Executive Summary:

The objective of the report is to study about the services and technologies offered by HCL. The study includes
an intensive analysis of HCL’s financial statements & further forecasting for a few years ahead. It includes an in
detail analysis of the logistics & supply chain management of HCL. HCL being an IT & Technology giant has
improved upon their logistics by executing digital logistics plan & implementing ERPs into their systems.

The project also deals with the research about the presence of HCL as a brand. It includes finding out the
reputation, mind share, trends in buying behavior & market share of HCL. The research also includes the
recent trends in IT and how HCL is doing on its part to cope up with same.

I have tried collecting customers’ reviews about the various functional aspects of the company to get a better
view of the report. These reviews have been attached to the end of the report.

1
Chapter – 2

Market Analysis of HCL:

 HCL Technologies is a leading international IT services company operating with clients within the areas
that impact and redefine the core of their businesses.
 Since its emergence on international landscape after its IPO in 1999, HCL has centered on
‘transformational outsourcing', underlined by innovation and worth creation, giving an integrated
portfolio of services together with software–led IT solutions, remote infrastructure management,
engineering and R&D services and Business service.
 HCL leverages its intensive international offshore infrastructure and network of offices in thirty one
countries to produce holistic, multi–service delivery in key business verticals together with monetary
Services, producing, client Services, Public Services and care & Life sciences.
 HCL takes pride in its philosophy of 'Employees 1st, Customers Second' that transforms to form real
worth for the purchasers.
 HCL Technologies, in conjunction with its subsidiaries, had consolidated revenues of US$ 9 billion, as
on thirty first March 2018.

Stock performance of HCL since 2012-2018:

Interpretation:

 As per the data collected above it can be seen that the stock price valuation of HCL was lower from
2013-2016.
 However, after 2016 they collaborated with many companies and moved most of their projects
towards digitalization. Their stock price though was still lower, however the price on earnings
increased than before.
 Two things stand out; one is the positive guidance for the next year on the margin front.
  HCL has been slightly inconsistent on the margin front and that is where you saw Tata Consultancy
Services (TCS) and Infosys getting the higher valuation. Secondly, the guidance on the volume front is
also a big positive coming on the back where you had the biggies actually disappoint.
 At 14 times it becomes a very reasonable stock to own in HCL’s portfolio.
 Their has been overweight on HCL Tech and Wipro because of this 12-14 times price earnings.
 This inorganic/organic type of buyout which they have on the play - Wipro just announced a USD 500
million buyout and you just alluded that HCL is in the process of almost USD 600 million being used.
 As long as we are using the cash on balance sheet to grow the business. I think it is a big positive on
HCL’s part.

Share Holding’s of HCL:

 HCL Technologies Ltd., incorporated within the year 1991, is a corporation company (having a
market cap of Rs 139140.76 Crore) in operation in information Technology sector.
 HCL Technologies Ltd. key Products/Revenue Segments embrace software package Development
Charges that contributed Rs 21859.00 cr to Sales worth (99.03 you look after Total Sales)
and component that contributed Rs 214.00 crore to Sales worth for the year ending 31-Mar-2018.
 For the quarter all over 30-09-2018, the corporate has reported a Consolidated sales of Rs
14860.00 Crore, up 7.08 to stand out from last quarter Sales of Rs 13878.00 crore and up 19.52 to
stand out from last year same quarter Sales of Rs 12433.00 crore Company
has reported earnings when tax of Rs 2534.00 crore in latest quarter.
 The company’s high management includes Dr.Sosale Shankara Sastry, Mr.Deepak Kapoor,
Mr.James philipAdamczyk, Mr.Ramanathan Srinivasan, Mr.Shiv Nadar, Mr.Subramanian
Madhavan, Mr.Sudhindar Krishan Khanna, Mr.Thomas Sieber, Ms.Nishi Vasudeva, Ms.Robin
Abrams, Ms.Roshni Nadar Malhotra.
 Company has S R Batliboi & Co. LLP as its audit to Rs as on 30-09-2018, the corporate contains
a total of 1,392,521,664 shares outstanding.
Business line of HCL Technologies:

Applications Services

 BPO/Business Services: This division has "delivery centers" in india, the Philippines, latin america, USA,
HCL BPO European nation, and Europe.
 Engineering and R&D Services.
 Infrastructure Management Services (IMS).
 IoT works.
 DRYiCE.
 Digital & Analytics.
 Cybersecurity.
 Infrastructure Services Division

Key services:

 End user computing together with application management services, managed print services, and
managed desktop services.
 Datacenter transformation services like datacenter consolidation, hosting, and virtualization.
 Network services together with network consulting, virtualization, and management.
 Information security services like security consulting and identity and access management.
 Integrated operation management/ IOMS.
 Cross practical services like service automation, BCP/DR consulting, and cloud computing services.
 Managed mainframe and AS/400 services.
 System integration services.

Marketing mix HCL:

Product:

 HCL Technologies may be a massive IT company based out of India, that is serving worldwide.
HCL contains a big selection of business lines, product & services in its selling combine portfolio.
 These services from HCL vary from Business administrations, incorporating the outsourcing of unit
of time, administration of inventory network, financial administrations, relationship
administration of clients, legitimate administrations, book-keeping etc.
 Taking into consideration capital markets, cash keeping technologies, human services, media,
distribution, telecom, protection, stimulation, assembling, transportation and coordination
ventures.
 Administrations related to Custom application include improvement, movement, upkeep, bolster,
modernization, mix.
 HCL extends services to life sciences, retail and media, distributing and
protection. alternative application supports systems cater to up keeping, plus arrangement,
human capital technologies, administration of huge business resources, business information.
  As way because it Infrastructure goes, HCL includes end-client registering, information security,
distributed computing, change of server farm, administration of coordinated operations,
framework mixtures. HCL conjointly manufactures and retails desktops,
laptops, moveable workstations and tablets.

Price:

 HCL offers costs as per the service, product, client demand, timeline etc.
 With associate administration organization that accumulates item prices of its rivals and a
watchful break down HCL makes its own evaluating arrangements that are priced close
to contender prices.
 The elemental objective of HCL to allow a worth for cash proposition as opposed to the pursuit of
blatant profits, the organization’s smart estimation for prices of its product, administrations and
services.
 The HCL brand has ne'er listed off with the standard of its services in exchange for
outright profitableness though through planned cut, technological disruptions and
hiring economical work force, HCL has been ready to meet worth requests of
discerning consumers.

Place:

 HCL Technologies has got an in depth geographic reach. truly a world organization HCL, and
dedicated workplaces in Brazil, Denmark, Sweden, Belgium, China, Singapore, India, Kingdom of
The Netherlands, Australia, Asian country and European country.
 This shows however the robust place strategy in its promoting combine has created HCL a
world complete.
 In India, HCL has created fascinating investments within the SSO (Support Service Organization)
and PSO (Professional Services Organization) furthermore because the collecting plants in
Pondicherry and Noida.
 Operates in 30+ countries HCL has interconnected seamlessly across continents victimization its
pioneering technology and being india, cost effectively delivering prime quality services
to shoppers even in remote regions and countries.

