServicesFinance/Accounting

• B2C and B2B

• Support Services

Technical Support

Legal Solutions

• Litigation Support

• Contract Management

• Intellectual Property

• Legal Research

Knowledge Services

• Research and Analytics

• Database Creation / Maintenance

• Patent Research

Fraud and Risk Mgmt.

• Risk Operations

• Risk Analytics

• Risk Advisory Services

• Expert Systems and Solutions

Market Research

• Data Processing

• Survey Programming

• Research and Analytics

• Consumer Data Mining

BUILD ACQUIRE ALIGN

Geo

grap

hi

es

Singapore Sri Lanka Dubai United States China Canada United Kingdom

Un

co

nte

ste

d is t

he c

ore

Company Confidential12

Management Expectations from Top Talent

Company Confidential13

Challenges for Businesses

Finding skilled employees?

Developing talent to keep pace in

an evolving marketplace?

Retaining talent that is a good fit

with the culture and skills?

Achieving top performance from all

employees?

Reducing turnover costs?

Workforce Trends & What does it mean to us

The workforce is becoming:

Smaller and less skilled

Increasingly Global

Highly Virtual

Autonomous & Empowered

Vastly Diverse

Work force Trends

(Tucker, Kao and Verma, 2007)

Company Confidential14

Why your Talent Stays – Focus Group feedback

A feeling of connection

Feeling valued

Personal and professional growth

Continuous learning

Making a difference

Good management

Can’t afford to leave

Fair pay and benefits

The Changed Employer-Employee Relationship!

Company Confidential15

4 Basics Aspects of Talent Management

4 Aspects

Executive Selection

Development

Retention

Succession Planning

Talent Management

Because Talent Matters!

Company Confidential16

Aspect Key Approach Demonstrated at Quatrro

Executive Selection

Matching the Person

to the right job

Beyond Resumes

and Reference

Checks

The Pay mix

Profile Testing

Objective Assessments

Standardized Tests

Behavior Based Interviewing

Leadership/Style Testing

Internal/External Equity in Pay

Involve key employees in selection

Identification of key Skills needs to be signed off at executive level

Development

Training Coaching/Mentoring Work Shadowing Secondment

Comprehensive Learning Needs Assessment Process

Learning Roadmap specific to Business /Grade/ Role Secondment to another function/Business

4 Aspects – Key Approach

Company Confidential17

4 Aspects – Key Approach

Aspect Key Approach Demonstrated at Quatrro

Retention • Competitive

Compensation

• Integrate

Performance,

Development &

Reward cycle

The Equity Compensation Stock Options

Variable pay Program Quarterly Performance / Sales Incentive Plan

Benefit Programs Medical, Life , Accident Insurance, Survivor Benefit

Statutory Benefits : Pension,PF,401k,socials , Leave

Constant Benchmarking

Differential Increase for Top Performers

Focus on High P’s

Informal reward and recognition.

Work from home policies

Communication, Communication, Communication

Succession Planning

Develop Leaders Learning by doing

Learning through

relationships

Learning through

training and coaching

Quatrro Talent Potential & Criticality Review

Quatrro Performance Effectiveness Program

Company Confidential18

Talent Management Impact at Quatrro

1. Low Attrition especially of High performers

• Low single digits at levels of Supervisors and Managers (3%)

• At associate level- overall much below the Industry Standards and low single

digits as far as High performers are concerned

2. Increasing Employee referrals (Q Amigo)

• Presently 35% of New Joiners are from Employee Referrals

3. Building Leaders from within - Internal Promotions (Q Stride)

1. Majority of positions filled thro Internal Job Posting across all Quatrro Group

Companies (52 of 75 nos.)

2. High Performing and high potential employees are the ones who are growing

4. Retention of Management across Acquired Companies at 100%

Compensation is Much More than a Salary!!

Quatrro BPO Solutions Pvt. Ltd. conferred with

Employer Branding Award 2009

“Quatrro among the 20 major Indian BPO Players”

(Gartner – "Competitive Landscape: Business Process

Outsourcing, India" March 2009)

Ranked 8th in 2009 Top 20 Overall Legal Services Provider

by The Black Book of Outsourcing

Company Confidential19

19

"Companies don't fail because they do the wrong things; they fail because they continue to do what used to be the right things for too long".

Questions?

Company Confidential20

Business Strategy

HR Strategy

C&B Strategy Formulation

Talent Market –Demand &

Supply changes

C & B Strategy

C & B PhilosophyC & B Policies &

Practices

Regulatory Changes

Market Compensation

movements

Business Affordability

Company Confidential21

Motivate & Retain Talent –Competitive compensation

21

QUATRRO C & B Practices & Policies

Equity

Compensation

Variable Pay

Program

Benefit

Programs

Stock Option Plan (ESOP)

Quarterly Performance

Linked Compensation

Sales Incentive Plan

Medical, Life , Accident Insurance,

Survivor Benefit

Statutory Benefits : Pension, PF,401k, social security ,

Leave etc

Company Confidential22

Integrate Performance, Development & Reward cycle

PDP Half-Year

Review

Year-end Performan

ce Appraisals

PDP Planning

Salary/Bonus Increases Take

Effect

Employee Data

Validation

Salary Review & Bonus (SR&B)

Ongoing Feedback

Total Reward Day

Ongoing Feedback

Talent Reviews

Objective setting

Customer feedback

Development Planning

Grading & Progression

Recognition

Equity Check

Back

Company Confidential23

What's the news on Talent today?

There will be 10 million more jobs than workers available in 2010. *

By 2010 the 30-44 year old workforce will decline by 3 million. *

In the next 10 years, the demand for college graduates will exceed supply by 7 million. *

America’s largest 500 companies will lose 50% of their senior leaders in the next 5 years.**

Favorable pension plans and growing affluence have encouraged younger retirement ages.*

83% of the workforce will search for a new job in the next couple of years. **

* Tucker, Kao and Verma, 2007 ** BPM Forum, 2007

The Workforce is getting smaller …day by day!

Company Confidential

Costs, Time spent Value Added &

Criticality

30%

10% 60%

30%

PAYROLL & PENSION ADMINISTRATION

STRATEGIC

PLANNING

ORG & JOB STAFFING PERF. MGMT. DEVELOPMENT COMPENSATION ORG

DESIGN DEVELOPMENT

SERVICES DELIVERY

10%60%TRANSACTIONS PROCESSING

(PAYROLL & PENSION ADMINISTRATION)

HR Costs & Value Added

(to build organizational capability)

High Cost, low value added activities easy to consolidate, optimize and outsource to free

resources for higher value added HR activities – Services delivery & Strategic planning