Promotion:
 HCL’s specialize in high ‘top of the mind’ recall and centered higher than the road and below the
road advertising has helped it build an ineradicable mark within the minds of current and future
customers.
 Being at heart, a technology company, HCL utilizes TV media and internet furthermore as
magazines and daily papers. starting a transmission onslaught to make sure heedfulness among
potential customers.
  HCL has with its complete Indian actresses & celebrities as its image to
boost the brand and build recall quicker.
 Underneath the company’s business advancement and promotional approaches,
HCL provides offers to finish shoppers, company homes and institutions.
 it's initiated the "Practice environmental safety" program underneath that HCL
has started a inexperienced Edge structure which can sustainably satisfy the
requirements of collecting business whereas furthering its CSR promotional programs too.

Chapter - 8

SWOT Analysis of HCL:

•Range of •Lost projects

services, on BFSI
infrastructure. sectors.
•Global Coverage. •Lack of
•Larger employee innovation &
base. distribution
Strength Weaknesses
network.

Opportunities Threats

•Regulation on
•Has done major outsourcing from
acquisitions. India to western
counterpart.
•Can spread to
european •Threats from
market start-ups.

1. Strength:
 Wide vary of products and Services like Bpo’s, Software Services, Infrastructure Management that
cater into each large and medium size corporations.
 Global Coverage in countries like U.S, Europe, Japan etc.
 Strong staff base of upto 50000.
 Support sales activities by understanding the client business to its best.
 Keep up-to-date on what competition is doing.
  Its revenue has enlarged from 114.03 bn in 2016 from 202.23 bn in2017 that shows its increasing
trend.
2. Weakness
 One of the key weakness of HCL is that it has lost projects in continuation like recently BFSI cuts .
 HCL has forever a weakness in TIER1 sectors.
 Total quality turnover is one amongst the weakness of HCL as they have failed to meterialize its assets
in right direction.
 Lack of innovation and distribution network particularly in case of laptops has mirrored HCL’s
weakness.
3. Opportunities
 Acquisitions:-HCL has already done three major acquisitions like Liberta this allows them to expand and
make chance for them to wide there spectrum.
 Key opportunities lies within the countries like japanese Europe and APAC(Asia-Pacific Region).
 Mid Market is a very good opportunity to compete against fortune 200 firms.
 Opportunity of doing higher on come back on equity from twenty one 42% .
 Increasing its market share from 9.8% vs 19.7%(HP)

4. Threats
 One of key threat for HCL and therefore the business as an entire is that the ban of outsourcing from
India thanks to new rules from U.S
 Dip in quarterly Sales by five-hitter will result in loss of market share and product depreciation.
 Small Players and manufactures are attempting to enter into the segment wherever they'll give less
expensive merchandise then HCL which can be a rising competition for HCl to face.

Porters’s Five Forces Analysis:

Threat of
new
Entrants

Bargaining Rivalry among Bargaining

power of existing power of
Suppliers Competitors Buyers

Threat of
Substitute
Product or
services
Threat of New Entrants:

 With lot of oppurtunities given to Indian startups through governmental programmes HCL need to put
a lot of innovation when it comes to compete with them.
 Low capital requirements when it comes to services industry however high capital would be required in
hardware parts.
 MNCs are ramping up capacity & employee strength.

Bargaining power of Suppliers:

 Due to slow down, the job cuts ,the lay offs and the bleak IT outlook.
 Demand & supply of It professionals is no longer that favorable to employees.
 Availability of large talent pool – freshers & experienced.

Bargaining power of Customers:

 Large IT companies vying for projects resulting in high competition for projects.
 HCL is hugely dependent on US and BFSI for project requirements and majority of its revenues and with
recent financial crisis the new spending from these has reduced tremendously.
 However, for existing products and services clients continue to with the old companies.

Threat of Substitues:

 Offshore locations like Philippines and China are emerging & posing threat to the Indian IT industry
because of their cost advantage.
 Price quoted for projects is a major differentiator, the quality of projects being the same.

Rivalry among the firms:

 Customized offering.
 Low cost differentiation positioning.
 High industry growth.
 Strong Competitors: From large Companies.
Profit pool Analysis of HCL:

2018 Analysis:

 HCL Tech has delivered 12.4% USD revenue growth for FY18 (7.5% organic and rest owing to full impact
of acquisitions and IBM IP deals).
 HCL Tech’s organic revenue growth was tepid in FY18 led by slowdown in Infrastructure managed
services (Infrastructure management business grew by 4.5% YoY in constant currency in FY18).
 For FY19, HCL Tech guided for 9.5% ‐11.5% constant currency revenue growth (10.5% to 12.5% USD
revenue growth).
 Management indicated that guidance include inorganic elements and cited that organic constant
currency revenue growth guidance would be 4.25‐6.25% (Inorganic component is full impact of Urban
fulfillment acquisition, C3i acquisition, Actian acquisition).
 Management indicated that tepid growth in traditional services (IMS and Application Services) owing
to compression in deal sizes (led by Automation and transition to Cloud) as the reason for softer
organic revenue growth outlook.
 Building in recent acquisitions, we model HCL Tech to deliver 12.5% USD revenue growth for FY19E (vs
11% modelled earlier). This implies organic USD revenue growth of 8% for FY19 and rest owing to
acquisitions. Our EPS estimates for HCL Tech are retained at Rs68/75 for FY19/FY20E.
 HCL Tech is trading at 13.4x FY20E EPS (TCS/ Infosys trading at 21.5/15.3x FY20E EPS). While valuations
are reasonable, lack of momentum in organic revenue growth for the second consecutive year despite
a relative lower revenue base (vs TCS/Infosys) .
  Weak free cash flow generation owing to higher acquisition spends also limits possibility of a larger
cash return to shareholders. We upgrade target price by 6% to Rs1100/sh (14.5x FY20E EPS vs 13.5x
earlier). However, upsides remain limited. Downgrade to Accumulate (vs BUY earlier).
 As per the illustration above HCL profit margins have decreased in the year 2017 compared to 2016.

Value Chain Analysis Of HCL:

Firm Infrastructure:

 Operating IT infrastructure in the digital age is becoming increasingly complex with the advent of
cloud, digital and IoT technologies.
 IT operations are heavily human dependent, and enterprises are facing real challenges in terms of an
increasing skills gap, complex technology landscape, the crippling impact of human-induced
inefficiencies and errors and a general inability of IT infrastructure to support speed, experience and
scalability demands made by business.
 Advancements in practical A.I. have opened up new age of tools and technologies that IT Infrastructure
managers can use to alleviate some of these challenges.
 This future is made real with the DRYiCE division(new virtual infrastructure) of HCL Technologies with
its focus on building AI-powered products & platforms.
 DRYiCE aspires to liberate the humans from the clutches of monotonous, boring and repeatable tasks,
and empower them to take care of higher level tasks that focus on business value and customer
experience.
 Cognitive virtual assistants powered by natural language processing and machine learning replace
humans and enable effective and efficient support to users, partners and employees.
 Smart monitoring and A.I. powered machine learning can help IT admins cut through high volumes of
incidents and alerts and focus on the ones that truly have the potential to disrupt business.

Human resource management:

 As per the studies done through various reviews it is found that HCL has thorough HR audit programs
organized quarterly and yearly.
 The primary purpose of Hr Audits is to make sure that the organization’s practices, policies,
programs and processes are mature and meet their expressed intent.
 The overarching objective is to present an employment expertise that
permits individuals to achieve success.
 Also, given the size (1,05,000+ worker base) and scope (over thirty countries) of the organization,
audits facilitate in making certain service deliveryin line with specific statutory necessities.
 The entire gamut of hr functions is audited – together with talent acquisition, talent development,
rewards, performance management and career management among others.
 Processes with a money (e.g. pensions) and statutory (e.g. immigration laws) implication also
are often audited.
Technology Development:

 They have restructured the organization as per the technical expertise to achieve a higher level of
customer satisfaction and to fulfill a demand driven agile approach.
 For better results in manufacturing systems they have done heavy investments in the lean
methodologies.
 ERP implementation, process automation, and optimization tools have significantly increased the
demand for instrumentation & control in the company.

Development Process:

Procurement Management:

 At HCL, sourcing solutions and procural solutions square measure geared for tangible outcomes
for international CPG enterprises—facilitating price reduction up to fifty p.c yet as vital cycle time
reductions by reimagining their sourcing and procural processes.
 “Advisory & Execution” framework for provide chain
transformation permits business method overhaul, and vital savings
in deposit and prices associated with the procural method.
 HCL’s sourcing solutions square measure increased by a worldwide team of domain consultants, a
blended-shore delivery model, and structured frameworks.
 Sourcing and procural solutions generate transformational worth for our partners with
benchmarking services, production and provider price engineering, RFX management, solutions
for acquiring, negotiation and provide relationships, and rising strategic procural processes with
e-Sourcing and Procure-to-Pay models.
 With HCL’s sourcing and procural solutions, CPG companies will gain from a benchmarking-based
approach to procural management that ensures adherence to inhume and intra-industry
standards, and increased flexibility and responsiveness for provide chains.
 With their sourcing solutions and procural solutions that embody e-Sourcing, we've got helped
customers scale back direct pay by 5-15 p.c, and indirect pay by 1-5 p.c.

Chapter – 6

Supply Chain & Logistics of HCL

  Technology has become a critical success factor in today’s data-driven supply chains. That’s why HCL
AXON partnered with Oracle – the market leader in SCM technology – to help clients harness the
power of the world’s most advanced solutions in supply chain planning, manufacturing, order
management, logistics, and services.
 Oracle SCM solutions offer open and flexible architectures and can be deployed as integrated systems
or individual modules.
 HCL own SCM ,”AXON” maintains an unwavering focus on real-world results. Among the benefits they
deliver to their own SCM clients every day are:
 Improvement in lead times and first-time order fulfillment
 On-target inventory and reduced stock-outs
 More efficient shipment and delivery
 Greater precision in planning and execution
 Snapshot: HCL AXON’s Oracle Supply Chain Management Practice
 Successfully completed more than 30 SCM projects worldwide
 Broad presence across regions and major industries
 SCM experience across the range of Oracle application suites, including Oracle E-Business Suite,
PeopleSoft.
 Enterprise, JD Edwards EnterpriseOne and JD Edwards World.
 Leading implementer of Oracle’s Demantra and Oracle.
 Transportation Management solutions.

Basic flow Diagram of SCM:

New Trends in SCM – HCL:

Digital Logistics:
A solution for the LSPs to become digital in all facets of their operations for real-time decision making.
LogiTrack :
An IoT based solution for 3PL's and freight forwarders for end to end supply chain visibility in real time.
FleetView:
An IoT based solution on Connected Trucks for improved fleet performance, driver safety and shipment
visibility.
Smart Warehouse:
An IoT based solution for 21CE warehouse management - location optimization, order management and
slotting.
SmartFleet:
A mobility solution to manage first/last mile delivery and monitor fleet & driver performance.
Smart PostBox:
An IoT-based solution that sends out automatic alerts about number of posts in the mailbox for efficient
operations.
CrossDoc:
A mobility solution to enable cross docking at hub, to increase cargo visibility and reduce turnaround time.
Smart Trans:
A mobility solution which helps to manage shipment bookings and enables digital signature.
SalesWorkX:
A real-time analytics solution for 360 operational insights on customer relationships.

Benefit’s of HCL Axon:

HCL AXON has helped an ever-growing list of clients transform their supply chain:

 For a worldwide storage networking manufacturer, they have achieved associate degree 85th
improvement in operation cycle time by increasing supply chain efficiency.
 For a number one biotechnology company, they have cut the time needed for demand prediction by
500th.
 For a worldwide life sciences company, they delivered an organization-wide, 360-degree view of the
client to support its 1200-member sales force.
 For a number one U.S. retailer, they enabled a 78 % increase in revenue, which they achieved within
four months of its Oracle implementation.
 For one in all Europe’s largest beverage corporations, they delivered $49M in cashable advantages by
transforming its offer chain.
 For the globe leader in info storage systems, they have a tendency to reduced order-to-schedule cycle
times from days to minutes by up info exchange between warehouses and also the plant.
 For the biggest office within the European public sector, they have a tendency to created over £400M
in savings over 3 years, with up to £541M projected, by overhauling the agency’s operations.
Key SCM Challenges in HCL:

Businesses Challenges Description

TCO: Cost to purchasing,
deploying and running
traditional on-premise
SCM solutions.
Complexity: Increased
supply chain complexity:
Speed of change in
supply chain
Advent of Multi-channel
Demand Fulfillment
Rise in length of IT
backlog and time to
implement new solutions
Globalization
Traditionally, enterprises deploy solutions on their own servers, own the
software and bear the cost of hardware, licenses, infrastructure and
deployment. Deploying traditional SCM solution requires huge capital
investments.
Understanding and managing the drivers of supply chain complexity is
important for an organization to progress towards cost effective and
optimized solutions.
Today’s rapidly changing economy - rapid price fluctuations, surging oil
prices, global competitions and supply chain -- creates a stress on an
enterprise to respond quickly and effectively.
Currently, many organizations still have a single channel of fulfillment and
are hesitant to move towards multiple channels such as e-Commerce. At
the same time, the consumers are demanding
flexibility of multi-channel fulfillment.
There is no SaaS-based solution which is end to- end; there are piece-meal
solutions such as standalone TMS solution, WMS and time to
implement each solution and the interfacing between the same is
significantly high.
In the current scenario, supply chain has expanded its scope from local to
global. A typical retailer sources its goods across the world.

Supply Chain Management As a Service in HCL:

A best of Breed (BoB) standalone answer will be known in every area to meet the entire end-to-
end necessities in supply chain: eCommerce (Order Capture), client Order enagement, client Relationship
Management (CRM), Warehouse Management System (WMS), Transportation Management System
(TMS), in conjunction with Business Analytics capabilities – all integrated and placed on offer chain cloud.
  Retail and CPG in today’s environment generally don't want all the solutions and practicality among
every answer for their business; they are doing not wish to spend huge chunks of cash for the
implementation of BoB solutions.
 It would be extremely engaging for such enterprises to access solely the services required by them
from cloud on “as and when” basis.
 HCL has conceptualized this answer and has named it SCAS – supply Chain as Service -- and proprietary
it in India.

BoB Scalable & Reliable Solution

 BoB solution under one umbrella:

Different areas of supply chain would be catered by BoB solutions under one cloud and business would
be able to access the benefits of each solution, almost with negligible cost as compared to
implementing all HCL (SCAS) - Business Layer Services , Service Billing, Vendor Order Management,
Customer Order Management ,Order Management , Logistics Management , Return Management &
Warranty Management , CFS / ICD WMS TMS Management Supply chain visibility – Dashboard HCL
integration layer / Infrastructure.
 Solutions scalable as per the need of business:
The solutions implemented would be flexible to accommodate new
expansions/ business in a very short span of time.

Reduce CAPEX, TCO

 Reduce initial investment and TCO:

There would be no capital investment in hardware, no software license
investment and no infrastructure foot-print, which would bring down the
initial investment cost to almost 25% of TCO.
 Translate user subscription to licensing cost:
Monthly subscription fees replace perpetual fully paid licenses, allowing organizations to recapture
solution costs through efficiency savings and other benefits as they go.
 IT Hardware Maintenance, Customer Support Center and Human Capital Management are non-core
areas of a Retail & CPG company. Our solution will help you to focus on our core business areas and
SCAS takes care of all other IT, BPO and hardware-related activities.

Role-based Access

 Granular administration of user and group privileges is very important for internal security and the
accounts can be customized to display specific types of data.
Seamless Integration

 Ensure seamless integration with customers IT ecosystem

 Everything is subject to change. Seamless integration means making a change without error or
interruption in service. The enterprise can now benefit from seamless integration of SCM services on
cloud with customer’s IT ecosystem and a smooth functioning of the overall solution.
 SCAS is based on the SOA architecture and can be seamlessly integrated with any standard industry
solution or product.

Subscription Catalog

 Catalog with SCM functionalities for a user to choose:

This provides greater and direct visibility to enterprises on communications, solutions and services
offered by SCM on cloud. This would make it very easy to look and identify different areas to begin to
quantify the benefits of different solution components which will best serve an enterprise.

Chapter -5
HR efficiency of HCL:

Human Resource Outsourcing Practice in HCL:

Human resource outsourcing (HRO) is growing popular in developing nations like India with passage of time.
Human Resource Outsourcing is one such area which includes outsourcing of administrative tasks such as
payroll management, training, staffing, benefits administration, travel and expenses management, retirement
and benefits planning, risk management, compensation consulting, etc.
Reasons for OutSourcing:

 HCL’s Human Resource Outsourcing (HRO) services facilitate organizations address

core hr outsourcing needswhile synergizing business goals with resource utilization HCL systems
 human resources Business method Outsourcing (BPO) unit provides critical front & back-
office method management, driving service excellence and an integrated hr solutions framework.
 HCL deliver services through a 24x7, follow-the-sun international delivery model utilizing a mix of
offshore, nearshore and onsite delivery centers with multi lingual capability covering the most
important languagesof the global marketplace.
 HCL’s globally optimized hr operations centers are serving 340,000+ staff,
and endlessly creating business results for our clients using the most effective mixture of,
technology, method transformation, operational best practices, acute process improvements, and
cost reduction benefits.
 HCL systems give hr services that encompass the entire employee lifecycle from Recruiting and
On-boarding to employee Separation.

Human Resource Outsourcing method comprises of the following steps at HCL systems:

 Need gap analysis within the existing hr process.

 Market survey for existing Human Resource outsourcing partners.
 Understanding the capabilities of the possible partners and matching them with the wants of the
organizations.
 Analyzing the monetary advantages of the outsourcing activity.
 Partnering with the external partner for the Human Resource Outsourcing method.

HCL systems HR domain expertise:

 HCL Systems believe that the key to deliver flourishing human resource management services lies in
expertise.
 The team of Human resource includes hr solutions consultants, program managers, and operations
managers having years of hr and payroll specific style and delivery expertise pertaining to many
various geographic regions.
 Many are also equipped with appropriate certifications in SHRM and different hr industry information
programs.

Findings:

 It was found that Human Resource Outsourcing (HRO) is an acceptable management practice to scale
back cost and improve potency of operations through the third party vendors.
 Study found that variables like administration fee, staff time cost, HR outcomes and to gain world class
competitive edge. HRO has negative impact on the perceived quality of work life dimensions
to affect hr outsourcing decisions excluding lowering cost.
 It was found that 58 of firms adopt HRO to boost company focus and 54% are to scale back operating
expense.
  HCL Systems provides HRO services for the entire employee recruiting to lifecycle
from worker separation with vast expertise and domain experience.

HCL Grows Autonomy By Inverting The Organizational Pyramid:

 When you’re striving to form a high-performance culture at scale, bureaucracy is one of the most
intractable foes you’ll face.
 Bureaucrats tread the value of the data in their possession and their direct-line authority over
developers, and when they are in a shared services organization, they use their position to dictate
what people can and can't do.
 Top-down command and control organizations are as old as business itself. Top -down
organizations work well when frontline workers don’t need to engage in creative thinking. If
you’re squashing bugs, repeatedly running the same test cases, or putting in an
equivalent eCommerce system for the twelfth time, it'd be possible to get away with a great
deal of low-priced, engaged, “Type X” developers.
 But customers were asking HCL to break new ground and use code to form innovative
new product and services.
 To escape the innovation waste, HCL required to shake things abreast of the frontline.

HCL uses many techniques to facilitate a creative culture, including:

 Practicing radical transparency. Radical transparency starts with opening the financial window on
all projects. This enables all team members to examine how their project is doing, how
other projects do, and how entire business units are performing. It invites comparison.
 Employees love having full access to data, and they love the very fact that there’s no place for
poor performers to hide. Over time, HCL has augmented basic financial information with a
Balanced card of helpful data and used social networking technologies to make a companywide
conversation about the challenges the organization faces.
 HCL shares this practice of transparency with different high-performance cultures that Forrester
has written about, including Atlassian and Netflix. High transparency creates a basis for trust as
surely as its absence sets a basis for speculation and mistrust.
 Adopting reverse accountability for corporate functions. In bureaucratic organizations,
developers are responsible to finance, human resources (HR), legal, the project management
office (PMO), the enterprise architecture (EA) team, and/or infrastructure and operations.
 The result: Developers pay hours weekly out of flow — and not writing code. They might spend
hours convincing info administrators that a system is prepared to deploy, or wrangling
with hour to get approval for a vacation block, or making documentation to convince an ea team
that the planned system specification can work and be compliant with what it asked for.
 In a sense, these cross-functional groups become a part of a work-prevention method.
 This situation was true at HCL till management created shared service organizations accountable
to frontline staff, together with those on development groups.
  HCL measures shared services personnel on their ability to serve the wants of revenue-
producing staff.

One example: HCL’s IT support desk.

Only the worker who opens a trouble ticket can close it, thus individual staff have
complete management over once a task is taken into account done. The effect is that gatekeepers
become troubleshooters as a result of their bonuses and career progression depend on serving the
staff on the frontline, who, of course, are serving customers.

Implementing broad-spectrum 360-degree reviews. At HCL, frontline workers can review any
manager who directly or indirectly influences their work. And managers are encouraged (but
not forced) to create the results of their reviews public for all to examine.
This is where peer pressure kicks in: As senior executives post their reviews, the pressure mounts
for different managers to follow suit.

Employees view reluctance to post a review as a tacit admission that a manager has something to hide
from his peers. And, of course, staff realize ways to get the word out anyway. It’s vital to notice that
these 360-degree reviews are used strictly as a developmental tool and are not joined with the formal
performance appraisal method.

HCL Encourages Employee Passion on An “EPIC” Scale:

 Once HCL was on the road to creating a clear company culture, executives turned their attention
to techniques that will raise the amount of engagement that staff had with their work.
 One of the most effective ways in which to engage creative workers is to align their passions with
company goals.
 HCL management believes that staff feel obsessed with their jobs after they grasp that management
understands the importance of their roles, respects them, and makes it easier for them to accomplish
their work.
 The result's a shared purpose that acts as a bond between employee and employer.

One way to measure the level of worker engagement is to measure and track employees’ levels of passion.

HCL with the EPIC (Employee Passion Indicative Count) assessment. Here’s how it works:
·
Once year staffs voluntarily take the EPIC assessment. The EPIC assessment is open to all staff and is
offered once a year.
It’s not mandatory because HCL’s human capital management professionals feel that employees tend to look
at necessary surveys in a negative light and pay less time and a focus on them.
Employees spend about 25 minutes answering questions about their preference for thirty passion drivers.
Approximately 65% of HCL employees voluntarily took the EPIC assessment last year.
Every worker gets a custom report on his or her passions.
If you’ve ever taken tests such as the Gallup StrengthsFinder, the Hermann Brain Dominance Instrument, or
the Myers-Briggs Assessment, you have got a general plan of however EPIC works. But EPIC goes beyond high-
level personality sorts and provides specific recommendations to HCL staff supported their prime five and
bottom five passion indicators. Each passion is measured on a scale of -240 to +480 along with a color-coded
indicator that shows how well the employees’ passions are utilized within their current roles.
In the example below,
the employee is at an amber state and solely moderately leveraging his or her passions at work.
It could be worse (there are no red indicators), but it could also be better.

Staff use their EPIC scores to forge a shared purpose.

It would be tempting to use EPIC scores as a companywide management tool

(as an example, 68 of staff who left HCL last year had passion drivers within the amber or red zones).But
HR personnel at HCL have decided to use a light touch with EPIC scores and abstain
from prognosticative analytics. Only immediate managers get access to an employee’s EPIC scores, and
that they don't seem to be used as a part of the performance appraisal process.
Rather, they're used as a focal point to develop employee’s careers and facilitate them align their
personal passions with client projects, like a social networking project or a mobile development project.
HCL’s Anand Pillai, senior vice president for EFCS transformation initiatives, summed up the intent well:
“Find the task you're keen on and you’ll ne'er have to work daily in your life.”

HCL Re-ignites growth, productivity, and preference:

So wherever is HCL nearly 5 years after starting its cultural makeover?

The results speak for themselves:

The company has re-ignited its growth engine.

All these touchy-feely, engage-the-creative employee
initiatives are nice when times are sensible, however they won’t work in times of crisis —
right? Actually, the reverse is true. Many of the high-performance case studies we’ve written about have
done well throughout the great recession, and HCL could be a case in purpose.
In the past three years, HCL has maintained a three-year CAGR of 25th
HCL has nearly tripled its employee base since 2005.
Ideas submitted by creative workers through HCL’s worth portal generated new streams of revenue. HCL
Technologies Puts staff first, Customers Second. For Application Development & Delivery Professionals.

Individual employee productivity is up.

In 2006, HCL’s average revenue per employee was about $37,000 per year, more than $10,000 below the
top-performing Indian systems integrator.
Now, average revenue per employee is more than $50,000 a year, at the top end of the range for
Indian systems integrators. It appears that engaged staff are sensible for the bottom line.

Employee attrition is down.

HCL is during a cutthroat business wherever its competitors attempt to lure
away high performers with bonuses or higher pay if they're willing to jump ship.
But for creative employees, cash is merely one think about the choice.
As HCL’s workforce has become more independent and engaged, net attrition is down by almost 50%.
The reduction in attrition among employees rated as “outstanding” is even higher.

Improved customer satisfaction is a long-term reward.

A company that outsources its development might even see an executive from the
outsourcer many times a year, but it deals with the development team on a daily basis. This is where the
investments in engaged, creative employees really pay off.
Even though HCL puts its staff first and customers second, the company measured a net gain
of 43rd in client satisfaction scores from 2008 to 2009, which was followed by a further 21st net gain
in client satisfaction scores from 2009 to 2010.

Chapter –
KPI of HCL :
 HCL studied the customer’s business processes to clearly understand which operational aspects
needed monitoring at the Memphis warehouse
 The team then identified the critical KPIs in collaboration with the business. Business Process
Monitoring, a tool in SAP Solution Manager (SolMan) was chosen to build a Business Process
Operations dashboard for logistics execution at Memphis.
 HCL developed the dashboard in a way that allows the end user to switch between several
dashboards (based on user authorization).
 Each dashboard has up to six panels, which graphically display business process -related KPIs,
viewable as one of the following charts or tables: bar/ stacked bar/ column/ stacked column/ pie/
trend chart or statistic/dynamic rating table.
  For the KPIs which were not a part of SAP standard KPIs, a separate development team worked
rigorously to develop customized KPIs in the format that helps to improve the process visibility .

Benefits Delivered:
 Increased visibility into the operational flow and bottlenecks – Tracking of the throughput and
backlog-related data from SAP or non-SAP systems – Indicators in Red/ Yellow/ Green as per the
defined thresholds to alert the person watching the dashboard
 Simplified user interface – All information available on a single screen in different graphical chart
types.
 Ability of process owners to review the process at regular intervals.
 Improved OTD and customer satisfaction.
 Faster and multi-level decision making.
 Ability to translate management level requests to actionable transaction level.
 Enablement of trend analysis and benchmarking by comparing current and historic data .

Eliminating Chaalenges:
 The newly designed data mart enabled their Performance management team to get reports and
obtain the specified information within minutes of capturing the data, which earlier involved
more than a month's man effort.
 With the new system, Self Analysis of unlimited combinations became potential, enabling the
team to assist the higher Management in taking the correct choices at the correct time.
 Not solely did the system save the team's valuable time, for capturing data of up to 600 KPIs, but
it also eliminated the need of any human intervention therefore minimizing the chance of any
errors.

Organizational focus on managing logistics costs:

 The total value of logistics for a typical company is seven-membered to 12-tone music of sales1
and is growing thanks to increasing supply chain complexities. Thus, there is an increased focus
from corporate management on controlling and managing this cost. Logistics costs typically follow
economic cycles.
 During times of growth, the available capacity becomes constrained, and rates rise. When
recession hits, rates fall due to competition among service providers to utilize the surplus
capacity. Managing capacity and utilization is often a tightrope walk for most service providers
and proves to be a differentiating factor for most companies.
 While most organizations have cost data at a summary level, access to details are often found
lacking. Drill-down data at lower levels is required for identifying issues and for conducting
analysis on high-cost line items.
 Consistent and credible data is required for organizations
to be able to make informed decisions.
 Increasing emphasis on execution excellence in the supply chain
 Speed is of the essence within the new order of supply chain management.
  Real-time flow of information aids in shrinking cycle times and improving the response to changes
and exceptions.
 Service providers have to be quick to spot the shift in market demands and change their focus to
rapidly growing regions.
 At the same time, identifying issues in stable markets and resolving them before competitors take
away share is of paramount importance.
 Declining market share and revenue could be due to multiple factors, the identification of which
can turn out to be nightmare without having the mechanisms in place to capture and analyze the
data.

Limitations of Current Performance Management System

 In a survey conducted , 91% of transportation and logistics companies deployed BI tools

extensively.
 However, only 46% of them expected to deliver better business intelligence to more employees,
more quickly, in that year. The gap between deployment and realization of benefits from t he
same is very evident.
 Some operators are still dependent on outdated legacy applications and/or Excel -based tracking
of metrics. Multiple and independent applications such as WMS, TMS, OMS, etc. are being used to
deliver analytics and generate reports.
 Due to these limitations, logistics planners do not save one read of the provision chain and are
not able to standardize reports for comparison and dissemination.
 In addition, third-party vendors and other service providers provide information in their o wn
formats, leading to inefficiencies and loss of productivity in consolidating and assimilating
information within the organization.

Framework for Performance Management:

 It’s All About the Process All performance management systems have three fundamental
ingredients:
Metrics: Up-to-the-minute snapshots of the key performance indicators (KPIs) in a personalized,
Web-based dashboard to enable fast, proactive decisions and organizational agility.

Business intelligence: Enterprise software designed to track, understand and manage

information. BI enables decision makers to manage by exception, stay informed with alerts and
drill into information to look at the basis cause of business conditions.

Methodology: A systematic and sustainable means of tracking, measuring and improving business
performance, applied top-down throughout the enterprise.

HCL’s 5 Stage approach for continous improvement to achieve their KPIs:

Assess:
 This phase entails measuring performance across critical parameters impacting the key goals and
objectives of the organization.
 Performance measures are the operational KPIs and reflect the responsiveness, quality and cost
of executing the processes that impact the goals and objectives.
 Each of the operational KPIs has a hierarchy i.e. each “Mother” KPI can be broken down into
subsets of child KPIs. This sort of assessment allows stakeholders to articulate clearly, which of
the child KPIs will lead to biggest benefit to the mother KPI. In some, the mother KPIs are a direct
arithmetical function of the child KPIs while in others their relationship has a statistical correlation
based on the data attributes of the company.

Diagnose:
 The objective is to articulate the process inefficiencies that cause a negative impact on key operation
KPIs. There are two distinct elements in this stage:
1. Defect Analysis
2. Process Analysis followed by a disconnect analysis.

 Defect analysis involves breaking down the root causes of the process performance failures. HCL
recommends carrying out this exercise using Lean manufacturing’s “TIMWOOD” principles of
waste. Defects/Breakpoints typically can be:
 Rework leading to delays (Defect from TIMWOOD principles)
 Non-optimal frequency in data inputs (Over processing from TIMWOOD principles)
 Delay in receipt of information (Transport from TIMWOOD principles) which may be typically IT
related
 Delay in execution of plan by partner (Waiting under TIMWOOD principles) which may be purely
business driven in nature
  For maximum benefit, it is critical to identify and articulate the major buckets and segregate the
random defects into the “Others” bucket. Based on the impact on the key opera tional KPIs,
weightage is assigned to these defects.

Define:
 The objective of this phase is to build the business case for each of the improvement
opportunities.
 By definition, business case articulates the potential benefit of implementing the opportun ity vs.
the approximate cost of making those process changes/cost and the timeline for implementing
those changes from an IT perspective.
 The prioritization portfolio that defines the roadmap for complete transformation of the process
area is created based on ROI mapping.
 HCL considers this to be the opportunity moment to share the business case for all the
improvement opportunities to the stakeholders and ensure their buy in and endorsement .
 Once the buy in and the required funding is available, HCL recommends the agile deployment
methodology to deliver quick gains for the business.
 Change management wherever required is carefully and adequately planned, to sustain change in
the long run. Monitor: What gets measured gets delivered.
 As had been suggested earlier, HCL recommends one-time setting up of a decision support system
across critical process areas to ensure continuous improvement. The existing BI environment can
be leveraged for setting up this decision support system.

Chapter – 2
Operational Analysis of HCL:

Size of Market:
  Their technology products, services, and engineering are designed on four decades of innovation,
with a world-renowned management philosophy, a robust culture of invention and risk-taking,
and a relentless concentrate on client relationships.
 They offer an integrated portfolio of products, solutions, services, and IP through our Mode 1 -2-3
strategy, built around digital, IoT, cloud, automation, cybersecurity, analytics, infrastructure
management, and engineering services, among others.
 With a worldwide network of R&D, innovation labs and delivery centers, and 127,000+
‘Ideapreneurs’ operating in forty three countries, HCL serves leading enterprises across key
industries, as well as 250 of the Fortune 500 and 650 of the Global 2000.

Currently, the company operates through three offices and two delivery centres in the UK.
HCL provides the following three services
in the UK:
• Application development
• Infrastructure management
• Business process outsourcing

 In October 2001, HCL entered into a strategic alliance with British Telecom (BT) to offer BPO
services through BT's 400-seat Apollo Contact Centre at Belfast, Northern Ireland (UK).
 HCL acquired a ninety per cent equity stake in Apollo Contact Centre with BT holding the
remaining 10 per cent. This was a landmark event, making HCL the primary Indian IT company to
ascertain associate overseas BPO business.
 A successful conclusion of this joint venture was achieved in 2004-05 through a buying deal of the
remaining ten per cent stake. This aptly demonstrated HCL’s ability to ccreate value from carve-
outs. Currently, its Belfast centre has 2000 employees. The centre has recorded a revenue growth
of two hundred per cent over the period 2001-05.
 HCL within the United Kingdom of Great Britain and Northern Ireland is focusing on 5 industry
verticals - Banking and Financial Services, Life Sciences, Retail, Telecom, and Hi-technology.
 In the year 2000, HCL's UK operations contributed to around 6-7 per cent of the company's total
revenue.
 However, the share of UK has now increased to around 25 per cent. HCL's UK operations
generated revenue of US$ 225 million in the year 2005-06. At, present, it has 2,650 full time
employees in the UK.

Chapter - 1
Financial Statement Analysis of HCL :
The results of the Company and its key performance indicators ("KPI") are as follows :
31 March Interpolated 30 June 2015 Interpolated 30 June 2015
2016
£000 £000 £000
Turnover 16,990 27,026 20,270
Gross profit 2202 6072 4554
Operating profit 851 3130 2348

 During the financial year, revenue decreased by 16% annualized during 9 months over the
previous year mainly due to certain one time revenue booked in previous year.
 The gross margin decreased from 23% to 13 % manly due to certain one time revenue booked in
previous year, and consequently operating profit percentage has also reduced from 129 to 5%.
 Store and acc1s PDF and other documents from multiple device train More Save Principal risks
and uncertainties.
 The Company operates as a provider of outsourced insurance administration services and is
therefore exposed to risks associated with that sector as a whole.
 Its activities are regulated by the Financial Conduct Authority, whose rule book sets out the
requirements for providers of these services.
 These rules cover such areas as treating customers fairly, minimum capital requirements and
handling of complaints from customers.
 Continued compliance with these rules is an essential pre-requisite to the Company's ability to
achieve its future business objectives.

On the services side:

 On the services side, HCLT has witnessed robust volume growth. The manpower addition has been
aggressive, resulting in a bulky employee pyramid.
 We see immense scope for optimisation from pyramid-streamlining. Further, during the recovery
period -2010, HCLT has aggressively invested in SG&A (see chart 24), peaking at 17.5% of total
revenues during Q2FY09.
 There has been a recent uptick, -93bps q-0-q, during Q1FY11. However, with a healthy deal-
pipeline, the management has guided for lower SG&A spend, going forward.

Investment on Services:
Recent Trends and Financial Interpretation:
 HCL Tech’s 4QFY18 results were below our estimates on constant currency revenue growth, EBIT
margin and PAT.
 Revenues at USD2038mn were up 2.5% QoQ and below our estimates (PLe: USD2046mn).
 Constant Currency growth for the quarter stood at 1.2% QoQ which is below our estimates (Ple :
1.9%). EBIT margin came at 19.6% was flat QoQ and below our estimates (PLe: 20.2%).
 PAT for the quarter came at Rs22.7bn which is 5% below our estimates led by EBIT margin miss.
 HCL Tech has delivered 12.4% USD revenue growth for FY18 (7.5% organic and rest owing to full
impact of acquisitions and IBM IP deals).
 HCL Tech’s organic revenue growth was tepid in FY18 led by slowdown in Infrastructure managed
services (Infrastructure management business grew by 4.5% YoY in constant currency in FY18).
 For FY19, HCL Tech guided for 9.5% ‐11.5% constant currency revenue growth (10.5% to 12.5%
USD revenue growth).
 Management indicated that guidance include inorganic elements and cited that organic constant
currency revenue growth guidance would be 4.25‐6.25% (Inorganic component is full impact of
Urban fulfillment acquisition, C3i acquisition, Actian acquisition).
 Management indicated that tepid growth in traditional services (IMS and Application Services)
owing to compression in deal sizes (led by Automation and transition to Cloud) as the reason for
softer organic revenue growth outlook.
 Building in recent acquisitions, we model HCL Tech to deliver 12.5% USD revenue growth for
FY19E (vs 11% modelled earlier).
 This implies organic USD revenue growth of 8% for FY19 and rest owing to acquisitions. Our EPS
estimates for HCL Tech are retained at Rs68/75 for FY19/FY20E.
 HCL Tech is trading at 13.4x FY20E EPS (TCS/ Infosys trading at 21.5/15.3x FY20E EPS).
 While valuations are reasonable, lack of momentum in organic revenue growth for the second
consecutive year despite a relative lower revenue base (vs TCS/Infosys) restricts P/E multiple
expansion.
 Weak free cash flow generation owing to higher acquisition spends also limits possibility of a
larger cash return to shareholders.
 We upgrade target price by 6% to Rs1100/sh (14.5x FY20E EPS vs 13.5x earlier). However, upsides
remain limited.

Tepid Revenue growth guidance remains a turnoff :

 HCL Tech has guided for 9.5‐11.5% constant currency growth for FY19E.
 Management guided that the inorganic component in the guidance stands at 4% led by C3i acquisition
consolidation, Actian acquisition consolidation and full impact of Urban Fulfillment acquisition.
 HCL Tech has also baked in addition 1.3% from potential other inorganic opportunities.
 Hence, management guided that guidance implies organic constant currency revenue growth of
4.25‐6.25% for FY19.
 This marks continued tepid organic revenue growth trajectory.
  We note than even in FY18, HCL Tech’s organic constant currency growth was 5.5% YoY (as per our
calculation).
 Hence, FY19 continues to be another year of tepid organic revenue growth.

HCL Cash Flow Prediction 2019 & 2020:

Margins below expectations:

 EBIT margin stood at 19.6%, flat QoQ and below our estimates (Ple : 20.2%). Management has retained
EBIT margin band of 19.5‐20.5% for FY19.
 Higher amortization is weighing on EBIT margin trajectory.
 For the full year FY18, amortisation stood at USD90mn.

Cash Flow Statement comparison:

Moderating free cash flow could limit scope for a larger Buyback:

 HCL Tech free cash flow post capex and IP asset acquisition stood at modest Rs32bn for FY18(28% of
EBIDTA).
 We note that HCL Tech’s net cash on balance sheet stood at Rs98bn as on 4QFY18 (7% of Mcap). HCL
Tech would continue to have higher outgo for acquisitions and remaining payouts for IBM (We model
Rs27.5bn outgo for acquisitions and IBM IP payouts for FY19).
  This is apart from regular capital expenditure of Rs13bn. Hence, free cash flow trajectory would remain
modest in FY19 as well.
 Our view is that this could restrict the quantum of cash return to shareholders in FY19. Nevertheless,
we see a possibility of HCL Tech announcing a Buyback in July 2019 (Post completion of one year from
the earlier Buyback).

Key Financial metrics prediction:

Chapter –
Capacity utilization, capacity & Sales Realization:
Recent article on Capacity Utilization at HCL:

Source : https://www.gadgetsnow.com/tech-news/Court-orders-HCL-to-reinstate-sacked-
employee/articleshow/52204942.cms

In a blow to the booming software industry, a Chennai court has quashed the dismissal of a software engineer
and ordered HCL to reinstate him with full salary, back wages and seniority on the ground Indian-American
CEO arrested in Silicon Valley that software engineers are workmen enjoying statutory protections. India to
see over 1 million cloud computing How Apple is losing Its grip on Indian smart.. "It cannot be denied that the
job of an engineer in a software company involves skills and technical knowledge. Therefore, it can be easily
concluded that the job of a software engineer can be termed as skilled or technical one," said first additional
labour court presiding officer S Nambirajan. This IIT-Kharagpur technology may solve bigg The case relates to
an application filled by K Ramesha, who worked as a senior service programmer for HCL Technologies Limited.
Vodafone Idea moves TDSAT to recover bank gu He had been on probation for a year and his service was
confirmed on February 26, 2010. His salary was received, and he was also given certificate of appreciation in
the following years.

Trouble began on January 22, 2013 when his services were terminated. The reason: His performance was not
satisfactory and he had not shown any improvement despite counselling. Ramesha questioned his removal,
and his counsel argued that no explanation had been called by the company, no charge memo had been given
and no enquiry had been conducted before the termination order was issued Apple is losing ip on Indian t..
HCL argued that the labour court had no jurisdiction to entertain the application at all, as Ramesha was not a
workman. He had been exempted from the definition of the term workman. it said.
Rejecting the company's objections, the judge said the software engineer was indeed a workman. According to
the Industrial Disputes Act, "workman" means any person employed in any industry doing any manual
unskilled, skilled, technical, operational, clerical, and supervisory work, for hire or reward, whether the terms
of employment be express or implied. India to see over 1 million cloud computing How Apple is losing Its grip
on Indian smart..

His order read: "The company has not produced any evidence to show that failure to improve the
performance or failure to measure up to the expectations or standing orders of the company would amount to
an act of misconduct. It is not known whether the company has any service rules and regulations, and it has
not produced any materials to show what acts constitute misconduct.

"In Clause 6 of the appointment order, it is stated that the service of the petitioner can be terminated by
giving a 30-day notice or by payment of one month's salary in lieu of notice without assigning any reasons. But
the appointment order of the company does not contain any provision to show that failure to improve the
performance would result in dismissal of the employee. Nor is there any provision to show that failure to
improve the performance is tantamount to misconduct. Even assuming that it is an act of misconduct a
punishment of dismissal is too harsh to sustain," the order said.
Enhancing Capacity utilization:
Automatic / Manual Job Dispatch and Real-time Tracking:
 This module enables dispatches of jobs/orders to vehicles, preferably by bundling, with the
target of increasing capability utilization and reducing empty runs.
 The tool includes a system performed automatic rules-based job dispatch module together with a
manual job-dispatch module for exceptions when the system is to be over-ridden.
 The ‘Manual Job Dispatch’ function enables a Logistics officer or alternative personnel to manually
assign a job/order to a vehicle while getting help from the system concerning specific
situational standing of any vehicle that is out on the field.
 The ‘Automatic Job Dispatch’ function on the other hand, is totally system performed and also
the job/order is sent to the foremost applicable vehicle whereas considering combos of the assorted
optimization parameters.
 The ‘Job Tracking’ feature permits for the chase of a job/order victimization multiple
parameters like order id, release id, client name/id, vehicle id, and period. facultative chase through
these multiple parameters provides a facility to implement layers of information abstraction across the
organization as per the user requirements.
 Information displayed is customized and displayed as per the access rules/rights of users.
 The clear advantages of this module are improved capability utilization through Bundling, improved
vehicle utilization through Reduced-Empty-Runs and reduced fleet operating costs through
Continuous-Moves of fleet.
 Other benefits also embody period analysis depiction and reduction within the range of job dispatch
staff to a minimal.
 Vehicle Telematics This module involves two different functionalities:

(1) Vehicle Monitoring

(2) Location Tracking

 Vehicle monitoring is enabled through GPS technology that monitors parameters of a moving vehicle
and transmits it back to base in real-time.
 Details such as Vehicle parameters and Engine parameters are relayed back to the base in real-
time allowing for the observation of Actuals against Standards.
 This feature provides situational insight into the performance and condition of
vehicular components and conjointly the cargo-hold parameters like instrumentation Temperature,
Load etc

Location tracking:
A functionality enabled through GPS technology that
 Allows for the tracking of a vehicle in real-time through the visual show.
 All details of the job/order ar displayed aboard the map revealing the precise.
  latitude and meridian of the vehicle and also the comparison of the planned route and the actual route
taken.

Over The Air Security:

 Over The Air security (OTA) security is one the most recent developments and is a very new feature on
the block and is enabled using GIS/GPS technology and Automotive Engineering expertise. This
functionality enables the control.
 Any vehicle from the bottom location by a supply officer.
 Certain functionalities that are implemented are ‘Vehicle Speed Control’, for controlling the speed of
a vehicle remotely in cases of driver exceeding speed limits/restrictions, ‘Cargo Security’, for Securing
or releasing the hold when loading or at a client location to unload, ‘Freeze’, for forcibly Preventing a
vehicle to move by locking the vehicles brakes or by killing its Engine in extreme cases of theft or hi-
ack.
Geo Fencing:
 Geo-Fencing is an interesting feature that allows for the physical demarcation of boundaries and
restricted zones through the corresponding virtual drawing of boundaries on maps.
 This feature can be used to prevent a particular or all vehicles from entering a
chosen region encircled by a boundary, on the map.
 This feature can be used in another way to control vehicles to move only by a certain route. The
technology used is GPS but can be also possible using RFID.
 Thus, a vehicle could also be prevented from getting into town space throughout explicit times of the
day or a driver could also be forced to follow an exact route that avoids tolls by virtually demarcating
restricted zones on the maps which act as physical boundaries for vehicles and drivers in reality.

Employee Review On GlassDoor:

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Reviews at Indeed.com: